Professional Sales Essentials
(For the Direct Sales Representative)
“Professionalism Always”
We would like to offer our welcome and congratulations as you join this exciting Professional Sales Essentials training program. As your sales management team has discussed with you, this program has been designed to give you the skills you will need to sell our solutions much more effectively. This training workshop has two distinct phases, each of which is addressed during either Week One or Week Two of the program.
Topics addressed during Week 1 include:
• An overview of our company and history
• Sales resources
• Vertical and horizontal market sales approaches
• Time and territory management strategies
• Communication skills
• Building a solution value statement
• Leasing strategies Topics addressed during Week 2 center on the Collaborative Selling Style using the language of business improvement to create sales opportunities and follow the New Ricoh Sales Process, including:
• Prospect
• Qualify
• Analyze
• Propose
• Close
• Grow
As you can see, this is a very comprehensive program. Pre-class preparation, study topics and homework assignments are all building blocks that will enable you to get the most from this workshop. It is important that you prepare well, and plan to attend each day of the class. If you know now that that you are not able to attend the entire program due to some earlier commitment, discuss it with your manager now. Do not attempt to attend the class if you are not able to attend the entire class. We are willing to enroll you in a subsequent class.
Pre-course assignments and prerequisites
You will find three Vertical Market/Application Sales Accelerators as attachments to this e-mail. These
describe selling to specific Horizontal or Vertical markets. In addition, you will find another attachment
titled the “Ricoh Story”. Open these attachments now, print them and review them after reading this letter.
1. “HR”, “Finance” and “Real Estate Vertical Market / Application Sales Accelerators” - Each document is
four duplex pages. The student is required to read and familiarize themselves with these documents and
selling strategies prior to the start of class.
2. The "Ricoh Story". This document provides a powerful message that, when presented to a customer,
will significantly differentiate you from your competition. The Ricoh Story consists of a 7-second, a 30-
second and 60-second story. Each student MUST BE ABLE TO DELIVER ALL THREE VERSIONS OF
THE STORY FROM MEMORY when you arrive at class. Numerous class exercises are built on the
student's delivering this story in a conversational business setting.
1 of 2 pages
By the time you complete this class, you will be able to comfortably tell the “Ricoh Story” to your customers and prospects. In order to do so, you will need to learn the content of the message on your own prior to coming to class. Prerequisites:
1. You must have completed the 10-Day Branch Orientation prior to departing for class. 2. You must have committed the “Ricoh Story” to memory. 3. You must be familiar with the three Vertical / Horizontal market guides.
The Class Day The class begins at 8:00 AM and concludes by approximately 4:30 PM each day. Hotel shuttle service is available to insure that you arrive at class before 8:00am and to return to the hotel after class is dismissed. “Professionalism Always”
• As you begin the training experience, be reminded that you are expected to be a Ricoh Professional all the time. Your behaviors in and out of the classroom are a reflection on yourself, your sales team and your company. Reasonable behavior requires the exercise of good judgment and common sense in every situation. This level of reasonable behavior is expected of you whether in class, commuting to/from class, in the evenings at the hotel or during weekend leisure activity. In addition, you are expected to manage your own schedule to insure that you get sufficient rest, arrive prepared to work every day and apply yourself during the class.
• Homework assignments are given on most evenings and will be reviewed the following day. You must allow sufficient time to complete these assignments.
• Dress code for the class is business casual. General Items
• Personal Computers – PCs are not required in class, but can be used for completing homework assignments and team activities. Please note that you may use your laptop to access e-mail only during lunch and breaks. All laptops must be shut down and put away completely during class time.
• Cell Phones – All cell phones must be turned off during class, but can be used during lunch and breaks.
• At the conclusion of Week 1, a written test will be given to confirm your understanding of key items that were covered.
