{"id":44521,"date":"2021-04-08T11:18:37","date_gmt":"2021-04-08T18:18:37","guid":{"rendered":"https:\/\/www.enxmag.com\/twii\/?p=44521"},"modified":"2021-04-08T11:18:39","modified_gmt":"2021-04-08T18:18:39","slug":"smooth-sailing-ensuring-the-mps-implementation-checks-off-all-boxes","status":"publish","type":"post","link":"http:\/\/www.enxmag.com\/twii\/feature-articles\/2021\/04\/smooth-sailing-ensuring-the-mps-implementation-checks-off-all-boxes\/","title":{"rendered":"Smooth Sailing: Ensuring the MPS Implementation Checks Off All Boxes"},"content":{"rendered":"\n
\"\"<\/figure><\/div>\n\n\n\n

On the heels of last week\u2019s look into how dealers took potential managed print services program implementation disasters, this week we\u2019ve charted the measures dealers put into place to ensure the implementation process is a positive one.<\/p>\n\n\n\n

As is the case with any project, there is always the opportunity for error\/oversight. Everyone can appreciate the value of setting expectations and ensuring that all relevant stakeholders are participating in the process. Yet, we still stumble.<\/p>\n\n\n\n

The process isn\u2019t perfect because, well, people aren\u2019t perfect. But seeing the project through to its successful completion, warts and all, goes a long way toward telling customers that regardless of who is at fault, your dealership\/service provider organization will carry the ball across the goal line. In the end, it\u2019s all that matters, and people remember your resilience long after they\u2019ve forgotten your corporate motto.<\/p>\n\n\n\n

\"\"
Chip Miceli, Pulse Technology<\/figcaption><\/figure><\/div>\n\n\n\n

Fortunately for Pulse Technology, the Schaumburg, Illinois-based dealer hasn\u2019t suffered through a bad experience in quite a while; easily tracing back to earlier in its Des Plaines Office Equipment (DPOE) days. But even as DPOE, the dealership had established a time-tested, well-developed approach that mitigated potential negative fallout, according to CEO Chip Miceli.<\/p>\n\n\n\n

\u201cWe undertake a full-scale assessment with our customers, rather than simply taking a statement such as \u2018we need 20 printers and six copiers\u2019 as the beginning and end of our due diligence,\u201d Miceli said. \u201cWe walk around the customer\u2019s facility, talk to the people with printers, and assess how efficiently their system is working. Do they print to their copiers? Do they have the right equipment in the right place in their system? What else might they need? Our thorough deep dive generally results in very few issues, if any.\u201d<\/p>\n\n\n\n

Time Out<\/strong><\/p>\n\n\n\n

Dan Larkin, director of managed print services for Marco, believes a successful implementation begins and ends with communication. And when all best practices are being observed, there\u2019s still no harm in regrouping, when appropriate.<\/p>\n\n\n\n

\"\"
Dan Larkin, Marco<\/figcaption><\/figure><\/div>\n\n\n\n

\u201cAn MPS implementation requires active participation from multiple parties operating within a timeline to achieve a desired outcome,\u201d Larkin said. \u201cWe use professional project managers, statements of work, and regular touch-base calls with stakeholders to ensure a successful MPS implementation. As simple as it may sound, calling a \u2018time out\u2019 during an implementation is one way to ensure all stakeholders are aligned to achieve a successful outcome.\u201d<\/p>\n\n\n\n

In the end, according to Larry Weiss, president of New York City-based Atlantic Tomorrow\u2019s Office, customer satisfaction rules the day. It certainly helps when that philosophy permeates the entire organization.<\/p>\n\n\n\n

\"\"
Larry Weiss, Atlantic Tomorrow’s Office<\/figcaption><\/figure><\/div>\n\n\n\n

\u201cI believe Atlantic personnel, more than most competitive organizations, believe in providing our clients\u2014current and future\u2014an excellent customer experience,\u201d he said. \u201cFrom our technicians to our helpdesk and from our sales reps to our procurement team, each person for their part knows that the customer\u2019s satisfaction is paramount. This desire for excellence is part of our company culture and a message that we convey countless times.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

On the heels of last week\u2019s look into how dealers took potential managed print services program implementation disasters, this week we\u2019ve charted the measures dealers put into place to ensure the implementation process is a positive one. As is the case with any project, there is always the opportunity for error\/oversight. Everyone can appreciate the value of setting expectations and ensuring that all relevant stakeholders are participating in the process. Yet, we still stumble. The process isn\u2019t perfect because, well, people aren\u2019t perfect. But seeing the project through to its successful completion, warts and all, goes a long way toward telling customers that regardless of who is at fault, your dealership\/service provider organization will carry the ball across the goal line. In the end, it\u2019s all that matters, and people remember your resilience long after they\u2019ve forgotten your corporate motto. Fortunately for Pulse Technology, the Schaumburg, Illinois-based dealer hasn\u2019t suffered through a bad experience in quite a while; easily tracing back to earlier in its Des Plaines Office Equipment (DPOE) days. But even as DPOE, the dealership had established a time-tested, well-developed approach that mitigated potential negative fallout, according to CEO Chip Miceli. \u201cWe undertake a full-scale assessment with our customers, rather than simply taking a statement such as \u2018we need 20 printers and six copiers\u2019 as the beginning and end of our due diligence,\u201d Miceli said. \u201cWe walk around the customer\u2019s facility, talk to the people with printers, and assess how efficiently their system is working. Do they print to their copiers? Do they have the right equipment in the right place in their system? What else might they need? Our thorough deep dive generally results in very few issues, if any.\u201d Time Out Dan Larkin, director of managed print services for Marco, believes a successful implementation begins and ends with communication. And when all best practices are being observed, there\u2019s still no harm in regrouping, when appropriate. \u201cAn MPS implementation requires active participation from multiple parties operating within a timeline to achieve a desired outcome,\u201d Larkin said. \u201cWe use professional project managers, statements of work, and regular touch-base calls with stakeholders to ensure a successful MPS implementation. As simple as it may sound, calling a \u2018time out\u2019 during an implementation is one way to ensure all stakeholders are aligned to achieve a successful outcome.\u201d In the end, according to Larry Weiss, president of New York City-based Atlantic Tomorrow\u2019s Office, customer satisfaction rules the day. It certainly helps when that philosophy permeates the entire organization. \u201cI believe Atlantic personnel, more than most competitive organizations, believe in providing our clients\u2014current and future\u2014an excellent customer experience,\u201d he said. \u201cFrom our technicians to our helpdesk and from our sales reps to our procurement team, each person for their part knows that the customer\u2019s satisfaction is paramount. This desire for excellence is part of our company culture and a message that we convey countless times.\u201d<\/p>\n","protected":false},"author":166,"featured_media":44522,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[1650,82,87,1638],"tags":[545,3521],"_links":{"self":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/44521"}],"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=44521"}],"version-history":[{"count":1,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/44521\/revisions"}],"predecessor-version":[{"id":44523,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/44521\/revisions\/44523"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media\/44522"}],"wp:attachment":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media?parent=44521"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/categories?post=44521"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/tags?post=44521"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}