BillBestFullInterview
X
00:00
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00:00
CC
Interviews
With
the
Experts
(602.2)
Additional
services
that
mattered:
(Not
all
services
applied
in
this
case.
Listed
below
to
assist
in
understanding
Heidelberg’s
strengths.)
(BB)*
(6:00)
Looking
for
Service
and
Product
Knowledge
$14.5
million
initial
order
$50
million+
ultimately
sold
Initially
not
considered
competitive
Interviews
With
the
Experts
(602.2)
Additional
services
that
mattered:
(Not
all
services
applied
in
this
case.
Listed
below
to
assist
in
understanding
Heidelberg’s
strengths.)
(BB)*
(6:19)
Looking
for
Service
and
Product
Knowledge
$14.5
million
initial
order
$50
million+
ultimately
sold
Initially
not
considered
competitive
Competition
was
German
VS
Japanese
manufacturers
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(18:22)
6.
Installation
(Rigging)
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(19:30)
7.
Time
&
Materials
Repair
Service
Interviews
With
the
Experts
(602.1)
Bill
Best,
31
Years
with
Heidelberg,
retired
in
2009
as
Senior
Vice
President
responsible
for
$600
million+
in
sales
and
service
revenue
in
the
U.S.
(1:45)
Responsibilities
included
ten
Regional
offices,
all
Regional
Vice
Presidents
and
Regional
Service
managers.
Some
results
Associate
produced
in
leading
sales
and
service:
1.
Sales
rep
of
the
year
1985
and
1986
in
Southern
Region
with
over
$10
million
in
sales
first
two
years
on
the
job.
(Average
sales
rep
sold
approx.
$6.5
million
during
same
period.)
Interviews
With
the
Experts
(602.1)
Bill
Best,
31
Years
with
Heidelberg,
retired
in
2009
as
Senior
Vice
President
responsible
for
$600
million+
in
sales
and
service
revenue
in
the
U.S.
(1:30)
Responsibilities
included
ten
Regional
offices,
all
Regional
Vice
Presidents
and
Regional
Service
managers.
Some
results
Associate
produced
in
leading
sales
and
service:
Interviews
With
the
Experts
(602.1)
Bill
Best,
31
Years
with
Heidelberg,
retired
in
2009
as
Senior
Vice
President
responsible
for
$600
million+
in
sales
and
service
revenue
in
the
U.S.
(1:20)
Interviews
With
the
Experts
(602)
Heidelberg
(1:00)
(Heidelberger
Druckmaschinen
Ag,
printing
press
manufacturer,
$3.1
billion
sales
in
2010)
Well
known
as
a
pioneer
in
growing
services
for
manufacturers
–
now
has
44%
of
Revenues
From
Services.
Products
consistently
sell
for
a
20%+
premium
over
most
competitors.
Heidelberg
recently
added
a
“consumables”
business
that
added
12.5%+
to
U.S.
Sales.
Extremely
strong
financial
returns
(prior
to
the
last
10
years
where
the
internet
and
PC
printing
have
hurt
traditional
printing
businesses)
Interviews
With
the
Experts
(602)
Heidelberg
(:50)
(Heidelberger
Druckmaschinen
Ag,
printing
press
manufacturer,
$3.1
billion
sales
in
2010)
Well
known
as
a
pioneer
in
growing
services
for
manufacturers
–
now
has
44%
of
Revenues
From
Services.
Products
consistently
sell
for
a
20%+
premium
over
most
competitors.
Heidelberg
recently
added
a
“consumables”
business
that
added
12.5%+
to
U.S.
Sales.
Interviews
With
the
Experts
(602)
Heidelberg
(:43)
(Heidelberger
Druckmaschinen
Ag,
printing
press
manufacturer,
$3.1
billion
sales
in
2010)
Well
known
as
a
pioneer
in
growing
services
for
manufacturers
–
now
has
44%
of
Revenues
From
Services.
Products
consistently
sell
for
a
20%+
premium
over
most
competitors.
Interviews
With
the
Experts
(602)
Heidelberg
(:23)
(Heidelberger
Druckmaschinen
Ag,
printing
press
manufacturer,
$3.1
billion
sales
in
2010)
Well
known
as
a
pioneer
in
growing
services
for
manufacturers
–
now
has
44%
of
Revenues
From
Services.