• A written test on material covered in Week 2 will be given on Thursday of Week 2. At the conclusion of Week 2 (Friday), you will be videotaped as you deliver a role-play of the first appointment with a new prospect during the Qualify phase of the sales process. In this role-play setting, your skill with the “Ricoh Story” (as well as the rest of the customer interaction) will be demonstrated on camera. This process will confirm that you have, in fact, learned this important step in the sales process; developed good communication skills and can effectively use the Ricoh Story to create customer interest and differentiate yourself from your competition.
Your thorough preparation and attention to these guidelines will ensure a positive experience…and ultimately your success.
2 of 2 pages
The Ricoh Story Let’s just suppose that you were in an elevator traveling up to the 2nd floor to see a customer, and two people got on the elevator with you who are obviously executives with another company in the building. One of them looks at you, concludes that you are in sales, and asks, “So, what do you sell?” What would your answer be?
The purpose of the Ricoh Story is to enable you to provide a statement of business capability to a prospect on an elevator, in an initial meeting or as an introduction to a demonstration for a group of prospects where some may be unfamiliar with you or Ricoh.
Committing this to memory will increase your confidence as a sales rep. It will also help you do a better job of articulating how you and a Ricoh solution can have a positive impact on your customer’s business.
Your job is to memorize these statements in preparation for your Ricoh Professional Sales Essentials Training Program.
7 Second Ricoh Story Ricoh is dedicated to helping our customers manage the lifecycle of documents through the efficient use of systems, software and solutions.
30 Second Ricoh Story Since 1936, Ricoh’s client strategy has been to enable organizations to better manage the flow of information and ideas. Specifically, as the fastest growing provider of digital technology in the market place today, we provide document-handling processes that increase performance and reduce costs of document input, output, and management.
Since we have local support, we are committed to being faster, simpler and easier to do business with. Our corporate mission is to deliver outstanding customer value through innovative solutions, efficient processes, and exceptional customer service. Above all, Ricoh is dedicated to the success of our customers, employees, and our communities.
The following is a 30 second add-on to be used to create a:
60 Second Ricoh Story
Ricoh recognizes that in today’s business climate, if we are to help our customers remain competitive we must provide the vision and solutions that enables them to:
1. Develop business methodologies that focus on Process Improvement and increasing workflow efficiency
2. Control or lower the Total Cost of Ownership associated with document management processes
3. Strengthen collaboration and Document Security while sharing information
4. Minimize Environmental impact and develop “Green” document management initiatives.
5. Easily meet new Compliance laws and regulations
Through our client partnerships, we deliver value added solutions that apply our document management technology to better control costs, increase adaptability and your competitive edge performance.
Horizontal Market/Application Sales Accelerators
Finance Departments
Finance Departments
Overview
The finance department impacts all segments of an organization’s activities. It acquires funds, allocates resources, and tracks performance. It becomes the focal point for managerial attention, decision-making, and accountability.
Finance is the focal point for information requested by creditors, contributors, and stockholders regarding the financial posture of the organization. The preparation of legally and contractually required information and maintenance of proper relationships with past and potential sources of capital has become a significant and time-consuming activity in recent years.
As dollars are harder to come by and the risk for a bad decision is greater, more and more decision makers at higher levels (i.e. CFO and controllers/comptrollers) are getting involved because of the seriousness of each and every investment.
The finance department is impacted greatly by advancing technology. This same department also contains the economic buyers (CFOs, controllers/comptrollers) of the RFG products and services.
Key People in Finance Department
Each job function within a finance department represents opportunities where documents are created, shared, distributed, processed, managed, stored, retrieved and printed/copied. Market Strategy
Key to the market strategy is to capture all the eligible Total Document Volume (TDV). By understanding the account, you can best determine how to achieve this goal. The strategy is to sell to the technical buyers, user buyers and economic buyers (CFO and controller/comptroller) on the benefits of the RFG Products and Services. Naturally, you will want to determine where the greatest potential for success lies within the account and concentrate your sales efforts on that opportunity.
