![\"\"](\"http:\/\/www.enxmag.com\/twii\/wp-content\/uploads\/2017\/03\/johnson-mps.jpg\")
Doug Johnson,
LMI Solutions<\/p><\/div>\n
The goal is to keep adding value for the customer, even if that means reducing spending on consumables. Finding efficiencies for the customer often lowers the provider\u2019s costs as well. More important, adding real and measurable value increases customer loyalty and makes them more open to buying other services and products.<\/p>\n
\u201cWe see a lot of resellers starting to hit the reset button on their MPS programs in the last two or three years,\u201d said Doug Johnson, chief strategy officer at MPS infrastructure provider LMI Solutions. \u201cThe market has commoditized. Resellers are competing at the fourth decimal. MPS is certainly the main growing area within the imaging industry, but a lot of resellers didn\u2019t treat MPS for what it is: a services-based business model.\u201d<\/p>\n
Putting the \u201cManaged\u201d Back in Managed Print Services<\/strong><\/p>\n MPS should be more than just delivering consumables or performing break\/fix under a contract. It should include things like fleet and workflow optimization, and that requires constant monitoring and management.<\/p>\n Sarah Custer, Supplies Network<\/p><\/div>\n \u201cEnd users and resellers are becoming more educated about what MPS truly means, and that\u2019s been really good for the Supplies Networks program,\u201d said Sarah Custer, director of services and solutions at Supplies Network, which offers services infrastructure to dealers. \u201cIn the early days, a lot of folks would just change their billing mechanism but not the underlying infrastructure of how a customer is receiving value from its [MPS] reseller. Now, end users know that there should be automation and workflow efficiencies in an MPS engagement.\u201d<\/p>\n Supplies Network, like most other services-infrastructure providers, sells consumables and equipment, and of course they want to sell as much of them as possible. However, the company saw the writing on the wall about 10 years ago and decided to offer MPS services. If you can\u2019t count on increasing print volumes, then you have to find other ways to add value to grow revenue. \u201cBack then we were educating resellers on why they would want to be engaged in managed print. Now we\u2019re supporting those who really understand it and bringing a backbone to provide them with operational efficiencies,\u201d said Custer.<\/p>\n Today, Custer estimates that about one-third of Supplies Network\u2019s business is done through its contracted MPS program. And that number doesn\u2019t even count business from dealers who are not resellers of Supplies Networks\u2019 service, but are buying product to support their own MPS programs instead.<\/p>\n Successful MPS providers believe that users are a key part of the equation. A smart MPS provider will analyze users\u2019 print habits\u2014volume, type of printing, content source, etc.\u2014to learn what they are printing and why. With that information, a provider can help a customer develop user rules to make device utilization more efficient and prevent printing of unauthorized material.<\/p>\n Luke Goldberg, Clover Imaging Group (CIG)<\/p><\/div>\n \u201cYou\u2019re really only doing the first level of MPS if you\u2019re just managing devices,\u201d said Luke Goldberg, executive vice president of sales and marketing at Clover Imaging Group (CIG). At the first level, Goldberg says, \u201ccompanies are managing the output of those devices. They are doing a little bit in the way of optimization, and they are doing fleet management. But they are not managing the users.\u201d<\/p>\n CIG\u2019s Axess MPS provides dealers with a suite of software and services to deliver MPS to their customers, and it recently partnered with Print Audit to enhance its ability to manage users. \u201cAt some point there has to be a user intervention to change printing behavior,\u201d said Goldberg. Tools like Axess MPS identify and document that behavior in a way that facilitates changing it.<\/p>\n User management could be a key differentiator in the MPS market. \u201cVery few dealers are getting into user management,\u201d said Goldberg. \u201cOnce you understand users\u2019 behaviors, you can begin to modify those behaviors.\u201d Documenting certain actions\u2014like printing for personal purposes or excessive numbers of copies\u2014creates opportunities to save money for the customer. A dealer could then charge for another layer of service that creates user rules for printing that it then monitors and manages.<\/p>\n Understanding user behavior can provide a foundation for offering additional services\u2014 workflows and business process optimization (BPO), for example. \u201cThere\u2019s no real way you can get into a business like BPO or workflows unless you understand what the user is doing,\u201d said Goldberg. \u201cWhat are they printing that could be digitally stored in the cloud. How are they archiving or saving. How are they scanning?\u201d<\/p>\n Goldberg believes that the data provided by the printers is still important and much under-utilized. \u201cEventually, we\u2019ll be able to look at those vast datasets we\u2019re creating off the devices being managed and be able to do things like predictive service, where we look at patterns and create actions based on them,\u201d he said.