Interviews
With
the
Experts
(602)
Heidelberg
(:18)
(Heidelberger
Druckmaschinen
Ag,
printing
press
manufacturer,
$3.1
billion
sales
in
2010)
Contact
Us
at
www.tomingraminc.com
972-394-5736
or
tom@tomingraminc.com
Welcome
to
Interviews
With
the
Sales
Experts!
Interview
with
Bill
Best,
31
Years
with
Heidelberg,
retired
in
2009
as
Senior
Vice
President
Responsible
for
$600
million+
in
sales
and
service
revenue
in
the
U.S.
Click
Play
to
Continue
(if
needed)
For
more
Interviews
with
the
Sales
Experts,
go
to
www.tomingraminc.com
Interviews
With
the
Experts
(602.1)
Bill
Best,
31
Years
with
Heidelberg,
retired
in
2009
as
Senior
Vice
President
responsible
for
$600
million+
in
sales
and
service
revenue
in
the
U.S.
(2:30)
Responsibilities
included
ten
Regional
offices,
all
Regional
Vice
Presidents
and
Regional
Service
managers.
Some
results
Associate
produced
in
leading
sales
and
service:
1.
Sales
rep
of
the
year
1985
and
1986
in
Southern
Region
with
over
$10
million
in
sales
first
two
years
on
the
job.
(Average
sales
rep
sold
approx.
$6.5
million
during
same
period.)
2.
As
Regional
Manager,
Southeast
US,
grew
sales
of
products
and
services
from
$10
million
to
$30
million
in
two
years
(1988
to
1990)
3.
As
Regional
Manager,
Southwest
US,
grew
sales
of
products
and
services
from
$14
million
to
$70
million
and
a
56%
market
share
in
eight
years
(1990
to
1998)
4.
As
Regional
Vice
President
responsible
for
Sales
and
Service
for
the
Southeast
and
Southwest
Regions,
led
the
only
region
to
exceed
$100
million
in
sales
three
years
in
a
row
and
$99
million
in
year
four
and
maintain
over
50%
market
share.
Interviews
With
the
Experts
(602.1)
Bill
Best,
31
Years
with
Heidelberg,
retired
in
2009
as
Senior
Vice
President
responsible
for
$600
million+
in
sales
and
service
revenue
in
the
U.S.
(2:15)
Responsibilities
included
ten
Regional
offices,
all
Regional
Vice
Presidents
and
Regional
Service
managers.
Some
results
Associate
produced
in
leading
sales
and
service:
1.
Sales
rep
of
the
year
1985
and
1986
in
Southern
Region
with
over
$10
million
in
sales
first
two
years
on
the
job.
(Average
sales
rep
sold
approx.
$6.5
million
during
same
period.)
2.
As
Regional
Manager,
Southeast
US,
grew
sales
of
products
and
services
from
$10
million
to
$30
million
in
two
years
(1988
to
1990)
3.
As
Regional
Manager,
Southwest
US,
grew
sales
of
products
and
services
from
$14
million
to
$70
million
and
a
56%
market
share
in
eight
years
(1990
to
1998)
Interviews
With
the
Experts
(602.1)
Bill
Best,
31
Years
with
Heidelberg,
retired
in
2009
as
Senior
Vice
President
responsible
for
$600
million+
in
sales
and
service
revenue
in
the
U.S.
(2:00)
Responsibilities
included
ten
Regional
offices,
all
Regional
Vice
Presidents
and
Regional
Service
managers.
Some
results
Associate
produced
in
leading
sales
and
service:
1.
Sales
rep
of
the
year
1985
and
1986
in
Southern
Region
with
over
$10
million
in
sales
first
two
years
on
the
job.
(Average
sales
rep
sold
approx.
$6.5
million
during
same
period.)
2.
As
Regional
Manager,
Southeast
US,
grew
sales
of
products
and
services
from
$10
million
to
$30
million
in
two
years
(1988
to
1990)
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(3:11)
Closed
initial
order
for
$14.5
Million,
charging
approx.
20%
more
than
next
lowest
price
competitor.