Chief
Financial
Officer
(CFO)
Controller (General Business) Comptroller (Government Education)
Accounts Receivable
Accounts Payable
Payroll Financial Planning
* Inventory
Management
Finance Departments
Who, What, Where, How and Why are the basic questions you will need ask when working with finance department. Here is some background information to
give you a head start.
• “Who” (who cares) in an organization? These will be Decision Makers and Document Owners. Document Owners are the people who own the problems or applications and are your best
contacts to serve as a champion for your recommendation and get a decision made.
• “What” are the Key Applications and Documents? Understanding document characteristics like current workflow, who needs the document and why, frequency of creation and printing,
volume, etc. will help you identify opportunities for improvement.
• “What” are the needs, problems, opportunities of these applications/documents and what are the “Hot Buttons” of these people?
• “Where” can I find these accounts in my territory? This is covered on the next page in “Getting Started” Step 1.1.1.
• “How” can RFG Products and Solutions have an impact/improve upon on these applications/documents?
• “Why” should the prospect/customer act to change from their existing state to a future desired state? This is often known as customer “benefits”.
“Who” to Call On
(Decision Makers)
Sales Approach?
“What” are the Key Applications/
Documents?
“What” are the needs, problems,
and opportunities of these
applications and documents and
“Hot Buttons” of these people?
“How” to improve with RFG
Product Solutions?
“Why” act (Benefits)?
Decision Makers
• CFO
• Controller/Comptroller
Key Documents
• Business Plans
• Financial Performance
Reports
• Presentation
High Level Objectives
• Increase workflow efficiency
• Lower cost of doing business
• Convert all documents to
same format
Consultative Sales Initiative
• PageTelligence
• PrintWise
• Print Analysis Software
• Docushow
• Docutivity
High Level Call to Action
• Executive Summary
presents compelling case how
continuous improvement can
be achieved
• Cashflow, Cost/Benefit
and other financial reports
present how Lower Cost of
Business results can be
achieved
• Summary of opportunity
and problem areas where
efficiencies of information
flow, productivity and selling
and marketing time can be
realized
Talk with the Document Owners.
• Accounts Receivable
• Accounts Payable
• Payroll
• Financial Management
• Inventory Management
Departmental Documents
• Invoices
• Purchase Order (PO’s)
• Receiving Documents
• Statement
• Checks
• Credit/Debit Memos
• Credit Policy
• Expense Reports
• W-9 Forms
• Payroll Forms
• Time Sheets
Needs/Problems/Improvement Areas
• Document Composition
• Color Printing
• Variable Data Printing
Solutions
• Model 38 Color Printer
• 60/70 ipm MFP
• Desktop Binder
• Global Scan
• DocuLex, e-Cabinet
• Doc Builder Pro
Operations Improvements
• Improve workflow
efficiencies
• Color Scanning and
sending to clients via e-mail.
• Variable Data Printing at
a low cost
• High Speed Color
Printing
• Low Cost Color Printing
Getting Started
Steps/Stages/Phases Desired Accomplishments Events
1. Target/Prospect 1.1 Target Account and Executive
Level and Document Owners
Created, Delegated, Updated and
Maintained in SFA Tool
1.1.1 Review your accounts in your territory - Use your SFA Tool and sort by revenue sales of companies.
1.1.2
1.1.3
1.1.4
Target the finance department of the 50 largest companies in your territory.
Determine if there is any RFG equipment in these accounts.
Ascertain whether we have any existing relationships inside these accounts.
