MPSA Commentary

MPSA Member & MPS Industry Commentary
  • 06-May-2019 1:29 PM | Anonymous member (Administrator)

    by Mark Schneider, National Sales Manager, Y Soft

    In February 2019, Quocirca published their 2019 Print Security Research revealing that 59% of businesses have experienced a print-related data loss in the past year. Quocirca also reported that it could cost, on average $413,000 per annum to deal with such a loss. So, it is unsurprising that 66% of respondents ranked print services as their top security risk, second only to cloud-based services.

    Print security can be challenging. Think of it as the attacking zone on an ice hockey rink. The goalie and defensemen are all working together to defend against the opposing team scoring a goal. It requires teamwork between the defensemen (you, the device provider, and the print management provider) and the goalie (your customer).

    Print Environment - Potential threats & prevention

    When looking at the role each of the team members play, we need to first consider what they are defending against. Here are four key areas of an organization’s print environment that pose a security risk and how “the team” can defend against them:

    1. MFD Hard Drive

    Device provider - The MFD service provider should have processes in place for securing the MFD hard drive during use, during servicing and in the event of decommissioning which includes destroying any data on the hard drive.

    Print management provider - Should not permanently store print, scan, fax or copy data on the MFD’s hard drive.

    Customer - Agree on policies with the device provider for the protection of any MFD hard drive and the associated data during use, servicing and when decommissioning the device.

    2. Device Access

    Device provider - As well as securing physical access to the MFD and its working parts, you should advise your customer on compatible print management providers that support authentication and control the release of jobs from the MFD.

    Print management provider - The print management provider should offer a variety of authentication methods including employees using their ID cards, PIN codes, login passwords or a combination of methods. For some customers fingerprint authentication may offer an additional level of security.

    Customer – Through their print management software, your customer’s IT administrator may set up rules and policies to further control over who, when and which devices can be accessed. The customer may also have policies about sharing digital documents.

    3. Network Access

    Device provider - Ensure you adhere to the strictest security standards for all system components and points of vulnerability by continually testing and applying the required software patches to ensure the MFD and the associated data is protected. You should also be benchmarking yourselves against industry leaders in printer security protection.

    Print management provider - With data passing between devices, servers, systems, and the MFD, multiple data transfers are taking place over multiple communications pathways, and the preferred print management provider should be securing data in all states (in use, at rest and in transit). They should also be ensuring that up-to-date cryptographic protocols are correctly deployed.

    Customer - Providing a firewall and encryption are table stakes.  Working with the device provider and print management provider is key to ensure that security is an ongoing conversation that should happen regularly to ensure that new protocols are discussed and implemented.

    4. Secure Printing

    Device provider - Enabling users to securely print from any convenient MFD or networked printer within the print infrastructure is made possible with pull-printing. It is essential that the device is compatible with a print management solution that enables pull-printing.

    Print management provider – The pull-printing solution should be intuitive to users and provide the customer with options: card reader, username/password, PIN or any combination. And for IT ease, it should work with the corporate director and be easy to administrate.

    Customer – Because most internal data leaks are accidental, educating employees on the importance of secure printing and data privacy is important.

    The importance of reporting and tracking

    On-ice data analytics is playing an increasingly important role in the performance of an ice hockey team. This is also true for an organization’s print environment. Tracking and regular reporting enable your customers to identify new policies to govern and secure their print environment. To ensure security is maintained, it is important that your customer has visibility of usage data. This means ensuring the device is compatible with leading print management solutions that provide valuable, fact-based reporting.

    Print Security – a team sport with a year-round season

    The changing technical landscape means that protecting data and preventing security breaches is a necessity. It is not a box ticking exercise, simply by taking your position on the rink and covering the ice. It is about working together as a team to predict attacks and defend your goal. It is an ongoing process and only by working as a team can you ensure your print environment remains secure.

  • 21-Apr-2019 4:26 PM | Anonymous member (Administrator)

    by Mitchell Filby, First Rock Consulting

    Today, many businesses across many industries are in an accelerated state of change. This appetite for change is driven by their need to survive and prosper in a rapidly changing marketplace. This is no more evident than what is occurring across the office printing industry globally.