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(3:21)
Closed
initial
order
for
$14.5
Million,
charging
approx.
20%
more
than
next
lowest
price
competitor.
Customer
ultimately
purchased
$40
million+
in
product
and
$10
million+
in
services
(approx.)
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(3:45)
Closed
initial
order
for
$14.5
Million,
charging
approx.
20%
more
than
next
lowest
price
competitor.
Customer
ultimately
purchased
$40
million+
in
product
and
$10
million+
in
services
(approx.)
Key
technical
/
solution
edge
that
won
the
business
and
kept
it
for
20+
years:
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(4:00)
Closed
initial
order
for
$14.5
Million,
charging
approx.
20%
more
than
next
lowest
price
competitor.
Customer
ultimately
purchased
$40
million+
in
product
and
$10
million+
in
services
(approx.)
Key
technical
/
solution
edge
that
won
the
business
and
kept
it
for
20+
years:
Heidelberg
designed
custom
printing
systems
/
solutions
that
produced
high-precision
color
output
needed
by
the
customer.
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(4:30)
Closed
initial
order
for
$14.5
Million,
charging
approx.
20%
more
than
next
lowest
price
competitor.
Customer
ultimately
purchased
$40
million+
in
product
and
$10
million+
in
services
(approx.)
Key
technical
/
solution
edge
that
won
the
business
and
kept
it
for
20+
years:
Heidelberg
designed
custom
printing
systems
/
solutions
that
produced
high-precision
color
output
needed
by
the
customer.
Additional
services
that
mattered:
(Not
all
services
applied
in
this
case.
Listed
below
to
assist
in
understanding
Heidelberg’s
strengths.)
(BB)*
Interviews
With
the
Experts
(602.2)
Additional
services
that
mattered:
(Not
all
services
applied
in
this
case.
Listed
below
to
assist
in
understanding
Heidelberg’s
strengths.)
(BB)*
(5:00)
Interviews
With
the
Experts
(602.2)
Additional
services
that
mattered:
(Not
all
services
applied
in
this
case.
Listed
below
to
assist
in
understanding
Heidelberg’s
strengths.)
(BB)*
(5:30)
Looking
for
Service
and
Product
Knowledge
$14.5
million
initial
order
Interviews
With
the
Experts
(602.2)
Additional
services
that
mattered:
(Not
all
services
applied
in
this
case.
Listed
below
to
assist
in
understanding
Heidelberg’s
strengths.)
(BB)*
(5:45)
Looking
for
Service
and
Product
Knowledge
$14.5
million
initial
order
$50
million+
ultimately
sold
Interviews
With
the
Experts
(602.2)
Additional
services
that
mattered:
(Not
all
services
applied
in
this
case.
Listed
below
to
assist
in
understanding
Heidelberg’s
strengths.)
(BB)*
(6:44)
Looking
for
Service
and
Product
Knowledge
$14.5
million
initial
order
$50
million+
ultimately
sold
Initially
not
considered
competitive
Competition
was
German
VS
Japanese
manufacturers
20%
price
premium
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(7:05)
1.
Pre-sales
design
/
engineering
of
printing
solutions
(sometimes
extensive,
usually
done
at
no
charge.)
2.
Process
/
Application
Improvement
Consulting
(Evaluate
what
customer
trying
to
accomplish
and
recommend
best
approach.
Might
include
services,
products,
process
/
productivity
improvements,
plant
workflow
/
layout,
etc..
Sometimes
performed
for
fee,
sometimes
free
as
part
of
sales
process.)
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(7:15)
1.
Pre-sales
design
/
engineering
of
printing
solutions
(sometimes
extensive,
usually
done
at
no
charge.)
2.
Process
/
Application
Improvement
Consulting
(Evaluate
what
customer
trying
to
accomplish
and
recommend
best
approach.
Might
include
services,
products,
process
/
productivity
improvements,
plant
workflow
/
layout,
etc..
Sometimes
performed
for
fee,
sometimes
free
as
part
of
sales
process.)
3.
Off-Site,
Pre-training
for
Press
Operators
(discovered
extreme
value
in
early
training,
before
operators
are
in
the
rush
of
normal
24/7
press
operations).
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(7:20)
1.