1.1.5 Call Decision Makers and Document Owners in Territory using SFA Tool (buckets/segments/tasks/activities)
1.1.6 Record e-mail address and update Decision Makers and Document Owners information in
SFA Tool (Account and Contact Records)
1.2 Executive Level Contacted 1.2.1 Send intro e-mail/letter from SFA Tool to Decision Makers and Document Owners (Mail Merge and activity
recorded))
1.3 Appointment Scheduled 1.3.1 Call Prospect, Make Appointment & Track Results
(Reached Voice Mail, Call Back, etc.) in SFA Tool (Activity & Notes)
Send follow-up e-mail/Letter from SFA Tool (Mail Merge and activity recorded)
2. Initial Appointment/
Qualify the Opportunity
2.1 Prepared for Initial Meeting 2.1.1 Go to Prospect Web Site and/or get Annual Report
2.1.2 Create/gather RFG presentation(s), references, sample PageTelligence Summary, etc.
2.1.3 Create specific call objectives and sales strategy supported by resources (materials and
people) needed to execute call objectives. Record in SFA (Key Account Information)
2.2 Initial Appointment Conducted and
Needs Assessment Analysis
Scheduled
2.2.1 Initial Sales Call
2.2.2 Record Call Results in SFA Tool (Activities and Notes)
3. Assess Customer Needs 3.1 Analysis Completed 3.1.1 Call on each department, use CSI Data Gather Tools and Techniques and determine:
What are the applications, issues, problems and priorities?
Are there any existing or potential color applications?
What documents generate the most volume from this department?
Are there work/document processes that can be re-engineered?
3.1.2 Determine how decisions are made: Who signs? Who approves? Who recommends? Etc.
3.2 Ricoh Value Proposition Identified
and Executive Summary Created
3.2.1 Input data into PrintWise/PageTelligence, create financial reports, Analysis Data collected and determine
RFG Options that will deliver best value for customer
3.2.2 Plan how you might justify a solution in terms of intangible benefits (quality, customer satisfaction) and
tangible savings (cost of capital, and reduction of waste).
3.2.3 Build a RFG Business Case why customer should make a decision to implement RFG Solution(s)
3.3. Opportunity and Findings
Confirmed by Customer
3.3.1 Set and attend Appointment where findings, opportunities and RFG approaches are discussed
Vertical Market/Application Sales Accelerators
Human
Resources
“You can make a career out-of-it.”
Overview
Human Resources (HR) Management is
all about people: finding and recruiting
them, hiring them; training and developing
them; paying them; creating an
environment that’s safe, healthy, and
productive for them; communicating with
them; and doing whatever’s reasonably
possible to find that delicate balance
between what best serves the basic needs
of the employees and what best serves the
market-driven needs of the company.
Definitions
Personnel Management is a set of
activities focusing on the ongoing
management of human resources within an
organization.
Human Resource Management is the
strategic planning and management of
human resources for an organization.
Key Trends
Outsourcing: HR Departments either
have and/or are moving their
administration of several aspects of their
operations to outsource organizations.
Several examples of this are: Payroll (i.e.
Paychex, ADP, etc.), Workers
Compensation, Pension and or 401K
Administration, etc.
Self Service Systems: For many different
types of forms and simple transactional
types of processes, HR Departments are
allowing employees and/or their managers
to access HR Forms and fill these in on-
line and print and/or rout and/or process
the transaction. A simple example of this,
maybe an employee change of address that
the employee could update on-line.
Organizational/Activity Structure
Centralized versus Decentralized HR Departments
How HR activities are coordinated and structured varies considerably from organization to organization. Some
organizations have centralized HR departments, while others have decentralized HR activities.
Centralization and decentralization are end points on the continuum, as organizations are seldom totally centralized
or decentralized. Instead, the degree to which authority to make HR decisions is concentrated or dispersed
determines the amount of decentralization that exists. Centralization is the extent to which decision-making
authority/responsibility is concentrated upward in the organization; whereas decentralization exists when that
decision-making authority/responsibility is distributed downward throughout the organization.
In large organizations there usually is greater decentralization of administrative and operational aspects of HR
management. In smaller organizations with less than 200 employees with operations concentrated in one locale,
the HR staff is likely to be small; therefore, specialized HR activities are concentrated and decision-making is
centralized.