    One of the many challenges (or some would say legacies) that this industry has faced and continues to face is that of its wonderful success globally over the past 30-odd years. From the office equipment manufacturers (OEMs) through to every player and provider that operates as part of the channels to market, it has been a wonderfully successful sales and marketing driven business. 

    The business model that was driven via the OEM brands and many of the resellers and dealers provided the impetus to virtually saturate an ever-growing market. Therein lies the challenge.

    A manufacturing-based business must be fed. When products are in demand and markets are growing, manufacturing is built to support output levels including peaks. The same strategy doesn’t usually apply when the direction of growth is going in the opposite direction. Typically, when manufacturing volumes decline, you either invest in better automation to bring down costs, pressure partners for lower input materials, cut back on costs through labor reduction (staff cutbacks, redundancies, etc.), reduce or lean out the supply chain that reduces inventory levels, or you reduce overall manufacturing volumes. Alternately, a combination of some or all the above may apply.

    However, the impact of such changes, more so related to reducing manufacturing volumes, is that the unit costs of manufacturing go up.  At some stage, there is a tipping point. If the tipping point occurs, this will increase unit price and will be most likely shared across regions and the globe.

    Although in the past it was possible, when one region was in either a flat or declining market, other regions could or would support the total manufacturing unit number, providing a level of support to protect the global unit manufacturing costs. This is less likely to occur in the future with falling unit and print volumes from most major markets occurring in the last two to three years. Even with growth coming out of new geographical regions it will still not be able to underpin the impending impacts of the forthcoming decline.

    The Butterfly Effect

    When manufacturing costs increase, they are often passed on through the channel and ultimately to the end customer. When this occurs, market demand can further decline as pricing is not as favorable in comparison to other brands. Providers (direct sales teams, dealers and resellers) that distribute, market and sell the higher cost product feel the effect as well. 

    Customers ultimately have a choice. When customers struggle to see the value or difference between one brand or the other, they will usually fall back to price.

    Ultimately what occurs is the ripple effect (butterfly effect). We have had these effects in the office printing industry in the past, but the ripple has always been so lightly felt. However, this is changing in a very dramatic way. 

    As print volumes continue to decline globally due to increasing digitization and coupled with increasing device consolidation, the office print industry globally is on the tail end of market maturity. 

    The impact will be that brands (OEMs), print providers, dealers and resellers will be squeezed through tighter margins. Resellers and dealers may be the first to change or be impacted as many are on the front line and feel the effects first. 

    Some of the smarter businesses are doing just that – they are changing and they are being assisted by able business partners. However, the majority are still holding out and believing the bathwater is still warm. By the time these organizations recognize the temperature has gone cold, it will be all too late. 

    So, we now know why this is happening, but what is the larger impact on the industry? 

    The industry is currently feeling the effects of a shortening business model or manufacturing-based lifecycle. Instead of a product (or product set) having a manufacturing life span of 20, 30 or 40 years, the office printing industry is now on the verge of a sharp fall. The product set is running out of runway, and I’m not referring to a new piece of hardware (kit) released every five years or a retooling the plant. 

    Obviously, redesigning manufacturing plants to manage lower production cycles is an option, but it’s not going to be the strategy of all the remaining players. Maybe the last one or two within the industry sector can play this game. The others must take a different path, deploy a different strategy.

    The Market Maturity Tail is Shortening

    Although the Rogers Bell Curve (see figure below) is about the technology adoption lifecycle, it is equally useful to illustrate the focus on innovation. The reason why innovation has become increasingly important is more related to the shortening of products in the market at the back end of the cycle. If you have a shortening cycle or your product matures quicker, the focus and attention must be on renewing or innovating faster. Many industries — and the office printing industry is one of them — are now seeing the full effects of a shortening or decreasing market life span.

    does innovation = distruption

    This is not to say that the industry will disappear anytime soon because it won’t. It will continue to exist, but not the way it has in the past. We are now in one of the latter phases of a flattening market (short market tail). We have seen, and will continue to see, brands (manufacturers) consolidate. 

    Today, in fact, we are witnessing some of the most successful global brands pivoting and refocusing their direction on a new future. They are either exiting the office print industry altogether, merging or being acquired by another office printing brand. Some are choosing to split parts of their business to either refocus their attention to new adjacent markets or create a new play in a new market.