<\/p>\n \u201cThe tools [to manage print and user data] have gotten better, but the number of people we\u2019ve seen who actually use those tools are few and far between,\u201d said Kevin Morris, CEO of pure-play MPS provider OneDOC. \u201cIt\u2019s become a differentiation maker for us. If we didn\u2019t do a good job of providing differentiation, then it comes down to cost, and we have competitors who just give crap away.\u201d<\/p>\n One danger of having access to so much data is failing to analyze it properly. \u201cMore important than all the data we have at our fingertips is how we help resellers understand and present that [data] in an actionable solution set to the end user,\u201d said Custer. \u201cFor example, we have a really nice quarterly business review that resellers can present to their end users.\u201d Supplies Networks also makes its solutions team available to dealers to help them better understand the data and apply it appropriately to their customers\u2019 environments.<\/p>\n MPS provider QualPath has a detailed list of data points it tracks through its ERP system, including device operating efficiency (to control break\/fix costs), parts usage and toner cartridge defect rates. \u201cAll of these things need to be evaluated in your contract profitability reviews so you can manage customer and vendor behaviors,\u201d said Kevin DeYoung, president and CEO of QualPath and the current president of the Managed Print Services Association (MPSA).<\/p>\n \u201cYou have to look at it as \u2018Am I really optimizing my fleet, or are my costs growing too high?\u2019 Margin is a blend of proper targeting of who your clients are, and mindfulness of the ongoing profitability of the contract,\u201d added DeYoung.<\/p>\n Bill Melo, Toshiba America Business Solutions<\/p><\/div>\n That mindfulness is critical as you help customers become more efficient, which usually means printing less. Then, you also have to focus on retention. Toshiba America Business Solutions (TABS) offers an MPS program that promises customers they will pay only for what they print, and that they will print less. \u201cWe are very active deploying methods and teaching end users how to produce less output, which seems counter-intuitive,\u201d said Bill Melo, chief marketing executive.<\/p>\n \u201cCulturally, that took awhile to gain root. But we found that when you genuinely serve the customer\u2019s best interests, they don\u2019t leave. Our average MPS customer is on multiple renewals of their agreement. The greater the degree that a customer perceives value from you, the more likely you can earn a premium and be considered favorably as opportunities arise to provide other solutions like workflow or security,\u201d said Melo.<\/p>\n Periodic formal reviews are important, but so is ongoing transparency with customers. They need to know what they are getting from the MPS program. TABS gives its MPS customers a Global Services Portal that shows fleet composition, print volume, billing, service calls, consumables shipments, and more. The data is down to the machine level. \u201cIt takes the mystery out of the value of what you are providing,\u201d said Melo.<\/p>\n Outsource or In-House?<\/strong><\/p>\n MPS providers who have used a more transactional model are starting to rethink their approach as margins decline. Some are moving to a services-based model with the help of an MPS infrastructure partner. \u201cDealers are saying, \u2018I\u2019m not making the money I thought I would,\u2019 and so they are rethinking how they leverage the value chain to meet their customer needs without them necessarily having to do all of it,\u201d said Johnson.<\/p>\n \u201cThey are saying, \u2018Maybe I\u2019ll buy the page from you and you bundle this stuff together and take some of the risk,\u2019\u201d said Johnson. He added that dealers are asking themselves what they are really good at, where they need to maintain their own assets and competencies and where they partner. \u201cThe more variable their revenue model, the more likely they can control costs and manage profitability.\u201d<\/p>\n LMI Solutions offers a broad services portfolio. \u201cWe look at the market holistically and think about what it takes to deliver various levels of MPS,\u201d said Johnson. \u201cMPS can be as simple as a walk-in and takeover of an existing fleet up to a complete, comprehensive reframing of the existing fleet.\u201d By choosing an outsourcing partner that offers multiple levels of services (and most do), a dealer can start moving to a full service-based MPS offering in steps, depending on its success and comfort level.<\/p>\n Supplies Network works with its MPS resellers to avoid the worst pitfalls of the transactional model, such as over-ordering supplies. The company will match resellers with programs that align with their capabilities. \u201cWe help them take it to the next level and drive out cost and manual processes,\u201d said Custer. Supplies Network can also help resellers sort out manufacturer programs or ways to layer services to get better pricing. \u201cWe try to bring together all the moving pieces for the reseller and help them get the best offering that they can.