Pre-sales
design
/
engineering
of
printing
solutions
(sometimes
extensive,
usually
done
at
no
charge.)
2.
Process
/
Application
Improvement
Consulting
(Evaluate
what
customer
trying
to
accomplish
and
recommend
best
approach.
Might
include
services,
products,
process
/
productivity
improvements,
plant
workflow
/
layout,
etc..
Sometimes
performed
for
fee,
sometimes
free
as
part
of
sales
process.)
3.
Off-Site,
Pre-training
for
Press
Operators
(discovered
extreme
value
in
early
training,
before
operators
are
in
the
rush
of
normal
24/7
press
operations).
4.
On-Site
Training
for
Press
Operators
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(7:30)
1.
Pre-sales
design
/
engineering
of
printing
solutions
(sometimes
extensive,
usually
done
at
no
charge.)
2.
Process
/
Application
Improvement
Consulting
(Evaluate
what
customer
trying
to
accomplish
and
recommend
best
approach.
Might
include
services,
products,
process
/
productivity
improvements,
plant
workflow
/
layout,
etc..
Sometimes
performed
for
fee,
sometimes
free
as
part
of
sales
process.)
3.
Off-Site,
Pre-training
for
Press
Operators
(discovered
extreme
value
in
early
training,
before
operators
are
in
the
rush
of
normal
24/7
press
operations).
4.
On-Site
Training
for
Press
Operators
5.
On-Site
Training
for
Maintenance
Personnel
6.
Installation
(Rigging)
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(7:45)
1.
Pre-sales
design
/
engineering
of
printing
solutions
(sometimes
extensive,
usually
done
at
no
charge.)
2.
Process
/
Application
Improvement
Consulting
(Evaluate
what
customer
trying
to
accomplish
and
recommend
best
approach.
Might
include
services,
products,
process
/
productivity
improvements,
plant
workflow
/
layout,
etc..
Sometimes
performed
for
fee,
sometimes
free
as
part
of
sales
process.)
3.
Off-Site,
Pre-training
for
Press
Operators
(discovered
extreme
value
in
early
training,
before
operators
are
in
the
rush
of
normal
24/7
press
operations).
4.
On-Site
Training
for
Press
Operators
5.
On-Site
Training
for
Maintenance
Personnel
6.
Installation
(Rigging)
7.
Time
&
Materials
Repair
Service
8.
Some
Sophisticated
Service
Contracts,
Possibly
Guaranteeing
On-Site
Service
within
24
Hours
(an
important
differentiator
because
low
price
competitors
do
not
have
enough
field
service
people
to
match
these
commitments)****
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(7:50)
1.
Pre-sales
design
/
engineering
of
printing
solutions
(sometimes
extensive,
usually
done
at
no
charge.)
2.
Process
/
Application
Improvement
Consulting
(Evaluate
what
customer
trying
to
accomplish
and
recommend
best
approach.
Might
include
services,
products,
process
/
productivity
improvements,
plant
workflow
/
layout,
etc..
Sometimes
performed
for
fee,
sometimes
free
as
part
of
sales
process.)
3.
Off-Site,
Pre-training
for
Press
Operators
(discovered
extreme
value
in
early
training,
before
operators
are
in
the
rush
of
normal
24/7
press
operations).
4.
On-Site
Training
for
Press
Operators
5.
On-Site
Training
for
Maintenance
Personnel
6.
Installation
(Rigging)
7.
Time
&
Materials
Repair
Service
8.
Some
Sophisticated
Service
Contracts,
Possibly
Guaranteeing
On-Site
Service
within
24
Hours
(an
important
differentiator
because
low
price
competitors
do
not
have
enough
field
service
people
to
match
these
commitments)****
9.
Remote
Diagnostics
/
Monitoring
(e.g.
A
feeder
was
not
engaging.
Remote
Diagnostics
fixed
the
problem
by
having
the
operator
reset
the
delivery
tray,
saving
the
customer
$8,400+???
in
down
time).
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(7:55)
1.
Pre-sales
design
/
engineering
of
printing
solutions
(sometimes
extensive,
usually
done
at
no
charge.)
2.
