We’ve all heard the expression, “Life is hard because it gives you the test first, then teaches you a lesson.” Unfortunately, it’s impossible to safeguard against every challenge in business. The hope is that when issues eventually arise, they don’t result in a swift kick to the pocketbook. As we usher in this month’s State of the Industry look at managed print services, we offer a glimpse at the unforeseen issues that can hamper a new MPS engagement. As we’ve seen, business partners are judged by, among other things, how well they respond to adversity. Being able to transform an issue into a learning moment—with as little impact on the client as possible—can alleviate some of the sting and make the dealer a better service provider. Even though a bit of time has passed since it happened, Chris Gallagher still has nightmares about his MPS story from hell. The co-owner of Green Office Partner (GOP) in Chicago refers to the experience as a “complete disaster,” yet it had absolutely nothing to do with the nuts and bolts of the engagement. It wasn’t a breakdown in communications or a case where the scope of work wasn’t clearly defined. It wasn’t a cost issue. “The general manager of an automotive company signed a five year, 14-device managed print services agreement, but then it all had to be returned because the owner was not in the loop and completely rejected the contract,” he explained. “The owner said he would never sign the disclosure and acknowledgement (D&A).” That experience resulted in three changes at GOP: getting confirmation that the contract signer has 100% authority to approve a deal; the SLA and onboarding meeting outlines the client’s responsibilities compared to GOPs; and for larger opportunities, a D&A must be signed. “Not only do clients hate surprises, but they’re always impressed once they fully understand the amount of hours we invest prior to contract signature,” Gallagher noted. ISO Toner While not all dealers have endured experiences that elevate an MPS project to a “problematic” level, that doesn’t mean they’re without issues. Repeat Business Systems in Albany, New York, employs a project plan with accurate timelines and expectations that both the dealer and client must sign off on. But toner delivery can certainly prove to be vexing, especially with larger (and sometimes high turnover) clients who cannot figure out where the toner was delivered to in the facility. President Dawn Abbuhl feels it’s important to address it during the onboarding phase. “This occurs even if we have the correct name, specific room number and location,” Abbuhl said. “There will be instances where we can identify the individual who signed for the toner, but they have already left the organization. Sending replacement toner is expensive and charging for it creates some negative feelings, so in that instance we developed a toner drop off location for each department so everyone knew where it was.” When the hierarchy of a customer isn’t clearly defined, that can muddy the path toward a successful engagement. Taylor Wells, director of service and operations for Pearson-Kelly Technology of Springfield, Missouri, cited one example of a multi-location implementation for a client that had limited internal IT support and an unclear chain of command. The devices were successfully deployed, but the workflows were not properly mapped out across departments, which caused confusion and underutilization, according to Wells. “We needed a more thorough stakeholder alignment process and change management plan before deployment. Since then, we’ve added a formal discovery and planning phase, including user-level interviews and IT readiness assessments to ensure smoother rollouts,” she said. Learning Moments For Fraser Advanced Information Systems, one of the more troublesome implementations resulted from underestimating how much employee training was needed. According to DeAnna Phillips, manager of strategic accounts for the West Reading, Pennsylvania-based dealer, the initial pushback stemming from the client’s team members being uncomfortable with new processes. “That experience taught us the importance of communication and phased implementation. Now, we build in training, clear communication and check-ins from day one to ensure smooth transitions,” Phillips added.
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