\u201d<\/p>\n Some manufacturers have their own MPS programs that their channel partners can resell. TABS, for instance, has MPS reseller programs, and its brand-agnostic approach may be appealing to dealers who sell MPS outside of their hardware customer base. TABS also offers flexibility as to how a dealer might build its MPS program. \u201cWe provide education, access to our tools, and all of the individual products so the dealer can construct its own program,\u201d said Melo. Dealers also have the option of a turn-key service called Page Smart where TABS provides a wholesale price for the service that the dealer can mark up.<\/p>\n \u201cThe great thing about [the turn-key option] for the dealer is that the most complex and riskiest part of providing MPS is knowing how to price,\u201d said Melo. \u201cIf you have a fleet of 100 machines, you could have 30 or 40 different models, each of which have a different cost per page. The customer is looking for a single price, and that\u2019s a complicated algorithm.\u201d Melo said the Page Smart program is growing in high double-digits every year. He estimates that more than 100 of its 200-plus dealers resell TABS MPS programs.<\/p>\n Outsourcing minimizes risk, but at the expense of flexibility and control. Dealers who want to ensure that they can precisely meet customer needs\u2014and provide the same level of service across all offerings\u2014will want to invest in their own MPS capabilities.<\/p>\n Kevin DeYoung, QualPath<\/p><\/div>\n QualPath has its own MPS resources, but sees value in the outsource model. \u201cThe argument for using an infrastructure provider is a very sound one because of the risk mitigation that occurs. It\u2019s a great fit for many dealers,\u201d said DeYoung. \u201cWe feel we have a higher degree of flexibility in doing it ourselves, and we can do more than the infrastructure providers because they\u2019re going to have cutoff points on what they will and won\u2019t do. We feel we have an advantage because we\u2019re not being pigeon-holed by an infrastructure provider.\u201d QualPath occasionally uses an infrastructure provider for some customers when they can better fulfill a specific need.<\/p>\n Should You Consider Seat-Based Billing (SBB)?<\/strong><\/p>\n Nearly all MPS accounts are billed on a page count basis, but the concept of SBB, where the account is charged for the number of users, is getting more attention. SBB\u2019s advantages include stability in accounts where page counts are dropping and the ability to include scanning, which is often not counted in traditional MPS contracts.<\/p>\n West McDonald, Print Audit<\/p><\/div>\n \u201cThe dealer community is starting to feel the pain of cost per page,\u201d said West McDonald, vice president of business development at Print Audit and a leading SBB proponent. \u201cIf you have an honest conversation with a dealer, both their cost per page rates and service portion are all under huge pressure.\u201d<\/p>\n That pressure has encouraged MPS providers to look more closely at alternative models like SBB. McDonald sees MPS following the trend of moving to a user-based, subscription-based model similar to cloud-based storage or Microsoft Office 365. \u201cIn the managed print world, we\u2019ve moved beyond the theoretical of SBB to go-time,\u201d he said. \u201cWe\u2019ve spent the last five years refining and being able to build a functional model, and we\u2019ve worked with partners on all aspects of the model to make sure that it works.\u201d<\/p>\n McDonald added that a few other pieces of the SBB puzzle have fallen into place. GreatAmerica now offers a financing vehicle for SBB, and MPS tool providers like Print Audit offer the capability to monitor and manage users in a way that\u2019s appropriate for SBB. \u201cYou\u2019ve got to be able to understand what that user print behavior looks like and, more importantly, how to control it to stabilize and improve the profit levels in those accounts,\u201d he said. \u201cSBB is not just billing. It\u2019s user monitoring and management.\u201d<\/p>\n \u201cThe SBB value proposition is focused on workflow,\u201d said McDonald. \u201cIt\u2019s focused on what kinds of documents people are printing and whether they need to print them. With SBB, you\u2019re not just billing by the seat, you\u2019re analyzing print production by the seat and finding ways to make them more effective and efficient. [SBB] is the only way that a dealer is willing to have that conversation because they can save the customer money while improving their overall account profitability.\u201d<\/p>\n McDonald outlines a scenario where a dealer might start by promising 20 percent savings on print by installing monitoring software. The next year, the dealer promises more savings by implementing a document management program for another $5 per seat. \u201cEach time the dealer [adds a service], they are building complexity into the seat price, which makes it impossible for a competitor to come in and say, \u2018I\u2019ll beat that price by 10 percent,\u2019\u201d he said.<\/p>\n All the MPS infrastructure providers we spoke with are considering an SBB option, but CIG is the first to actually offer SBB pricing to its partners. \u201cWith SBB, you can layer services on top of it to add more value to MPS,\u201d said Goldberg. \u201cPart of that is to look at other things that are direct adjacencies to print [like user rules and print security] that they can add. When you charge per page, there\u2019s nothing you can do to add to that. It\u2019s finite.