The Assessment
Let’s revisit a good friend – the assessment.
It seems the practice of understanding the static data of your prospects' environment has become mundane and normal. Basically, this makes sense. Getting to know the landscape, the numbers, is part and parcel of every engagement.
Over the years, specifically the last four, many tools have come to market. The evolution of these tools is remarkable: basic spreadsheets, clipboards and fire-escape floor plans, then DCAs in the form of a dongle or USB. collection software that could record machine activity, usage, SN, machine age, all numbers and toner levels. Once the data is collected, algorithms with cost and service ratios are applied, assumptions are made, and the total expense is calculated.
This is all routine, standard server-based MIB collection, plotting machine locations onto PDF maps – right?
Invoice analysis? Cost discovery and ROI? Check. Internal cost analysis – will you make money on this engagement?
Well, let’s back up or merely take a look at the basics. The assessment usually serves these basic functions:
- Determines the requirements of the engagement.
- Allows the provider a reasonable determination of cost and the generation of a proposal price for profit.
- Builds a case for future opportunities.
Point one is foundational. "Requirements" are defined both as discovering the pain and outlining the requirements you as a provider will be living with. Setting expectations, recognizing possible challenges and deliverying on promises made – all products of a basic assessement.
Point two is nearly as important but should fade as providers understand their costs. Some may argue that understanding the true costs of an MpS engagement is the leverage point to the entire MpS practice – indeed, profit is won or lost in the operations, infrastructure. They get caught up in TCO/coverages, etc. I see baseline costs being determined and published in the more advanced MpS providers’ infrastructure.
The third point is more nuance and truly an aspect of the forward-thinking – i.e., beyond Stage 2 – MpS provider. Consider this: As you are assessing the print environment in the accounting department, your questions end with, “How often do you print? Do you use MICR?” A more effective and long-term line of investigating may start with, “Show me how you approve and process your payables. What accounting software are you currently using? How long have you been utilizing it, and when was the last time you upgraded?” Granted, these queries may not appear to be MpS – indeed, if you live in the Stage 1 and Stage 2 realm, I doubt you know the difference between A/P and A/R (I’m joking).
In this example, once you outline the process involved in approving and cutting a check, you are dipping into workflow. And even though you are looking to implement desk-side toner delivery with on-site service, you now have a clear picture of one simple process which may lead to future opportunities – future EDM, archiving, consulting, business process optimization or maybe help-desk opportunities.
At the very least, you are viewed as more than a “printer guy.” Once you open up to these other areas of investigation, you and your assessments shift from the “mundane and normal” into a three-dimensional valuable proposition.
Yes, just like our good friends, the assessment will always be there. And just like our lifelong friends, we all grow and evolve together.
Posted on 10/28/2011