Webinar designed to help Copier Dealers create a plan for the changing industry

1. Developing a Strategic Plan For The Future Fred Berger President Document Technology Solutions Consulting www.documenttechnologysolutions.com “Partnering with Dealers to Reach the Next Level” 1 DTS Consulting

2. Agenda DTS Consulting Introduction What is a Strategic Plan Benefits of a Strategic Plan When Should you Prepare a Strategic Plan Developing Your Strategic Plan Developing Action Plans Monitoring Your Strategic Plan Summary and Next Steps Questions 2 DTS Consulting

3. DTS Consulting An Independent Industry Consulting Firm Dedicated to “Partnering with Dealers to Reach the Next Level” 35 years experience helping companies grow and improve overall performance through change and innovation Access to Alliance Partners representing some of the best expertise in the industry President of the 4th largest Sharp Dealership in the US COO of a $20 million Dealership Vice President Danka Acquisitions Vice President of Ricoh Business Systems - Ricoh’s Direct Channel 3 DTS Consulting

4. Key Industry Trends DTS Consulting 4

5. Our customers are looking to partner with vendors who can meet their changing demands DTS Consulting 5

6. Changing Landscape of Solution Providers DTS Consulting 6

7. What is a Strategic Plan The simple answer is: “A strategic plan identifies where the organization wants to be at some point in the future and how it is going to get there. Strategic planning determines the overall direction and goals of your dealership. Consequently, strategic planning influences almost all aspects of the company, including”: Products and service offerings Organizational design and roles Performance goals throughout the organization Resources needed to reach performance goals, and capital required to procure those resources. 7 DTS Consulting

8. Benefits of a Strategic Plan? DTS Consulting 8

9. When Should Strategic Planning be Done The process should be scheduled depending on the company and the external environment Most plans are done when the company is just getting started A new strategic plan should be created when the industry is changing – i.e. technology (EDM & MPS) A new strategic plan should be created for a new major venture – i.e. acquisition of a company An updated strategic plan should be created at least once every three years DTS Consulting 9

10. Developing Your Strategic Plan Skills in Strategic Planning are critical to the long term success of your dealership. The planning involved includes: Taking a hard look at what is happening within your dealership Taking a wide look around at what is happening in the industry and how this might effect your company – technology, competition, customer demands, etc. Understanding your companies strengths, weaknesses, opportunities and threats (SWOT) Based on these determining what you want to be? Establish your: mission statement vision statement Value statement Establish your goals to accomplish this over the next three to five years Identify how these goals will be achieved: Strategies Objectives Responsibilities Timelines Creation of your annual business plan DTS Consulting 10

11. Developing Action Plans Action plans typically detail the tasks needed to be successfully completed to achieve your strategic and business plan Ensure these plans are realistic Action plans should be for each major function within your Dealership: i.e sales, service, operations, etc. They should specify the task to be completed, who is responsible and timelines for completion of each task Include managers/employees in the development of these plans If possible, each employee should have an action plan that contributes to the overall success of your strategic/business plan These plans should be written, highlights distributed and individuals plans included in their evaluations Regularly scheduled progress reviews should be set DTS Consulting 11

12. Monitoring Your Strategic Plan Regular scheduled reviews need to be established – minimum quarterly Responsible employees should present status updates If goals are being achieved as planned acknowledge and reward If goals are not being met, establish why not: Should timelines for competition be changed? Are there adequate resources available? Are goals and objectives realistic? Do priorities need to be changed to put more focus on achieving goals? Based on these status updates, determine additional actions needed to accomplish DTS Consulting 12

13. Summary Technology is Driving Industry Change at a Rapid Pace MPS & Electronic Document Management are Critical Components of this Change The opportunity is there to establish a significant market position which will provide long term revenue and profitability But, staying ahead of competition will require a well defined strategy and flawless execution DTS Consulting 13

14. Next Steps DTS Consulting 14 DTS Consulting

15. Questions For more information contact: Fred Berger President Document Technology Solutions Consulting, Inc. www.documenttechnologysolutions.com (727)827-2308 FBerger@documenttechnologysolutions.com “Partnering with Dealers to Reach the Next Level” DTS Consulting 15