\u201d<\/p>\n Goldberg thinks that SBB makes more sense as providers focus on user as well as device data. \u201cA big part of the next step for MPS providers is to start looking at user management and user tools, which is where SBB and a lot of the tools we offer from Print Audit come into play. SBB brings a model that is palatable and acceptable for a lot of end users, which are used to paying for services by the seat,\u201d he said. \u201cThat could go a long way toward de-commoditizing this [traditional] MPS model that has become highly commoditized.\u201d<\/p>\n \u201c[SBB\u2019s] ultimate value for the dealer is to bring more value, more stickiness to the customer relationship, so that they keep signing those contracts period after period,\u201d he said. \u201cThe initial outcome might be that the margin is higher because there is an element of mystery and it can\u2019t be compared to something else.\u201d<\/p>\n DeYoung sees a potential sticking point for SBB with accounts that operate 24-7. \u201cAt hospitals, you have three shifts of people where you have three people sitting at the same seat over the 24 hours,\u201d he said. \u201cThat\u2019s where some providers have said they haven\u2019t figured out a way to make money at [SBB].\u201d<\/p>\n McDonald believes that SBB will be more widely adopted as dealers learn more about it. \u201cYou hear, \u2018If it\u2019s just managed print, why bother [with SBB]?\u2019 Well you need to bother because pages per user are in decline, you\u2019re losing revenue, and something needs to be done,\u201d he said. \u201cIf you\u2019re good at managed print today, become good at doing it in a seat-based fashion. When it becomes time to look at other options for your business, then at least your platform is level.\u201d<\/p>\n Interest in SBB is on the upswing. McDonald is currently doing five mentorship programs with dealers who have committed to it. Over a 12- to 18-week period, the program helps dealers understand how SBB affects their operations, from sales methodology to contracts. The goal is to get them to a point where they can get and deliver on an SBB contract. \u201cIt was literally from zero to five programs, and we continue to get request tools and sign up dealers for user management tools,\u201d he said. \u201cIt\u2019s shifted almost overnight.\u201d<\/p>\n Selling MPS to Tough Customers<\/strong><\/p>\n Even though MPS has been around for decades, a lot of businesses, especially in the SMB space, still have no idea what it is. Some companies that had purchased MPS contracts in the past had bad experiences and are reluctant to use it again. That presents a sales and marketing challenge for MPS providers. \u201cA lot of customers are a little more jaded and cautious, and they are asking a lot more questions than they were 10 years ago because of the different levels of execution quality they\u2019ve been getting,\u201d said Johnson.<\/p>\n Meeting that challenge requires that providers first fully understand each customer\u2019s printing environment and needs. With that understanding, it\u2019s a matter of carefully educating the customer on what the MPS program offers and how it can benefit them specifically.<\/p>\n Kevin Morris, OneDOC<\/p><\/div>\n OneDOC hasn\u2019t shied away from disgruntled prospects. \u201cA lot of companies have gone away from MPS because they didn\u2019t enjoy the experience,\u201d said Morris. When OneDOC asks a prospect what kind of service they got under an old MPS contract, it typically learns that those companies simply received consumables and service when needed. \u201cIt\u2019s called \u2018managed print services\u2019 for a reason,\u201d said Morris. \u201cWhen you ask, \u2018What did they manage for you?\u2019 they get this dumbfounded look on their faces, because the [previous MPS provider] didn\u2019t really manage anything.\u201d<\/p>\n At that point, the door opens to other questions like, \u201cDo you have any idea what your users are printing on a monthly basis? Where are they printing from? Who are your biggest users? How much color are you using?\u201d<\/p>\n If you have happy customers willing to act as references, use them to help win over skeptical prospects. \u201cIf we\u2019re trying to get into an account that has had a bad experience, the best thing we can do is have them talk to our customers that have had an experience that is very positive,\u201d said Melo.<\/p>\n Selling to any customer is easier if you have a well-defined scope of your market and have a clear idea of who the decision makers are within it. OneDOC focuses on the SMB market. \u201cWe focus on calling only CFOs. Making it a financial transaction works better for us, plus we don\u2019t have anywhere near the competition because most of our competitors don\u2019t have the capability to call on the CFO,\u201d said Morris. \u201cThey don\u2019t understand it or have the sales talent to do so.\u201d<\/p>\n Johnson agrees with the idea of calling on the CFO. \u201cWhen you talk to the CFO, it\u2019s a financial discussion. The CFO is above all the budgets that are affected, and you need someone who can and will sponsor you and who can sign an agreement,\u201d he said, adding that mid-level managers may be able to sign an agreement for a year or two, but not the three to five years you want for an MPS contract.