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  1. 1. Beyond MPS: What You Can NextOffer Your MPS CustomersThomas Schneck, President DocuWare AG March 22nd, 2011
  2. 2. Company profile• DocuWare: a pioneer in document management Founded in 1988 by the present directors Over 7500 installations and more than 100,000 satisfied customers In use in over 70 countries Subsidiaries in the USA, Great Britain, France and Spain Sales Trends of DocuWare Group with Partners in Millions of € The DocuWare Group worldwide 2
  3. 3. Comprehensive Offering Document Enterprise Electronic Management Content Archiving Management (ECM) Workflow/Knowledge ProcessManagement Management Web Content Input-/Output- Document Management Management Retrieval 3
  4. 4. Problem: Information Silos• 1 Process – 4 Searches Paper E-Mail PC File ERP data 4
  5. 5. Solution:Document Management• 1 Document Pool for All Document Types Paper E-Mail PC File ERP data 5
  6. 6. Your Benefit: Complete Process at a Glance 6
  7. 7. Your Advantage: Automatic WorkflowsDMS saves time and lowerscosts Status/ Tasks Winner 1/12/2008 Winner 1/12/2008 Stamps Winner 1/12/2008 APPROVED APPROVED APPROVED Status Overview of All Processes Easy to Use – Workflow Control Using Stamps Fast and Efficient Processes 7
  8. 8. Designed to be Sold by the Channel• DocuWare: user-friendly, intuitive document management Easy to learn Excellent to present Simple to administer Available in over 15 languages Project volumes: $15,000 – Target group: SMB 20 to 500 $30,000 software, hardware, & employees professional services 8
  9. 9. Document Optimization Strategies -OUTPUT- -INPUT- Print Workflow Optimization with MPS Optimization with DMS
  10. 10. Client Engagement Model Streamline Workflows (DMS) Optimize Infrastructure (Hardware) Manage Environment (MPS)
  11. 11. When do we discuss the MPS-DMS Lifecycle?• During initial assessment – Tactically To further enhance benefits Differentiator to other MPS offerings Involve more C-level people• As part of on-going optimization and enhancement process – Strategically To deepen account relationship by providing additional value
  12. 12. The 10 questions to ask to uncover a DMS opportunity!• As a follow up to MPS questions … Are your printed documents moved around the company? Are you printing the same document at different stages? Are your printed documents filed internally? Are your printed documents retrieved at a later point? Do you have to provide printed documents to customer at a later point? Are printed documents re-assembled at a later point? Are printed documents marked up at a later point? Are you using office space for filing space? Are you paying for inter-office couriers? Are you are paying for off-site storage?
  13. 13. "Measure once SELL twice"• DMS ROI can be based on same clear Metrics as MPS• Software – based decision tool Flexible for different business scenarios• Different ROI Strategies Cost savings Process improvement Resource re-allocation
  14. 14. Complimentary to MPS Analysis Tools Analysis Information DMS
  15. 15. FMAudit Link to DW
  16. 16. ROI Categories – Cost SavingsStarting Point 1,140 35% 0.5 45 3 $ 28 $ 156
  17. 17. ROI Categories – Process Improvement $ 3,975,000 68 8.5 % 54 $ 12,960
  18. 18. ROI Categories – Resource Re-allocation 1 25% 4 6h $8,300 $16,600
  19. 19. ROI Presentation
  20. 20. So many more Synergies ... Consultative Sales People CFOs 50-500 employees
  21. 21. Case study• Company: Legal - Rochester• MPS opportunity: Current MFP client looking to automate meter reads explore MPS opportunity to save costs in printing Installation of FM Audit Onsite − Discovery of high volume laser printer by internal IT and sales rep resulted in end user interview of the rationale/work process supported by high monthly print volume − Legal time sheet reports are printed monthly and distributed to paralegals/attorneys to be validated and marked up for client billing DMS opportunity: − Handle current paper-based time sheet process electronically − Capture time sheet reports right from print stream, route documents electronically, have lawyers mark them up electronically, store them electronically − Resulted in document management sale of $ 24,400 with healthy margins
  22. 22. Why we all need Document Management Both managers and staff use 50 percent of their time searching for information. As a result, they can only use the other half of their day to actually make use of that information. Source: Reuters Study 22
  23. 23. Standard Software – Flexible and Scalable All Types of Corporations Small-sized Industries Businesses Institutions Government Mid-sized Agencies Businesses DMS – for all Companies and Public Enterprises 23
  24. 24. For All Industries Banking // BankingRetail // WholesaleRetail Wholesale Services Services Insurance // Insurance Financial Services Financial Services Education Education Document ManagementPublic Enterprise //Public Enterprise Administration Administration Transport // Transport Production Production Health Care Health Care Logistics Logistics Industry Industry 24
  25. 25. For All Departments Accounting Accounting Sales Sales Banking // BankingRetail // WholesaleRetail Wholesale Services Services Insurance // Insurance Financial Services Financial Services Production Production Education Education Research & Research & Document Development Development ManagementPublic Enterprise //Public Enterprise Logistics Logistics Administration Administration Quality Assurance Quality Assurance Transport // Transport Production Production Health care Health care Logistics Logistics industry industry Human Resources Human Resources Purchasing and Purchasing and Controlling Controlling 25
