{"id":42989,"date":"2020-12-03T13:26:14","date_gmt":"2020-12-03T21:26:14","guid":{"rendered":"https:\/\/www.enxmag.com\/twii\/?p=42989"},"modified":"2020-12-03T13:26:17","modified_gmt":"2020-12-03T21:26:17","slug":"beyond-covid-19-elite-dealers-ponder-2020s-greatest-challenges","status":"publish","type":"post","link":"http:\/\/www.enxmag.com\/twii\/elite-dealers\/2020\/12\/beyond-covid-19-elite-dealers-ponder-2020s-greatest-challenges\/","title":{"rendered":"Beyond COVID-19: Elite Dealers Ponder 2020\u2019s Greatest Challenges"},"content":{"rendered":"\n
\"\"<\/figure><\/div>\n\n\n\n

As we work our way through the balance of a thoroughly\nunforgettable year, we take solace in knowing that while every business has its\nshare of adversity and challenges, the global pandemic was a shared experience\nthat impacted all of us in different ways.<\/p>\n\n\n\n

Solace, you say? Certainly. We\u2019ve all heard the expression \u201cmisery loves company,\u201d but giving credit for our readership having more evolved sensibilities, we can rephrase it as “taking comfort.” Let\u2019s just hope the next pandemic is at least another 100 years in the future. <\/p>\n\n\n\n

As we put together the form for this year\u2019s Elite Dealer\ncompetition, we prefaced the year\u2019s greatest challenges by asking \u201cDiscounting\nthe business disruption caused by COVID-19\u2026\u201d The hope was to avoid having\n100-plus answers detailing how every dealer mobilized in short order to set up\ntheir employees in a remote working environment. But we\u2019re not na\u00efve. There is\nno discounting that behind every challenge or adjustment made by dealers during\nthe year lurks COVID-19 as a root cause.<\/p>\n\n\n\n

As we explore this month\u2019s topic of top 2020 challenges, we\nhave a strong sampling of some of the initiatives undertaken by dealers to keep\nmoving forward in a positive and productive manner.<\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

As many dealers have experienced, XMC of Bartlett, Tennessee\nstruggled with the inability to connect in-person with both internal and\nexternal customers. In order to facilitate relationship building, the dealer\nquickly adjusted to focus on ways to digitally provide the experience via\nsoftware platforms designed for live and recorded video.<\/p>\n\n\n\n

\u201cWe also recognized that delivering a virtual conversation,\nproposal or internal team meeting required a skill set that many professionals\nare unaccustomed to, especially among the most tenured team members,\u201d the\ndealer wrote. \u201cWe identified resources and implemented training programs that\nfocused on accelerating comfort levels with this technology, communication and\nway of doing business. This resulted in a \u2018positive disruption\u2019 to our business\nthat is a high contributor for our success during 2020.\u201d<\/p>\n\n\n\n

From an internal standpoint, this initiative enabled “togetherness\nand connection” when physical presence was not possible. XMC will continue\nto focus on this “skill-set evolution” as a moving forward strategy\nfor business.<\/p>\n\n\n\n

Logistical Task<\/strong><\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

One of 2020\u2019s watershed moments for Alpha Laser &\nImaging of Evansville, Indiana, also put the dealer through a rigorous test.\nThe company forged an agreement with a health care facility that entailed\ninstalling more than 400 MFPs. It was a challenging task from a logistics\nstandpoint, and the scheduling process was quite exacting.<\/p>\n\n\n\n

\u201cWe had flowcharts and many meetings for everything we had\nto do,\u201d the dealer reported. \u201cIt was impressive to see our team execute a deal\nthis large.\u201d<\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

When the pandemic constricted sales of new equipment,\nAdvanced Business Solutions of St. Augustine, Florida, needed to refocus on\nselling more used or refurbished gear to address the needs of clients. The\nnumbers bear this out: refurbished equipment sales climbed 30% year over year\nduring the period from March to June.<\/p>\n\n\n\n

\u201cThis affected our new gear sales, of course, but our\nmanufacturers worked well with us as we relayed that information to them,\u201d\nAdvanced Business Solutions wrote.<\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