<\/p>\n By defining its market, OneDOC avoids the trap of being all things to all people, but that doesn\u2019t mean it restricts its scope by geography or brands serviced. The company works nationally and has a brand-agnostic approach, and it can do so by outsourcing consumables-fulfillment and service. \u201cMy company is strictly sales people and an admin team. It\u2019s a little different setup than most people have,\u201d said Morris. OneDOC uses many outsourcing partners including LMI Solutions, Supplies Network and CIG.<\/p>\n OneDOC\u2019s model seems to be working. Morris claims steady growth year after year, while maintaining margins. \u201cWe provide something that other people typically don\u2019t, and since we\u2019re talking to the CFO, that allows us to guarantee our future a little more,\u201d he said. \u201cI don\u2019t have a lot of stuff that keeps me awake at night.\u201d<\/p>\n DeYoung believes that if you know who you are as a provider, it\u2019s easier to find the right customers. \u201cWho are you? Who are you not? What\u2019s your signature? What is your target market? Your margin is preserved if you are targeting properly because you\u2019re speaking to a prospective client base that values what you do.<\/p>\n Your ability to tailor your solution can be a huge differentiator. \u201cYour model is a unique opportunity to put your own signature on the solution. It\u2019s not off-the-shelf. It\u2019s not off the assembly line. It is the value and signature and character that your organization brings to the solution,\u201d said DeYoung. \u201cOur solution is going to be fingerprinted to every single account.\u201d That attention to the customer\u2019s unique needs increases your chances of upselling other services in the future.<\/p>\n Still Lots of Opportunity<\/strong><\/p>\n The MPS community believes that there is still plenty of opportunity with good margin. If you want to stick with a pure MPS offering, then monitor your operations closely and use the tools that are available to maximize efficiency. Make sure you execute well, too. Customers are more savvy and less patient with providers who don\u2019t meet expectations. \u201cBecause customers are asking the right questions, it will eventually fade out the poorer performing players,\u201d said Johnson. \u201cThe cream should rise to the top.\u201d<\/p>\n The same goes for those willing to explore ways to expand the MPS model.<\/p>\n \u201cIf print is declining, then dealers have to look at ways to make money outside of the activity of pressing print,\u201d said Goldberg. He believes that in the next three to five years dealers need to be looking at ways to charge customers for services like managing users and workflows, BPO, scanning, and print security. \u201cIf print is declining due to circumstances beyond our control, then we\u2019ve got to figure out how to make money based on prevailing trends and not against the wind.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":" Some dealers are becoming disillusioned about managed print services (MPS), and it\u2019s easy to see why. Page counts are declining, and competition is driving down fees and margins. A few dealers are questioning whether MPS will remain a viable offering for them in the future. Yet other dealers and MPS providers are painting a much more positive picture of the MPS market. They are seeing consistent growth in terms of net-new clients and expanding existing accounts. In some cases, these providers are leveraging MPS as a gateway to providing other services using a similar template. Why does there seem to be two realities for MPS providers? ENX spoke with dealers, pure-play MPS providers and MPS infrastructure providers to learn what it takes to be successful in the market. Two themes emerged. First, understand what it means to actually manage a customer\u2019s print operations and workflows. Second, use the data you collect while managing a customer\u2019s printer and copier fleet to continuously fine-tune their operations and yours. The goal is to keep adding value for the customer, even if that means reducing spending on consumables. Finding efficiencies for the customer often lowers the provider\u2019s costs as well. More important, adding real and measurable value increases customer loyalty and makes them more open to buying other services and products. \u201cWe see a lot of resellers starting to hit the reset button on their MPS programs in the last two or three years,\u201d said Doug Johnson, chief strategy officer at MPS infrastructure provider LMI Solutions. \u201cThe market has commoditized. Resellers are competing at the fourth decimal. MPS is certainly the main growing area within the imaging industry, but a lot of resellers didn\u2019t treat MPS for what it is: a services-based business model.