Generalists vs. Specialists
HR Generalists. As a firm grows large enough to need someone to focus primarily on HR activities, the role of
the HR generalist emerges. Someone who has responsibility for performing a variety of HR activities is a HR
generalist.
HR Specialists. Individuals who have in-depth knowledge and expertise in a limited area are HR Specialists.
Functions/Activities
Market Strategy
Key to this horizontal market (HR) strategy is to capture all the eligible Total Document Volume (TDV). By
understanding the account and how a HR department is structured, you can best determine how to achieve this
goal. The strategy is to sell to the end user (Document/Activity Owner(s)), HR Information Services (HRIS) and the
Central Reproduction Department (CRD) that may significantly support (training documentation/binders) HR on
the benefits of the RFG Products and Services. Naturally, you will want to determine where the greatest potential
for success lies within the account and concentrate your sales efforts on that opportunity.
Strategic Human
Resource Planning
Equal Employment
Opportunity Compliance
Job Analysis Staffing
(Recruitment and Selection)
Health and
Safety
Training and
Development
Performance
Appraisal
Compensation
and Benefits
Union Relations Information, Communication,
and Research Systems
Human Resources
Who, What, Where, How and Why are the basic questions you will need to find out and address within a Human Resources departments. For a general
understanding to get you started here is some background information to give you a head start.
• “Who” (who cares) in an organization will be Decision Makers and Document/Activity Owners? Document Owners are the people who own the problems or applications are your best
contact to serve as a champion for your recommendation and get a decision made.
• “What” are the Key Applications and Documents? Understanding document characteristics like current workflow, who needs the document and why, frequency of creation and printing,
volume, etc. will help you identify opportunities for improvement.
• “What” are the needs, problems, opportunities of these applications/documents and what are the “Hot Buttons” of these people?
• “Where” can I find these accounts in my territory? This is covered on the next page in “Getting Started” in step 1.1.1.
• “How” can RFG Products and Solution have an impact/improve upon on these applications/documents?
• “Why” should the prospect/customer act or otherwise known as “benefits” to change from their existing state to a future desired state?
“Who” to Call On
(Decision Makers)
Sales Approach?
“What” are the Key Applications/
Documents?
“What” are the needs, problems,
and opportunities of these
applications and documents and
“Hot Buttons” of these people?
“How” to improve with RFG
Product Solutions?
“Why” act (Benefits)?
Decision Makers
• VP Human Resources
(Corporate)
• HR Director(s)
(Subsidiary/Business
Unit/Division)
Key Documents
• Strategic Plans, HRIS Reports,
Presentations
• Strategic Plans, HRIS Reports,
Presentations
High Level Objectives
• Right Sizing Organization
• Return-on-Investment
• Expense/Cost Control
• Lower cost of doing business
• Achieve Profitability Targets
• Improved HR Information
Systems
Consultative Sales Initiative
• PageTelligence
• PrintWise
• Print Analysis Software
• Docushow
• Docutivity
High Level Call to Action
• Executive Summary
presents compelling case how
reducing expense and cost
can be achieved
• Cashflow, Cost/Benefit
and other financial reports
present how Lower Cost of
Business and Profitability
Targets results can be
achieved
• Summary of opportunity
areas where information flow
and HR systems can be
improved
Talk with Document/Activity
Owners.