    Some have also recognized that breaking the business up helps to create and make transparent a new asset value (class) that was previously was trapped in a somewhat slowly decaying carcass. Maybe this is more of a push to satisfy shareholders or to take advantage of available investment funds.

    Whatever the reason the office printing is presenting at an inflection point.

    Where to From Here?

    Well, the playing field is certainly changing, and innovation has sped up. In fact, it has accelerated at phenomenal rates due to the realization that businesses can no longer launch an innovative product (or business) in the market and watch it have a 30-plus year run. It is more likely that it will be obsolete, redundant or disrupted within five,10 or 15 years. 

    Due to the shorter life, organizations are looking at innovative (and some disruptive innovation) to sustain their growth. Incremental innovation (e.g.,  a faster more powerful processor or better process improvement) won’t be enough. The focus must be on leapfrog innovation – innovation that takes a “design thinking” perspective rather than looking at today’s environment requirements only.

    Parallel to this changing dynamic is the increasing emphasis on aligning businesses to a customer-centric view, or businesses focused on the future industries that are evolving such as the “customer immersion industry” or the “customer experience industry.” 

    We are seeing many clients, customers and consumers around the world continue to be educated and conditioned around the benefits of such permeating technologies led by an assortment of technology players who provide solutions and experiences in the areas of mobility, big data, cloud, virtual reality, augmented reality, analytics, IoT, 3D, drones, AI — and the list goes on. 

    This accelerated appetite of innovation takes advantage of technology infrastructures, platforms and applications that are driven and leveraged by a variety of existing and new technologies and customer-centric business models. 

    Additionally, the ability to compete and gain access to low-cost technology is changing the way both new and old businesses compete. Green field businesses are now disrupting older, well-entrenched businesses of the past. Business that have been successful in the past are now being eroded by new entrants that are using technology and low-cost models to outcompete the competition. 

    Businesses that have built a successful business on decades of experience and infrastructure are being challenged by businesses that don’t carry dedicated workforces or don’t carry legacy infrastructure to operate. They scale, they are agile and deploy quickly. They are becoming the new norm. 

    They operate on an agile business model and are changing the way they engage their customers. These new business models are shaped around being more customer-centric, engaging at an individual level, being able to respond at a faster rate and at a deeper level through predictive analytics.

    Therefore, the question that now remains is — how is your business going to adapt going forward? How are you going to drive leapfrog innovation, not just incremental change? The way you have always done things in the past does not mean or guarantee your success in the future. 

    As someone said to me, “if nothing changes, nothing changes.”

  • 07-Mar-2019 5:32 PM | Anonymous member (Administrator)

    by Ondřej Krajíček, Chief Technology Strategist, Y Soft

    Cloud computing exploded onto the technology scene and has impacted almost every aspect of an organization. The continued rise of the cloud is driven by the benefits realized in efficiency, productivity, cost control and workforce mobility.

    Choosing a cloud-based solution for your print management and document capture needs can remove some administrative tasks and related costs, saving time and freeing up IT resources to focus on more important strategic elements. Cloud based solutions enable organizations, such as small businesses, to increase user productivity and ramp up document security even without having their own IT resources. Cloud solutions also add value by eliminating or vastly reducing server maintenance costs, application and print servers alike.

    The right model for your print infrastructure?

    As organizations continue to digitally transform, there is an increased demand on IT capacity and a hunger for new capabilities. Should your organization continue to deploy print services on-premise, in a private datacenter or a private cloud? The answer, of course, depends on the organization’s specific needs, the organization’s overall cloud strategy, IT capacity and other factors.

    Leading print management and document capture solutions can typically be deployed on-premise, partially on-premise/partially in a private cloud or completely in a private cloud. To be clear, by private cloud, we mean a dedicated set of IaaS resources hosted by a cloud provider such as AWS or Microsoft Azure.

    Not all print management and document capture solutions can deploy in these three ways easily and cost effectively, so investigating how the print services solution is designed can affect your options. For the most flexibility, choose a solution that is designed to be able to scale for your growth needs and can easily move from on-premise to a combination of on-premise/private cloud or can be offered entirely in a private cloud. Bear in mind, that your needs and strategy always evolve, and investing in a solution that can naturally transform from one model to another, without significant migration costs and duplication of effort, can provide significant savings in the future too.

