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From: Lee (Original Message) Sent: 12/17/2002 7:49 PM
My team is working on a plan to attack the obsolete equipment that we have in the field. Any ideas from you guys? Some general thoughts:

On the old stuff, it takes the better techs to keep it running. I would rather have them working on the new stuff where I can put their experience to good use.

By the time the customer FINALLY decides to replace the old piece of junk, they wouldn't dream of buying anything else from you, since you couldn't keep their last machine running and it's been nothing but trouble...

With turnover in the office place, the folks in the office may not have been around when the machine was new and in it's prime. They think it's always run like this

Because of the tech's desire to see a customer with an old piece of junk get a new piece of equipment, they sometimes have misguided priorities. They'll give the better response time to the junk, while the customer that has the multifunction device waits.

The customer with the junk seems to scream the loudest. Squeaky wheel gets the grease.

The tech talks to the customer about parts availability, then goes to the car and gets the part that's needed for the repair

Service raises the contract yearly, then a competitor walks in, convinces the customer that you've been robbing him the whole time, and they buy from the wiseguy.


Just looking for some ideas on what you would like to see happen or perhaps what your dealerships are doing now.

Thanks!
Lee
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From: Graham Sent: 12/18/2002 8:14 AM
What we do, or TRY to do is stay in touch from an account rep. perspective with those customers on a regular basis, especially when the equipment is getting old. Our first and main approach is to set an appointment with the customer to get a feel for THEIR business and what they are doing NOW from a total imaging standpoint. We also let them know that we want to stop by and chat with them about the technology that is out there today. Most of these people know that they are going to be forced in to purchasing a new copier in the pretty near future anyway, and a majority don't want to admit it.
It is up to us to make it make sense to the customer to move ahead. We basiclly talk to the customer who really doesn't know what they are ready for and offer a document audit of sorts that encompases all of their imaging equipment, and the costs (including their labor) associated with their imaging needs so they will know what they are spending on all of their old and existing equipment vs. what they would spend new equipment and how what they have and new stuff can mesh together to increase their productivity. During this process we are really selling the solution rather than going out with the typical sales call that goes something like this... "So, we were wondering if you are thinking about upgrading your copier today", or "Looks like your lease is about to expire so we better talk about an upgrade" these approaches rarely work in today's market place. What this doc-audit does is gets us there, develops the relationship and keeps us in the door so when some slickster gets in there while their machine is down he doesn't get the deal. Also, the customer has an understanding that he is not getting robbed, this is just what his current stuff costs to maintain etc. Most all of the customers that we start this process with stay with us when it is time to buy, most don't even shop. If they DO shop, we usually get the last look at the deal before they pull the trigger. The customers that get put on the back burner, however, at times get called and it's already too late.

Hope this helps somewhat.
Graham
From: Docusultant Sent: 12/18/2002 1:02 PM
I go with the approach of calling first (if not sucessfull), I will then pay a visit. I try to find out in advance what type of business my customer is in. Once I have this information I will then think of ways to save the customer money with new digital equipment (easiest part of my job). From there, I will try to arrange an appointment or get the decesion maker on the phone. I will then shoot the "cost savings" to him or her and listen to what they say. depending on what they say will depend on what way I will run with the upgrade.

We have transferred MA's, given six months to a year of payments off to entice the customer to upgrade. One of the worst things to do is to say that the parts are obsolete when they are not! I never venture into the parts availability whether they are available or not. I'll let the tech tell em that there are no parts available. We'll usaually get the upgrade call then.

You have to give these old timers a reason to get out NOW! Whether a great trade price, or a year of free payments or uncover a "cost savings" that will knock their sock off! Lately I have not found too many clients who are not interested in scanning. I have been leading with a "simple scanning solution" to get them started.

Have your techs do a courtesy call and have them just go and clean the covers, and while they're their have them ask the customer if they ever considered trading the unit in for a new one. Even if they say no, the seed is there and it was not planted by a "sales person". Take some time and teach your techs the tactful way of soliciting upgrades.

Hope this helps.

Art
From: Docusultant Sent: 12/18/2002 4:05 PM
Easy, and please remember that I do alot of "down the street" sales. List price of equipment is $10,000, payments are $200., I always use 2 as the rate factor for 60 months. I'll tell the customer they do not have to make payments for six months. Our leasing company bills 30 days in arrears, that means I need to come up with 5 payments. I take it (the five payments) of the GP and pay it right to the leasing company or too the customer.

This is also a great close, after makeing the statement of no payments, I ask who they want the check to go too. The leasing company, or your company.

Art

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