Process
/
Application
Improvement
Consulting
(Evaluate
what
customer
trying
to
accomplish
and
recommend
best
approach.
Might
include
services,
products,
process
/
productivity
improvements,
plant
workflow
/
layout,
etc..
Sometimes
performed
for
fee,
sometimes
free
as
part
of
sales
process.)
3.
Off-Site,
Pre-training
for
Press
Operators
(discovered
extreme
value
in
early
training,
before
operators
are
in
the
rush
of
normal
24/7
press
operations).
4.
On-Site
Training
for
Press
Operators
5.
On-Site
Training
for
Maintenance
Personnel
6.
Installation
(Rigging)
7.
Time
&
Materials
Repair
Service
8.
Some
Sophisticated
Service
Contracts,
Possibly
Guaranteeing
On-Site
Service
within
24
Hours
(an
important
differentiator
because
low
price
competitors
do
not
have
enough
field
service
people
to
match
these
commitments)****
9.
Remote
Diagnostics
/
Monitoring
(e.g.
A
feeder
was
not
engaging.
Remote
Diagnostics
fixed
the
problem
by
having
the
operator
reset
the
delivery
tray,
saving
the
customer
$8,400+???
in
down
time).
10.
Removal
and
Resale
of
Old
Equipment
(de-rigging).
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(8:00)
1.
Pre-sales
design
/
engineering
of
printing
solutions
(sometimes
extensive,
usually
done
at
no
charge.)
2.
Process
/
Application
Improvement
Consulting
(Evaluate
what
customer
trying
to
accomplish
and
recommend
best
approach.
Might
include
services,
products,
process
/
productivity
improvements,
plant
workflow
/
layout,
etc..
Sometimes
performed
for
fee,
sometimes
free
as
part
of
sales
process.)
3.
Off-Site,
Pre-training
for
Press
Operators
(discovered
extreme
value
in
early
training,
before
operators
are
in
the
rush
of
normal
24/7
press
operations).
4.
On-Site
Training
for
Press
Operators
5.
On-Site
Training
for
Maintenance
Personnel
6.
Installation
(Rigging)
7.
Time
&
Materials
Repair
Service
8.
Some
Sophisticated
Service
Contracts,
Possibly
Guaranteeing
On-Site
Service
within
24
Hours
(an
important
differentiator
because
low
price
competitors
do
not
have
enough
field
service
people
to
match
these
commitments)****
9.
Remote
Diagnostics
/
Monitoring
(e.g.
A
feeder
was
not
engaging.
Remote
Diagnostics
fixed
the
problem
by
having
the
operator
reset
the
delivery
tray,
saving
the
customer
$8,400+???
in
down
time).
10.
Removal
and
Resale
of
Old
Equipment
(de-rigging).
11.
Refurbishment
of
existing
mechanically
sound
equipment
with
new
electronics,
et.
al.
(while
competitors
try
to
sell
new
equipment
only).**
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(8:30)
Pre-sales
design
/
engineering
of
printing
solutions
(sometimes
extensive,
usually
done
at
no
charge.)
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(8:35)
Pre-sales
design
/
engineering
of
printing
solutions
(sometimes
extensive,
usually
done
at
no
charge.)
Customer
wanted
both
cost
/
process
improvement
AND
specialty
color
printing
to
sell
to
specialty
niche
(car
brochures)
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(16:30)
3.
Off-Site,
Pre-training
for
Press
Operators
(discovered
extreme
value
in
early
training,
before
operators
are
in
the
rush
of
normal
24/7
press
operations).
Extreme
Value
to
Customer
–
Minimal
cost
Pressed
customer
to
do
it,
Competitive
Advantage
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(17:00)
4.
On-Site
Training
for
Press
Operators
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(22:45)
8.
Some
Sophisticated
Service
Contracts,
Possibly
Guaranteeing
On-Site
Service
within
24
Hours
(an
important
differentiator
because
low
price
competitors
do
not
have
enough
field
service
people
to
match
these
commitments)****
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(24:14)
8.
Some
Sophisticated
Service
Contracts,
Possibly
Guaranteeing
On-Site
Service
within
24
Hours
(an
important
differentiator
because
low
price
competitors
do
not
have
enough
field
service
people
to
match
these
commitments)****
“Sales
sell
the
first
machine.