    The model you choose for your print environment is essential in ensuring you have the right level of control and security to protect your systems and data while balancing costs, flexibility and manageability. Organizations are typically concerned with three areas when thinking about where print services are managed: security, IT burden and data/bandwidth costs. The table below outlines where these concerns most often rank for each deployment model.


    Partial On-Premise/Partial Hosted Private Cloud

    Hosted Private Cloud

    Higher as print/scan jobs and job meta data are behind the firewall

    High as print/scan jobs can remain behind the firewall; only the job meta data goes to the private cloud for reporting purposes

    Lower as some companies may be concerned that print/scan  jobs are processed in the cloud. Job meta data stays in the cloud for reporting purposes

    IT Burden
    Higher as the company is responsible for entire print infrastructure

    IT Burden

    Lower as company’s IT is only responsible for on-premise part of infrastructure

    IT Burden

    Lowest as company’s IT has little print infrastructure burden

    Data/Bandwidth Costs
    Lower as data transfer is local

    Data/Bandwidth Costs
    Higher as the company pays data transfer for meta data traffic

    Data/Bandwidth Costs
    Highest as the company pays for job and meta data transfer costs. Latency may be an issue

    Hosting your print management and document capture solution in the cloud, regardless of the model you choose, is not a pinnacle of progress. Besides costs, privacy, security and availability, needs and concerns may lead you to IoT edge-based print management and document capture solutions, providing coverage for the organization’s user base where cloud availability/connectivity is a concern and yet having servers on-premise is a pain point.

  • 01-Nov-2018 9:37 AM | Anonymous member (Administrator)

    The MPSA is pleased to welcome its new president, Tawnya Stone.

    Q: How long have you been involved in the MPSA and in what role/s?

    A: GreatAmerica has been an active member and supporter of the MPSA since its inception, and my personal involvement includes serving as a judge for the 2016 MPSA awards.   

    Q: What experience do you bring to this role?

    A: I have been involved in the MPS industry for several years, primarily interfacing with dealers and helping them utilize technology to improve their internal processes. I also had the opportunity to serve on the CompTIA MPS community for five years before becoming the chair for the past two years. That experience gave me the chance to partner with many industry leaders and dealers to create MPS related resources and deliverables. Now that the MPS Community has been absorbed into another CompTIA community, I am excited for the opportunity to continue working with others to focus on furthering MPS education and knowledge.  With over 20 years of IT experience with an emphasis on billing/invoicing and integrations, I am excited to bring a technology perspective to the association.

    Q: What changes or opportunities are you seeing in MPS that excite you the most?

    A: It seems like dealers understand that what made them successful in the past may not be what keeps them successful going forward. We have seen different strategies emerge, but the ability to deliver a valuable MPS program is one of the most complementary to their current business model. I love being a part of something that drives our industry forward and provides assistance to dealers that want to advance their businesses.  I look forward to helping the dealer community on this endeavor!

    Q: What do you enjoy doing in your spare time when you’re not at work?

    A: I have two kiddos (ages 14 and 10) that keep me busy shuttling them between dance, soccer, baseball and basketball. Since I spend so much time in the car, I am an avid audiobook lover. As a family, we love to play all kinds of games … board games, card games, dice games, etc.  We have found it is a great way to get everyone to unplug from their electronics and spend time together.

  • 29-May-2018 9:42 AM | Anonymous member (Administrator)

    Rounding out the Q&A series, we chat with board member and longtime membership chair Kevin Morris.

    Q: How long have you been involved in the MPSA and in what role/s? 

    A: I was elected to the MPSA Board of Directors in 2012.  I have been serving as the Membership Chairman since I was first elected to our board. 

    Q: What experience do you bring to this role? 

    A: I have been in the office equipment industry for 36 years and have been in Managed Print Services for 18 years.  I have seen the good, the bad and the ugly.  Contrary to a lot of public press, I believe that our future is very bright.  We simply need to remember the genesis of our industry and learn ways to better serve our clients through continually offering the best possible solutions to meet our client's ever-changing needs.

    Q: What changes or opportunities are you seeing in MPS that excite you the most? 