• Staffing, Performance
Appraisal, Compensation
• Compensation/Benefits
• Training and Development
• Information,Communication
and Research Systems
• Government/Legal
Compliance (EEO, Health
and Safety, Union
Relations)
Departmental Documents
• Employment Files, Payroll Files
• Benefits Files
• Course Development
Outlines/Drafts, Course
Material/Binders, Instructor
Guides/Binders, Posters
• Human Resources Reports,
Presentations
• EEO & Affirmative Action
Plans, OSHA Plans, Union
Contract(s)
Needs/Problems/Improvement Areas
• Reduce Labor and Space
Costs
• Improve Customer
Service
• Minimize File
Duplication
• Document Distribution
• Same as Employment
Files
• Reduce Labor and Space
Costs
• Print-on-demand
• Print-on-demand
• Compliance
Reduce Costs based on non-
compliance
Solutions
• DocuLex, e-Cabinet
• Global Scan
• DocuLex, e-Cabinet
• DocuMall
• Model 38 Color Printer
• TR Systems
• Aficio HV MFP
• Wide Format
• Model 38 Color Printer
• DocuLex, e-Cabinet
• Aficio MFP
Operations Improvements
• Reduce Costs
• Respond to customer
Inquiries Faster
• Improve File Integrity
• Lower Distribution Cost
• Same as Employment
Files
• Improved Version
control
• Quick turnaround
• Improved workflow
• Reduce printing cycle
time
• Reduce Outsourcing
Costs
• Reduce Time to Produce
• Lower Prod. Cost &
Time
• Improved File Integrity
Getting Started
Steps/Stages/Phases Desired Accomplishments Events
1. Target/Prospect 1.1 Target Account and Executive
Level and Document Owners
Created, Delegated, Updated and
Maintained in SFA Tool
1.1.1 Review your accounts in your territory - Use your SFA Tool and/or D&B (or other database source) and
search for prospects and customers in your territory.
1.1.2
1.1.3
1.1.4
Determine which prospects and customers you want to call on.
Determine if there is any RFG equipment in these accounts.
Ascertain whether we have any existing relationships inside these accounts.
1.1.5 Call Decision Makers and Document Owners in Territory using SFA Tool (buckets/segments/tasks/activities)
1.1.6 Record e-mail address and update Decision Makers and Document Owners information in
SFA Tool (Account and Contact Records)
1.2 Executive Level Contacted 1.2.1 Send intro e-mail/letter from SFA Tool to Decision Makers and Document Owners (Mail Merge and activity
recorded))
1.3 Appointment Scheduled 1.3.1 Call Prospect, Make Appointment & Track Results
(Reached Voice Mail, Call Back, etc.) in SFA Tool (Activity & Notes)
Send follow-up e-mail/Letter from SFA Tool (Mail Merge and activity recorded)
2. Initial Appointment/
Qualify the Opportunity
2.1 Prepared for Initial Meeting 2.1.1 Go to Prospect Web Site and/or get Annual Report
2.1.2 Create/gather RFG presentation(s), references, sample PageTelligence Summary, etc.
2.1.3 Create specific call objectives and sales strategy supported by resources (materials and
people) needed to execute call objectives. Record in SFA (Key Account Information)
2.2 Initial Appointment Conducted and
Needs Assessment Analysis
Scheduled
2.2.1 Initial Sales Call
2.2.2 Record Call Results in SFA Tool (Activities and Notes)
3. Assess Customer Needs 3.1 Analysis Completed 3.1.1 Call on each department, use CSI Data Gather Tools and Techniques and determine:
What are the applications, issues, problems and priorities?
Are there any existing or potential color applications?
What documents generate the most volume from this department?
Are there work/document processes that can be re-engineered?
3.1.2 Determine how decisions are made: Who signs? Who approves? Who recommends? Etc.
3.2 Ricoh Value Proposition Identified
and Executive Summary Created
3.2.1 Input data into PrintWise/PageTelligence, create financial reports, Analysis Data collected and determine
RFG Options that will deliver best value for customer
3.2.2 Plan how you might justify a solution in terms of intangible benefits (quality, customer satisfaction) and
tangible savings (cost of capital, and reduction of waste).
3.2.3 Build a RFG Business Case why customer should make a decision to implement RFG Solution(s)
3.3. Opportunity and Findings
Confirmed by Customer
3.3.1 Set and attend Appointment where findings, opportunities and RFG approaches are discussed
For more details on Human Resources and how to increase your sales to this lucrative horizontal application/market, see the Human Resources Market
Manager “Core Knowledge for Understanding Human Resources” and Glossary.