Service
sell
the
2nd,
3rd,
4th…”
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(24:44)
8.
Some
Sophisticated
Service
Contracts,
Possibly
Guaranteeing
On-Site
Service
within
24
Hours
(an
important
differentiator
because
low
price
competitors
do
not
have
enough
field
service
people
to
match
these
commitments)****
“Sales
sell
the
first
machine.
Service
sell
the
2nd,
3rd,
4th…”
Local
service
as
a
core
barrier
to
competition
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(26:20)
8.
Some
Sophisticated
Service
Contracts,
Possibly
Guaranteeing
On-Site
Service
within
24
Hours
(an
important
differentiator
because
low
price
competitors
do
not
have
enough
field
service
people
to
match
these
commitments)****
“Sales
sell
the
first
machine.
Service
sell
the
2nd,
3rd,
4th…”
Local
service
as
a
core
barrier
to
competition
More
service
people
in
some
regional
offices
than
competitors
had
in
entire
country
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(26:30)
9.
Remote
Diagnostics
/
Monitoring
(e.g.
A
feeder
was
not
engaging.
Remote
Diagnostics
fixed
the
problem
by
having
the
operator
reset
the
delivery
tray,
saving
the
customer
$8,400+???
in
down
time).
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(27:00)
9.
Remote
Diagnostics
/
Monitoring
(e.g.
A
feeder
was
not
engaging.
Remote
Diagnostics
fixed
the
problem
by
having
the
operator
reset
the
delivery
tray,
saving
the
customer
$8,400+???
in
down
time).
Competitors
may
claim
to
have
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(27:28)
9.
Remote
Diagnostics
/
Monitoring
(e.g.
A
feeder
was
not
engaging.
Remote
Diagnostics
fixed
the
problem
by
having
the
operator
reset
the
delivery
tray,
saving
the
customer
$8,400+???
in
down
time).
Competitors
may
claim
to
have
Differentiation:
There
will
be
ways
to
add
value:
e.g.
24
hour
monitoring
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(28:23)
9.
Remote
Diagnostics
/
Monitoring
(e.g.
A
feeder
was
not
engaging.
Remote
Diagnostics
fixed
the
problem
by
having
the
operator
reset
the
delivery
tray,
saving
the
customer
$8,400+???
in
down
time).
Competitors
may
claim
to
have
Differentiation:
There
will
be
ways
to
add
value:
e.g.
24
hour
monitoring
Offered
3
year
services
agreement
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(29:21)
10.
Removal
and
Resale
of
Old
Equipment
(de-rigging).
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(29:42)
11.
Refurbishment
of
existing
mechanically
sound
equipment
with
new
electronics,
et.
al.
(while
competitors
try
to
sell
new
equipment
only).**
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(30:10)
11.
Refurbishment
of
existing
mechanically
sound
equipment
with
new
electronics,
et.
al.
(while
competitors
try
to
sell
new
equipment
only).**
Strength
of
original
product
lends
itself
to
large
refurbish
business
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(30:24)
11.
Refurbishment
of
existing
mechanically
sound
equipment
with
new
electronics,
et.
al.
(while
competitors
try
to
sell
new
equipment
only).**
Strength
of
original
product
lends
itself
to
large
refurbish
business
A
significant
competitor
to
sale
of
new
equipment!
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(31:36)
2.
Process
/
Application
Improvement
Consulting
(Evaluate
what
customer
trying
to
accomplish
and
recommend
best
approach.
Might
include
services,
products,
process
/
productivity
improvements,
plant
workflow
/
layout,
etc..
Sometimes
performed
for
fee,
sometimes
free
as
part
of
sales
process.)
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(33:37)
2.
Process
/
Application
Improvement
Consulting
(Evaluate
what
customer
trying
to
accomplish
and
recommend
best
approach.
Might
include
services,
products,
process
/
productivity
improvements,
plant
workflow
/
layout,
etc..
Sometimes
performed
for
fee,
sometimes
free
as
part
of
sales
process.)
More
than
just
“selling
a
press”
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(34:29)
2.
Process
/
Application
Improvement
Consulting
(Evaluate
what
customer
trying
to
accomplish
and
recommend
best
approach.