    A: Honestly, the thing that excites me most is people saying that MPS is dead.  From my contrarian point of view, I believe that it couldn't be further from the truth.  Our company continues to grow at a solid rate by putting the "M" in Managed Print Services.  I rarely see a competitor who offers anything more than selling equipment with service and supplies and calling it MPS.  At our company, we truly manage our clients workforce automation.

    Q: What do you enjoy doing in your spare time when you're not at work? 

    A: I thoroughly enjoy spending time with my family, traveling to countries across the globe and finding the best food and wine available anywhere!

  • 26-Mar-2018 1:54 PM | Anonymous member (Administrator)

    More from the MPSA Q&A series with board member Mitchell Filby.

    Q: How long have you been involved in the MPSA and in what role/s?

    A: I have been an individual membership holder since about 2009, shortly after the MPSA was established. I have also been on the education committee for about six years. For the last two years I have been a board member of the MPSA. 

    Q: What experience do you bring to this role?

    A: In a word – INSIGHT. 

    I think my most valuable contribution is built around a fabric of knowledge and insights through working in the industry for over 28 years where I held a number of senior executive roles in strategy, sales, marketing and operations across both office and production environments. 

    However, over the last nine years I have built an independent consulting practice focused around innovation and strategy. In this position it has given me unique insights to how boards and C-level executives are looking at their business around innovation, strategy, operations capability and technology enablement. At the same time I work with many industry players in helping them develop new approaches to markets and or customer segments.

    In summary, my experience is also a responsibility to continually help our industry adapt and evolve to the changing requirements of the market and the customer environment.  

    Q: What changes or opportunities are you seeing in MPS that excite you the most?

    A: The MPS industry is continually adapting and reshaping its capabilities in response to a changing and growing demand from businesses and their decision makers to do more with MPS or to go further around digitization. With a unique set of lenses across the global market, I see many challenges that face the industry as opportunities to advance our industries relevance to end customers. Although we see digitization or services based solutions impacting print device assets and print volumes, this at the same time allows providers to better understand and reshape their business around changing client needs. As they say, clients will show you the way.

    However, to do this there has to be a change of business practice around how many providers engage the market. Some businesses are better designed to deliver base line MPS while other businesses have a vertical industry or technology capability to support a customer differently and evolve the MPS offering.

    What I am seeing is the start of MPS divergence and this will move at an accelerated rate over the next two years. As the industry starts to consolidate and what I mean as industry consolidation is that OEMs can no longer fund a direct go to market model the way they have in the past. They are no longer able to build a large sales, marketing and service operation and take this program directly to end customers. As print volumes and margins reduce, OEMs cannot afford the cost base and therefore have to move to more an 80-20 ratio of indirect to direct. 

    In my view, they will move even more to a wider channel distribution model. This will provide even greater opportunity to the wider dealer community or to market entrants who feel they can disrupt existing old style dealers or service providers that haven’t addressed key market segments effectively.

    The key for many dealers is all about understanding and testing their key core strengths and then leveraging this to better evolve and become adaptive and agile in specific market segments. Many existing MPS dealers and MPS service providers have strong core competences in their specific knowledge domains, but the key is how they will use this going forward. Ultimately the secret sauce is about how they blend the balance – that is, bringing in revenue today so they can sustain future growth. Fortunately for the industry, they are still the most powerful sales-led industry workforce out there today. If any industry group can adapt, its this industry.  

    Q: What do you enjoy doing in your spare time when you're not at work?

    A: There is not much spare time when you run your own business and have active kids who overachieve in 14,000 sports! Business never stops and guess I never stop either. However I am fortunate that family and business are my two passions and with anything in life – it’s a comprise and balance. Knowing where and when that balance should occur is the skill that I’m still mastering.

    Also my unfair advantage is I have a background in many different sports across many different continents. This includes the NFL (I made summer camp in 1988 for the Dallas Cowboys – not bad for a traveling Aussie). A natural DNA and competitive drive makes working hard not actually hard work!

  • 26-Feb-2018 4:10 PM | Anonymous member (Administrator)

    The MPSA Q&A series continues with Annie Willert.

    Q: How long have you been involved in the MPSA and in what role/s?