\u201d Putting the \u201cManaged\u201d Back in Managed Print Services MPS should be more than just delivering consumables or performing break\/fix under a contract. It should include things like fleet and workflow optimization, and that requires constant monitoring and management. \u201cEnd users and resellers are becoming more educated about what MPS truly means, and that\u2019s been really good for the Supplies Networks program,\u201d said Sarah Custer, director of services and solutions at Supplies Network, which offers services infrastructure to dealers. \u201cIn the early days, a lot of folks would just change their billing mechanism but not the underlying infrastructure of how a customer is receiving value from its [MPS] reseller. Now, end users know that there should be automation and workflow efficiencies in an MPS engagement.\u201d Supplies Network, like most other services-infrastructure providers, sells consumables and equipment, and of course they want to sell as much of them as possible. However, the company saw the writing on the wall about 10 years ago and decided to offer MPS services. If you can\u2019t count on increasing print volumes, then you have to find other ways to add value to grow revenue. \u201cBack then we were educating resellers on why they would want to be engaged in managed print. Now we\u2019re supporting those who really understand it and bringing a backbone to provide them with operational efficiencies,\u201d said Custer. Today, Custer estimates that about one-third of Supplies Network\u2019s business is done through its contracted MPS program. And that number doesn\u2019t even count business from dealers who are not resellers of Supplies Networks\u2019 service, but are buying product to support their own MPS programs instead. Successful MPS providers believe that users are a key part of the equation. A smart MPS provider will analyze users\u2019 print habits\u2014volume, type of printing, content source, etc.\u2014to learn what they are printing and why. With that information, a provider can help a customer develop user rules to make device utilization more efficient and prevent printing of unauthorized material. \u201cYou\u2019re really only doing the first level of MPS if you\u2019re just managing devices,\u201d said Luke Goldberg, executive vice president of sales and marketing at Clover Imaging Group (CIG). At the first level, Goldberg says, \u201ccompanies are managing the output of those devices. They are doing a little bit in the way of optimization, and they are doing fleet management. But they are not managing the users.\u201d CIG\u2019s Axess MPS provides dealers with a suite of software and services to deliver MPS to their customers, and it recently partnered with Print Audit to enhance its ability to manage users. \u201cAt some point there has to be a user intervention to change printing behavior,\u201d said Goldberg. Tools like Axess MPS identify and document that behavior in a way that facilitates changing it. User management could be a key differentiator in the MPS market. \u201cVery few dealers are getting into user management,\u201d said Goldberg. \u201cOnce you understand users\u2019 behaviors, you can begin to modify those behaviors.\u201d Documenting certain actions\u2014like printing for personal purposes or excessive numbers of copies\u2014creates opportunities to save money for the customer. A dealer could then charge for another layer of service that creates user rules for printing that it then monitors and manages. Understanding user behavior can provide a foundation for offering additional services\u2014 workflows and business process optimization (BPO), for example. \u201cThere\u2019s no real way you can get into a business like BPO or workflows unless you understand what the user is doing,\u201d said Goldberg. \u201cWhat are they printing that could be digitally stored in the cloud. How are they archiving or saving. How are they scanning?\u201d Goldberg believes that the data provided by the printers is still important and much under-utilized. \u201cEventually, we\u2019ll be able to look at those vast datasets we\u2019re creating off the devices being managed and be able to do things like predictive service, where we look at patterns and create actions based on them,\u201d he said. \u201cThe tools [to manage print and user data] have gotten better, but the number of people we\u2019ve seen who actually use those tools are few and far between,\u201d said Kevin Morris, CEO of pure-play MPS provider OneDOC. \u201cIt\u2019s become a differentiation maker for us. If we didn\u2019t do a good job of providing differentiation, then it comes […]<\/p>\n","protected":false},"author":115,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[1641],"tags":[],"_links":{"self":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/23077"}],"collection":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/users\/115"}],"replies":[{"embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/comments?post=23077"}],"version-history":[{"count":5,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/23077\/revisions"}],"predecessor-version":[{"id":23089,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/23077\/revisions\/23089"}],"wp:attachment":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media?parent=23077"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/categories?post=23077"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/tags?post=23077"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}![\"\"](\"http:\/\/www.enxmag.com\/twii\/wp-content\/uploads\/2017\/03\/sarahcuster-mps.jpg\")
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