When prospecting and setting appointments with net-new business\nprospects became a challenge for Altek Business Systems of Telford,\nPennsylvania, the company hired a consultant who helped design and implement a\ndisruptive marketing campaign. This consisted of different mailers, videos and\nsocial media to differentiate Altek from its competition.<\/p>\n\n\n\n

\u201cIt has worked well for us as our sales force of five is\ngenerating 5-10 net-new appointments per week,\u201d the company reported.<\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

Operating in an ever-changing environment, Kraft Business\nSystems of Grand Rapids, Michigan, sought to remain relevant and expand its\nboundaries beyond print production. That meant a willingness to venture into\nunchartered territory.<\/p>\n\n\n\n

\u201cWe had to understand what worked, what products and\nservices were needed and try to match our offerings and ability into the long\nterm,\u201d the dealer reported. \u201cWe were willing to push ourselves to grow outside\nof our comfort zone in order to meet the needs of our customers and stay\nrelevant.\u201d<\/p>\n\n\n\n

Come Together<\/strong><\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

In an effort to strengthen its company culture, Yuma Office\nEquipment of Yuma, Arizona, became more involved with its team members. The\ndealer found that doing volunteer work as a team went a long way toward\nstrengthening bonds.<\/p>\n\n\n\n

\u201cNegativity without a solution is not tolerated the way it\nused to be,\u201d the dealer wrote. \u201cWe also started working with a company, Culture\nIndex, which we will be using in the future.\u201d<\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

With much emphasis placed on fieldwork and prospecting, training can often be an under-addressed area for dealers. That\u2019s why Blue Technologies took the opportunity to shore up its program. The Cleveland-based dealer took a deeper look at its new-hire training, creating milestones for growth and achievement post-training. The company developed a comprehensive 100-day evaluation that covers every aspect of the sale, including setting the appointment, building rapport, delivering the commitment to excellence, product demonstration, closing, writing the order, training and installation.<\/p>\n\n\n\n

\u201cThe sales manager and sales trainer spend half a day on\nthis process which includes feedback, grading of performance, and development\nof learning loops as needed to enhance sales performance and achievement,\u201d the\ndealer noted.<\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

Systel Business Equipment of Fayetteville, North Carolina noted an influx of mega dealers into its market without acquisition or authorization by manufacturers. These intruders weren\u2019t abiding by the geographic boundaries and territories that other dealers generally adhere to, and Systel felt its business had been jeopardized.<\/p>\n\n\n\n

How did the dealer respond to the territorial trampling?  \u201cFortunately, we were able to overcome this\nsituation by securing and upgrading all of our customers in that area who were\naggressively being sought after,\u201d Systel wrote. \u201cAt the end of the day,\nlongstanding relationships make a difference and we are grateful to have such\nloyal customers and employees that are committed to making a difference.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