Might
include
services,
products,
process
/
productivity
improvements,
plant
workflow
/
layout,
etc..
Sometimes
performed
for
fee,
sometimes
free
as
part
of
sales
process.)
More
than
just
“selling
a
press”
Given
away
in
pre-sale
mode
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(34:55)
2.
Process
/
Application
Improvement
Consulting
(Evaluate
what
customer
trying
to
accomplish
and
recommend
best
approach.
Might
include
services,
products,
process
/
productivity
improvements,
plant
workflow
/
layout,
etc..
Sometimes
performed
for
fee,
sometimes
free
as
part
of
sales
process.)
More
than
just
“selling
a
press”
Given
away
in
pre-sale
mode
Charged
for
fee
with
existing
customers
Interviews
With
the
Experts
(602.2)
Major
U.S.
Commercial
Printer
Success
Story:
(35:53)
2.
Process
/
Application
Improvement
Consulting
(Evaluate
what
customer
trying
to
accomplish
and
recommend
best
approach.
Might
include
services,
products,
process
/
productivity
improvements,
plant
workflow
/
layout,
etc..
Sometimes
performed
for
fee,
sometimes
free
as
part
of
sales
process.)
More
than
just
“selling
a
press”
Given
away
in
pre-sale
mode
Charged
for
fee
with
existing
customers
e.g.
“These
3
machines
are
only
getting
60%
output.
How
do
we
get
to
85%?”
Interviews
With
the
Experts
(602.3)
Associate’s
Best
Sales
Tools
&
Techniques:
(36:20)
Interviews
With
the
Experts
(602.3)
Associate’s
Best
Sales
Tools
&
Techniques:
(36:33)
A
book
showing
a
picture,
name
and
address
of
every
field
technician
and
technical
support
person
in
the
US
that
was
available
to
help
and
support
the
customer.
Interviews
With
the
Experts
(602.3)
Associate’s
Best
Sales
Tools
&
Techniques:
(36:40)
A
book
showing
a
picture,
name
and
address
of
every
field
technician
and
technical
support
person
in
the
US
that
was
available
to
help
and
support
the
customer.
Cost
justification
models
based
primarily
on
up
time
and
full
utilization
of
the
press
(including
all
costs
of
ownership,
so
customer
would
not
look
just
at
the
lowest
cost
press)**.
Interviews
With
the
Experts
(602.3)
Associate’s
Best
Sales
Tools
&
Techniques:
(37:00)
A
book
showing
a
picture,
name
and
address
of
every
field
technician
and
technical
support
person
in
the
US
that
was
available
to
help
and
support
the
customer.
Cost
justification
models
based
primarily
on
up
time
and
full
utilization
of
the
press
(including
all
costs
of
ownership,
so
customer
would
not
look
just
at
the
lowest
cost
press)**.
Emphasis
is
on
Sales
Team
Interviews
With
the
Experts
(602.4)
Heidelberg,
The
Rest
of
the
Story:
See
our
study
of
the
financial
performance
of
certain
manufacturers
with
high
percentage
of
revenues
from
services.
Note
that
Heidelberg’s
financial
performance
is
not
as
good
as
it
was
prior
to
2000.
Some
key
lessons
to
think
through:
(37:55)
Interviews
With
the
Experts
(602.4)
Heidelberg,
The
Rest
of
the
Story:
See
our
study
of
the
financial
performance
of
certain
manufacturers
with
high
percentage
of
revenues
from
services.
Note
that
Heidelberg’s
financial
performance
is
not
as
good
as
it
was
prior
to
2000.
Some
key
lessons
to
think
through:
(38:05)
1.
Changes
to
the
printing
industry
in
the
last
20
years
Interviews
With
the
Experts
(602.4)
Heidelberg,
The
Rest
of
the
Story:
See
our
study
of
the
financial
performance
of
certain
manufacturers
with
high
percentage
of
revenues
from
services.
Note
that
Heidelberg’s
financial
performance
is
not
as
good
as
it
was
prior
to
2000.
Some
key
lessons
to
think
through:
(38:15)
1.
Changes
to
the
printing
industry
in
the
last
20
years
2.