Vertical Market/Application Sales Accelerators
Real Estate
“A market ready to make you feel like you’re at home with your sales knowledge
and success.”
Overview
The real estate market consists mostly of real estate brokers and property management agencies. Most real estate agents and brokers sell residential property. A smaller number, usually in larger firms or specialized smaller firms, sell
commercial, industrial, agricultural or other types of real estate. A real estate broker’s office typically includes one or more brokers, agents, office managers and support personnel. In the fast-paced real estate market,
intense competition is ever present among agents and brokers for property listings.
Advancing technology is forcing
agents and brokers to be more technically inclined e.g. web, digital cameras, etc. Early adopters of emerging technology are gaining a competitive edge in the market.
Advances in printing are affecting
the industry as well. For example, color printing has become not only
necessary, but is expected in real estate marketing materials. Both sellers and buyers expect professional-looking color flyers, brochures, postcards and other collateral materials.
An Overview of a Real Estate Transaction
In Real Estate, job functions are centered on sale and rental of property.
Each element of a Real Estate Transaction represents opportunity where documents are created, shared, distributed, processed, managed, stored, retrieved and printed/copied. Market Strategy
Key to the market strategy is to capture all the eligible Total Document Volume (TDV). By understanding the account, you can best determine how to achieve this goal. The strategy is to sell to the end user /Brokers/Agents (Document Owner), Realtor (Business Owner) and the Support Staff/Office Manager on the benefits of the RFG Products and Services. Naturally, you will want to determine where the greatest potential for success lies within the account and concentrate your sales efforts on that opportunity.
An Overview of a Real Estate Transaction
Property
Owner Decides
to Sell
Individual
Becomes a
Licensed
Real Estate
Agent
Identify the
Property
Ownership
Closing
Or
Escrow
Buyer
Financing
Offer
And
Acceptance
Listing
Agreement
Property Rights
Involved
Buyer Evaluates
Property
Contract
Law
Contract
Law
Value the
Property
Lending
Practice
Sources of
Financing
Forms of
Ownership
Property
Insurance
Taxes and
Assessments
Land-Use
Control
Condo, Co-op,
And P.U.D.
Leases
Deed
Preparation
Title Search
And Insurance
Deed of
Trust
Mortgages
Who, What, Where, How and Why are the basic questions you will need to find out and address within a Realtor. For a general understanding to get you started
here is some background information to give you a head start.
• “Who” (who cares) in an organization will be Decision Makers and Document Owners? Document Owners are the people who own the problems or applications are your best contact to serve
as a champion for your recommendation and get a decision made.
• “What” are the Key Applications and Documents? Understanding document characteristics like current workflow, who needs the document and why, frequency of creation and printing,
volume, etc. will help you identify opportunities for improvement.
• “What” are the needs, problems, opportunities of these applications/documents and what are the “Hot Buttons” of these people?
• “Where” can I find these accounts in my territory? This is covered on the next page in “Getting Started” in step 1.1.1.
• “How” can RFG Products and Solution have an impact/improve upon on these applications/documents?
• “Why” should the prospect/customer act or otherwise known as “benefits” to change from their existing state to a future desired state?
“Who” to Call On
(Decision Makers)
Sales Approach?
“What” are the Key Applications/
Documents?
“What” are the needs, problems,
and opportunities of these
applications and documents and
“Hot Buttons” of these people?
“How” to improve with RFG
Product Solutions?
“Why” act (Benefits)?
Decision Makers
• Realtor/Owner
Key Documents
High Level Objectives
• New Business Development
• Increased productivity per
broker/agent
• Lower cost of doing business
• Reduced time to sell/rent
property listings
Consultative Sales Initiative
• PageTelligence
• PrintWise
• Print Analysis Software
• Docushow
• Docutivity
High Level Call to Action
• Executive Summary
presents compelling case how
continuous improvement can
be achieved
• Cashflow, Cost/Benefit
and other financial reports
present how Lower Cost of
Business results can be
achieved
• Summary of opportunity
and problem areas where
efficiencies of information
flow, productivity and selling
and marketing time can be
realized
Talk with the Document Owners.