    A: Personally, I’m rather new to the MPSA – however, my company LMI Solutions has been a corporate sponsor for some time, so I’ve been familiar with the organization and the value they have brought to our company and the industry as a whole. I am excited to become more involved!

    Q: What experience do you bring to this role?

    A: Having grown up in this industry (as the daughter of Gary Willert, President of LMI), I bring a unique perspective to this role.  I’ve watched the Managed Print space grow and evolve over the past ten, five — even over the last two years.  This unique position has afforded me the opportunity to bring in fresh ideas to a space that is continually evolving.

    Q: What changes or opportunities are you seeing in MPS that excite you the most?

    A: As I discussed in the question above, the Managed Print space has evolved so much in recent years—thanks to innovation.  This is where I find most of my excitement and interest lie. There is a multitude of great tools and software systems that can help dealers streamline their processes and maximize their profits—, and it’s exciting to be able to offer homegrown, automated tools.  Being able to help dealers identify these pain points and offer solutions that can provide them with that leading edge is definitely cause for excitement.

    Q: What do you enjoy doing in your spare time when you're not at work?

    A: For those that know me, they know that family is extremely important to me.  I love spending time with them – which is good, since I work with all of them! I love to watch movies and binge on TV shows, I am a total foodie (especially spicy food!), I am a passionate AZ Cardinals fan – and the reigning champion of the LMI Fantasy Football league. On the occasional day that I decide to be active, I will either play golf, take my dog for a walk, or attend an Orange Theory class.

    Besides my family, my free time is spent with my husband, Bryce, and our miniature goldendoodle, Nash (after Steve Nash), - if you see me at a show, I will gladly show you pictures!

  • 29-Jan-2018 1:40 PM | Anonymous member (Administrator)

    Our continuing series spotlighting the MPSA board and executive committee features Jennie Fisher.

    Q: How long have you been involved in the MPSA and in what role/s? 

    A: I became involved in the MPSA in 2009 by way of attending various events. I become involved with the Board as follows: 

    • 2012 - 2013 – Board of Directors  (Infrastructure)
    • 2012 – Present -  Membership Committee
    • 2017 – Present - Board of Directors (Chair of Collaboration Committee)

    Q: What experience do you bring to this role?

    A: I bring vast financing experiencing which is important given 95% of all office equipment is financed. GreatAmerica brings great experience and credibility by way of offering a bundled product, and provides the finance solutions, the documentation and the integrations to support MPS transactions. I’ve worked with many of the leading dealers in our industry as they have gone down the MPS path and feel this perspective will be helpful to the MPSA.

    Q: What changes or opportunities are you seeing in MPS that excite you the most?

    A: I feel like the group is energized and continues to be focused on helping the office equipment dealer/re-seller incorporate managed print, or enhance what they are currently doing. There are many dealers offering MPS as part of their go-to-market strategy, but there seems to be great opportunity in perfecting their success—I think an organization like MPSA is well poised to bring the experts together to help educate and share best practices and make that happen.

    I look forward to various educational seminars that we are working on at this time. Through the collaboration committee, I look forward to spreading the word on what MPSA can do through industry associations and organizations.

    Q: What do you enjoy doing in your spare time when you're not at work?

    A: In the summer months I enjoy long walks, bicycle rides with my friend, leisure rides in my new toy and nurturing my yard and flowers.

    In the winter months I look for places to go that are warm! When I am not somewhere warm, I enjoy spending time at home cooking and reading.

    No matter where I am, I always enjoy spending time with friends and family!

  • 10-Jan-2018 9:28 AM | Anonymous member (Administrator)

    by Mark Schneider, Y Soft North America

    You’ve optimized your customer’s printer fleet and are managing their consumption, servicing and output. Is that the end game? If your customers are not asking for more services to help them be competitive, they soon will be.

    Under the broad term "business processes," organizations are looking for ways to speed up business by replacing human intensive processes – like paper-based processes – with automated workflows. There are many reasons to do so and collectively they go under the umbrella of productivity. But it goes a lot deeper than that.

    Before I go further, let me say that I am not advocating for a paperless office, nor replacing humans with machines. Far from it. There are reasons for office printing and scan to email. However, in many cases, there is a need to collaborate or repetitively process documents and manually copying, emailing and storing paper is not effective.

    What are the productivity gains for your customers?