It
is
difficult
for
any
long
term,
successful
manufacturer
to
diversify
away
from
its
core
strength…
Interviews
With
the
Experts
(602.4)
Heidelberg,
The
Rest
of
the
Story:
See
our
study
of
the
financial
performance
of
certain
manufacturers
with
high
percentage
of
revenues
from
services.
Note
that
Heidelberg’s
financial
performance
is
not
as
good
as
it
was
prior
to
2000.
Some
key
lessons
to
think
through:
(38:25)
1.
Changes
to
the
printing
industry
in
the
last
20
years
2.
It
is
difficult
for
any
long
term,
successful
manufacturer
to
diversify
away
from
its
core
strength…
3.
Heidelberg’s
presses
are
so
well
built,
last
so
long
and
are
so
expensive…
what
are
implications
for
sustaining
the
business…?
Interviews
With
the
Experts
(602.4)
Heidelberg,
The
Rest
of
the
Story:
See
our
study
of
the
financial
performance
of
certain
manufacturers
with
high
percentage
of
revenues
from
services.
Note
that
Heidelberg’s
financial
performance
is
not
as
good
as
it
was
prior
to
2000.
Some
key
lessons
to
think
through:
(38:35)
1.
Changes
to
the
printing
industry
in
the
last
20
years
2.
It
is
difficult
for
any
long
term,
successful
manufacturer
to
diversify
away
from
its
core
strength…
3.
Heidelberg’s
presses
are
so
well
built,
last
so
long
and
are
so
expensive…
what
are
implications
for
sustaining
the
business…?
4.
Heidelberg’s
key
customers
were
family-owned
businesses
that
were
acquired
by
larger
firms.
Did
the
service
and
quality
competitive
advantage
fail
to
survive
this
customer
consolidation?
Interviews
With
the
Experts
(602.4)
Heidelberg,
The
Rest
of
the
Story:
See
our
study
of
the
financial
performance
of
certain
manufacturers
with
high
percentage
of
revenues
from
services.
Note
that
Heidelberg’s
financial
performance
is
not
as
good
as
it
was
prior
to
2000.
Some
key
lessons
to
think
through:
(38:45)
1.
Changes
to
the
printing
industry
in
the
last
20
years
2.
It
is
difficult
for
any
long
term,
successful
manufacturer
to
diversify
away
from
its
core
strength…
3.
Heidelberg’s
presses
are
so
well
built,
last
so
long
and
are
so
expensive…
what
are
implications
for
sustaining
the
business…?
4.
Heidelberg’s
key
customers
were
family-owned
businesses
that
were
acquired
by
larger
firms.
Did
the
service
and
quality
competitive
advantage
fail
to
survive
this
customer
consolidation?
5.
Did
diversification
into
services
and
consumables
save
Heidelberg?
(TI)*
Interviews
With
the
Experts
Summary:
(38:57)
Interviews
With
the
Experts
Summary:
(40:05)
Key
is
the
right
people
in
front
of
customer
Interviews
With
the
Experts
Summary:
(40:12)
Key
is
the
right
people
in
front
of
customer
Not
telling
customer
what
he
wants
to
hear
Interviews
With
the
Experts
Summary:
(40:16)
Key
is
the
right
people
in
front
of
customer
Not
telling
customer
what
he
wants
to
hear
Making
right
recommendation,
the
truth
Interviews
With
the
Experts
Summary:
(40:23)
Key
is
the
right
people
in
front
of
customer
Not
telling
customer
what
he
wants
to
hear
Making
right
recommendation,
the
truth
Services
is
the
key
Thanks
for
Joining
Us
–
Some
Details:
(41:00)
Names
are
disguised
*
“Summaries
of
complex,
long
term
efforts…
Intended
to
communicate
principals
and
concepts…
Estimates
of
benefits…
May
have
been
altered
to
protect
confidentiality…”
Remember
to
ask
us
for
the
rest
of
the
story…
For
more
Interviews
with
the
Sales
Experts,
go
to
www.tomingraminc.com
Contact
Us
at
972-394-5736
or
tom@tomingraminc.com
Wrap
Up:
Contact
us
at
972-394-5736
or
tom@tomingraminc.com