• Brokers/Agents
•
Departmental Documents
• Color highlight sheets
• MLS listings
• Contracts
• Company Prospectus
• Appraisals
• Newsletters & Post cards
• Labels & Envelopes • Mailers
• Property Flyers
• Window Displays
• Information Sheets
• CD ROMs
• Calendars
• Brochures
Needs/Problems/Improvement Areas
• Document Composition
• Color Printing
• Variable Data Printing
Solutions
• EFI Color Controllers,
• Model 38 Color Printer
• EFI Color Utilities
• Global Scan
• DocuLex, e-Cabinet
Operations Improvements
• Color Helps Sell Real
Estate
• Color Scanning and
sending to clients via e-mail.
• Variable Data Printing at
a low cost
• High Speed Color
Printing
• Low Cost Color Printing
Getting Started
Steps/Stages/Phases Desired Accomplishments Events
1. Target/Prospect 1.1 Target Account and Executive
Level and Document Owners
Created, Delegated, Updated and
Maintained in SFA Tool
1.1.1 Review your accounts in your territory - Use your SFA Tool and/or D&B (or other database source) and
search for the following SIC Codes 65 in your territory.
1.1.2
1.1.3
1.1.4
Determine which Real Estate Companies you have.
Determine if there is any RFG equipment in these accounts.
Ascertain whether we have any existing relationships inside these accounts.
1.1.5 Call Decision Makers and Document Owners in Territory using SFA Tool (buckets/segments/tasks/activities)
1.1.6 Record e-mail address and update Decision Makers and Document Owners information in
SFA Tool (Account and Contact Records)
1.2 Executive Level Contacted 1.2.1 Send intro e-mail/letter from SFA Tool to Decision Makers and Document Owners (Mail Merge and activity
recorded))
1.3 Appointment Scheduled 1.3.1 Call Prospect, Make Appointment & Track Results
(Reached Voice Mail, Call Back, etc.) in SFA Tool (Activity & Notes)
Send follow-up e-mail/Letter from SFA Tool (Mail Merge and activity recorded)
2. Initial Appointment/
Qualify the Opportunity
2.1 Prepared for Initial Meeting 2.1.1 Go to Prospect Web Site and/or get Annual Report
2.1.2 Create/gather RFG presentation(s), references, sample PageTelligence Summary, etc.
2.1.3 Create specific call objectives and sales strategy supported by resources (materials and
people) needed to execute call objectives. Record in SFA (Key Account Information)
2.2 Initial Appointment Conducted and
Needs Assessment Analysis
Scheduled
2.2.1 Initial Sales Call
2.2.2 Record Call Results in SFA Tool (Activities and Notes)
3. Assess Customer Needs 3.1 Analysis Completed 3.1.1 Call on each department, use CSI Data Gather Tools and Techniques and determine:
What are the applications, issues, problems and priorities?
Are there any existing or potential color applications?
What documents generate the most volume from this department?
Are there work/document processes that can be re-engineered?
3.1.2 Determine how decisions are made: Who signs? Who approves? Who recommends? Etc.
3.2 Ricoh Value Proposition Identified
and Executive Summary Created
3.2.1 Input data into PrintWise/PageTelligence, create financial reports, Analysis Data collected and determine
RFG Options that will deliver best value for customer
3.2.2 Plan how you might justify a solution in terms of intangible benefits (quality, customer satisfaction) and
tangible savings (cost of capital, and reduction of waste).
3.2.3 Build a RFG Business Case why customer should make a decision to implement RFG Solution(s)
3.3. Opportunity and Findings
Confirmed by Customer
3.3.1 Set and attend Appointment where findings, opportunities and RFG approaches are discussed
rfg017258