As we work our way through the balance of a thoroughly unforgettable year, we take solace in knowing that while every business has its share of adversity and challenges, the global pandemic was a shared experience that impacted all of us in different ways. Solace, you say? Certainly. We\u2019ve all heard the expression \u201cmisery loves company,\u201d but giving credit for our readership having more evolved sensibilities, we can rephrase it as “taking comfort.” Let\u2019s just hope the next pandemic is at least another 100 years in the future. As we put together the form for this year\u2019s Elite Dealer competition, we prefaced the year\u2019s greatest challenges by asking \u201cDiscounting the business disruption caused by COVID-19\u2026\u201d The hope was to avoid having 100-plus answers detailing how every dealer mobilized in short order to set up their employees in a remote working environment. But we\u2019re not na\u00efve. There is no discounting that behind every challenge or adjustment made by dealers during the year lurks COVID-19 as a root cause. As we explore this month\u2019s topic of top 2020 challenges, we have a strong sampling of some of the initiatives undertaken by dealers to keep moving forward in a positive and productive manner. As many dealers have experienced, XMC of Bartlett, Tennessee struggled with the inability to connect in-person with both internal and external customers. In order to facilitate relationship building, the dealer quickly adjusted to focus on ways to digitally provide the experience via software platforms designed for live and recorded video. \u201cWe also recognized that delivering a virtual conversation, proposal or internal team meeting required a skill set that many professionals are unaccustomed to, especially among the most tenured team members,\u201d the dealer wrote. \u201cWe identified resources and implemented training programs that focused on accelerating comfort levels with this technology, communication and way of doing business. This resulted in a \u2018positive disruption\u2019 to our business that is a high contributor for our success during 2020.\u201d From an internal standpoint, this initiative enabled “togetherness and connection” when physical presence was not possible. XMC will continue to focus on this “skill-set evolution” as a moving forward strategy for business. Logistical Task One of 2020\u2019s watershed moments for Alpha Laser & Imaging of Evansville, Indiana, also put the dealer through a rigorous test. The company forged an agreement with a health care facility that entailed installing more than 400 MFPs. It was a challenging task from a logistics standpoint, and the scheduling process was quite exacting. \u201cWe had flowcharts and many meetings for everything we had to do,\u201d the dealer reported. \u201cIt was impressive to see our team execute a deal this large.\u201d When the pandemic constricted sales of new equipment, Advanced Business Solutions of St. Augustine, Florida, needed to refocus on selling more used or refurbished gear to address the needs of clients. The numbers bear this out: refurbished equipment sales climbed 30% year over year during the period from March to June. \u201cThis affected our new gear sales, of course, but our manufacturers worked well with us as we relayed that information to them,\u201d Advanced Business Solutions wrote. When prospecting and setting appointments with net-new business prospects became a challenge for Altek Business Systems of Telford, Pennsylvania, the company hired a consultant who helped design and implement a disruptive marketing campaign. This consisted of different mailers, videos and social media to differentiate Altek from its competition. \u201cIt has worked well for us as our sales force of five is generating 5-10 net-new appointments per week,\u201d the company reported. Operating in an ever-changing environment, Kraft Business Systems of Grand Rapids, Michigan, sought to remain relevant and expand its boundaries beyond print production. That meant a willingness to venture into unchartered territory. \u201cWe had to understand what worked, what products and services were needed and try to match our offerings and ability into the long term,\u201d the dealer reported. \u201cWe were willing to push ourselves to grow outside of our comfort zone in order to meet the needs of our customers and stay relevant.\u201d Come Together In an effort to strengthen its company culture, Yuma Office Equipment of Yuma, Arizona, became more involved with its team members. The dealer found that doing volunteer work as a team went a long way toward strengthening bonds. \u201cNegativity without a solution is not tolerated the way it used to be,\u201d the dealer wrote. \u201cWe also started working with a company, Culture Index, which we will be using in the future.\u201d With much emphasis placed on fieldwork and prospecting, training can often be an under-addressed area for dealers. That\u2019s why Blue Technologies took the opportunity to shore up its program. The Cleveland-based dealer took a deeper look at its new-hire training, creating milestones for growth and achievement post-training. The company developed a comprehensive 100-day evaluation that covers every aspect of the sale, including setting the appointment, building rapport, delivering the commitment to excellence, product demonstration, closing, writing the order, training and installation. \u201cThe sales manager and sales trainer spend half a day on this process which includes feedback, grading of performance, and development of learning loops as needed to enhance sales performance and achievement,\u201d the dealer noted. Systel Business Equipment of Fayetteville, North Carolina noted an influx of mega dealers into its market without acquisition or authorization by manufacturers. These intruders weren\u2019t abiding by the geographic boundaries and territories that other dealers generally adhere to, and Systel felt its business had been jeopardized. How did the dealer respond to the territorial trampling?  \u201cFortunately, we were able to overcome this situation by securing and upgrading all of our customers in that area who were aggressively being sought after,\u201d Systel wrote. \u201cAt the end of the day, longstanding relationships make a difference and we are grateful to have such loyal customers and employees that are committed to making a difference.\u201d<\/p>\n","protected":false},"author":166,"featured_media":42992,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[81,1650,82,87,1638],"tags":[3320,3922,812,3921],"_links":{"self":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/42989"}],"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\/166"}],"replies":[{"embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/comments?post=42989"}],"version-history":[{"count":1,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/42989\/revisions"}],"predecessor-version":[{"id":42993,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/42989\/revisions\/42993"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media\/42992"}],"wp:attachment":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media?parent=42989"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/categories?post=42989"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/tags?post=42989"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}