  26. 26. Customer goal: Doing more with lessFreeing up precious employee time! Between my six Service Advisors, I’ve saved 120 hours a month in time formerly spent on document retrieval. Document Management Pachis de la Garza is a key component in helping my department BMW Service Manager keep pace with our business. Moritz BMW, Dallas, TX 26
  27. 27. Customer goal: Workflow automationAutomate Processes – With a Mouse Click My Staff and I can now track an invoice throughout the entire approval process. With one glance I know which invoices have been pending approval for too long and my staff Marsha Hadd can easily e-mail a higher level manager for Accounting Supervisor approval. ECM has improved each American Engineering employee’s document accountability. I no Testing, Inc. longer receive collection calls for invoices that I was unaware had been lost in our paper- based approval system. 27
  28. 28. Customer goal: Mobilityout in the field in the officeat home at a customer’s office 28
  29. 29. Customer goal: MobilityAccess Information Worldwide ECM’s ability to capture and store our project information in a way that will never be lost is the biggest advantage the Nancy Gerber system has brought our company. Engineering Technical Aid The fact that documents can be retrieved Structural Integrity at a moment’s notice has improved our Associates productivity and given us a competitive advantage. 29
  30. 30. Follow the Money 49% 36% 37% 51% 30
  31. 31. Success with DMS 31
  32. 32. Roles in Sales Process 32
  33. 33. First-Class Instruction and Training Self-study online training courses: study when and where you want and at your own pace Intensive classroom training: acquire solid sales and product knowledge Regular training courses, workshops and Webinars on the latest topics, product enhancements and new content 33
  34. 34. In-House Use of DMS software• Immediately apply new knowledge Accumulate project & configuration experience First reference for customers Profit directly from DMS yourself Sales people experience firsthand the benefits-become comfortable with DMS 34
  35. 35. Structured Sales Process• Always benefit-oriented All steps clearly defined: from lead generation to closing and subsequent account management Specially tailored to sales of solutionsLead AccountGeneration Solution Offer Closing Management 35
  36. 36. Structured Sales Process• Sales and technology specialists working together Lead Solution Offer Closing Account Generation Management Sales professional Solution specialist 36
  37. 37. Structured Sales Process• Intensive sales support for all phases of solution sales Comprehensive marketing and demo material: Print, Web, Video … Numerous templates and services Partner branding possible for many mediaLead AccountGeneration Solution Offer Closing Management 37
  38. 38. Support in the field Kick off Briefing / Marketing plan / 1 Kick off Setting the deadline for first info seminar (in about 6 weeks) 2 First info seminar / 3 Obtain prospects Obtain prospects Present DMS in its entirety "from start to finish" 4 5 Design solutions Develop individual solutions and ROIs / Design solutions 6 Draw up individual presentation 7 Obtain leads Closing presentations to decision makers / 8 Obtain leads Continue to fill sales pipeline 9 Complete projects Create full solution or requirements specification / Repeat 10 Complete projects and perform sales activities / Update marketing plan 11 Complete DMS training courses / 12 Technical know-how Technical know-how Configuration and installation of in-house system 13On Site support for every stage of the structured sales processOn Site support for every stage of the structured sales process 38
  39. 39. Profiles of Success• Example: Royal Imaging Services, 2010 Sales with DocuWare: $ 1,288,000 2010 Sales with DocuWare: $ 1,288,000 LLC, Houston, TX Authorized DocuWare Partner Existing customers (ADP) since 2004 Recurring Software Maintenance Dealer Type: VAR/Service Bureau $ 490,000 $215,000 Professional Hardware Services $ 256,000 $ 327,000• Preferred Marketing Strategy New customers Optimization of Internet Search Engines Development of sales with DocuWare Participation in Lead Groups 500 % Involvement of Direct Sales Team 300 % 100 % 2005 2006 2007 2008 2009 2010 39
  40. 40. Profiles of Success• Example: J & H, Inc., Bozeman, MT 2010 Sales with DocuWare: $ 990,000 2010 Sales with DocuWare: $ 990,000 Authorized DocuWare Partner (ADP) since 1996 Existing customers Dealer Type: Copier Reseller Recurring Maintenance Total revenues in 2010: $ 6m Software $ 440,000 $ 430,000 Hardware $ 40,000 Professional Service s $ 80,000• Preferred Marketing Strategy New customers Direct phone calls to potential customers Development of sales with DocuWare Utilizing business partners to 200 % recommend DocuWare to clients in a vertical market 100 % Informational Seminars 0% 2005 2006 2007 2008 2009 2010 40
  41. 41. Profiles of Success• Example: Impact Networking, Chicago, IL Authorized DocuWare Partner 2010 Sales with DocuWare: $ 1,800,000 2010 Sales with DocuWare: $ 1,800,000 (ADP) since 2006 Existing customers Dealer Type: Copier reseller Recurring Mntce. Total revenues in 2010: $ 30m $ 200,000 Software Prof. Services $ 300,000• Preferred Marketing Strategy $ 750,000 Hardware Qualifying clients and setting $ 550,000 appointments through our general New Customers sales force of 35+ reps Quarterly “Tech Shows” with a Development of sales with DocuWare minimum of 25-30 attendees at 300 % various events (5 Chicago Blackhawks Events per year with 200 % 50+ companies, 100+ Attendees) 100 % 18 Impact local tech shows per year 2005 2006 2007 2008 2009 2010 41
  42. 42. Thank You for Listening