    • Reduces human error. Think about the steps required to scan a paper document to email and how many errors can be made between the email arriving and it being downloaded from email, saved, shared and then stored. In industries where compliance regulations are required, human error can be costly and devastating.
    • Finding documents. In healthcare, this is the biggest driver toward electronic patient records. Digital documents can be searched and found much faster than their paper counterparts. Additionally, it is faster to share with other physicians. This applies to any industry.
    • Workflows can define consistency. Again, think back to the manual scan to email. The user has to decide many parameters: is it going to be a PDF or JPG, 200 dpi or something else, black and white or color. And, when they save it to their desktop, how will they name the file. Records management consistency becomes a huge problem. Workflows can dictate these parameters so the organization has accurate and consistent files.
    • Automatic delivery to a pre-defined destination. Whether a company uses a cloud-based document repository, an on premise application or a simple networked file system, automated scan workflows can automatically send a digital copy to a specific folder or even create a folder in the defined destination.

    This automatic delivery means the user has to only select the desired workflow (one touch of a menu) and then can shred the document. We call this scan and forget. The user doesn’t have to worry about anything once the scan workflow begins. All the things mentioned above happens without user interaction. This also solves a security issue. Scan to email means the user can send the document anywhere – unintentionally or purposefully to the wrong internal employees or external people.

    And lastly, IT administrators know that storage required for mail servers is not at an insignificant cost. Files shared by email is an enormous strain on mail servers. Similarly, facilities doesn’t appreciate rooms full of boxes or file cabinets which could be instead used for much more productive use.

    If you are looking for additional business process services to offer your MPS customers, look no further than the multifunction device where automated scan workflows can provide productivity increases. As customers look for ways to improve, they can find these services from a host of providers if they don’t see it offered from you.

    Y Soft has created an eBook on automated scan workflows. We invite you to download The Power of Automated Scan Workflows and learn how simple using workflows are for users and how easy it is for print administrators to create dedicated workflows for paper-based processes.

    Contact Mark at

  • 18-Dec-2017 6:48 PM | Anonymous member (Administrator)

    Continuing our Q&A series with members of the MPSA Board of Directors is Ron Alphin, ABM Federal.

    Q: How long have you been involved in the MPSA and in what role/s?  

    A: I first became a member of MPSA in 2009.  I immediately joined the newly formed Standards committee as the first group was formedI served as a member for the first four years, then as Chair for next two years, and have been its Executive Sponsor ever since.  This is my third consecutive term as a Board Member.

    Q: What experience do you bring to this role?

    A: I started in the in the imaging industry 12 years ago. The first two years were for a Canon dealership. I started there selling copiers, and then moved to their new roles selling managed print services and managed network services.

    I then went to a national distributor, Supplies Network, for eight years.  They were just starting to build their MPS program and needed someone to build out sales and operational infrastructure. After we got the program established and growing, we migrated the sales to general sales members and focused them on just MPS, and I moved to fully build out efficiency and delivery of operational components of service, supplies, contracts, and software components. 

    I then moved to a supplies and parts remanufacturer, LMI Solutions, for a year and a half to focus on their operational delivery solutions around their MPS program. 

    Most recently I have taken on the buildout of the MPS solutions for a government-focused reseller, ABM Federal, where I am focusing on all services and solutions for the federal government.

    Q: What changes or opportunities are you seeing in MPS that excite you the most?

    A: In general, I love to see companies focusing more on the software and true solutions around managing documents and information. It’s exciting to see this evolution beyond the early days of just focusing on the devices and supplies. 

    Specifically to my new role and company, I am very excited with the opportunity to bring MPS and other solutions to the government space.  Due to the strict requirements around information and security, and their very structure, they have been slow in their adoption of the type of efficiency and cost savings solutions like MPS can provide. They are where the commercial market was about eight years ago.

    Lastly, I am excited with all the options that exist for providers today.  It is much easier to partner, or even build and deliver your own solutions today than it has ever been. 

    Q: What do you enjoy doing in your spare time when you're not at work?

    A: As I grow older, it has become easier for me to understand the most important things in life, and time with my family and friends is very fulfilling.  However, those that know me well know I enjoy cigars, beverages, beach, and to chase my errant golf shots as a true hacker.

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