Q&A with Systel’s Keith Allison, Ray Bullins and Jacqueline Smith
The Cannata Report continues to gauge the distribution channel’s status with regard to production printing. This marks the fifth installment in our series of how several dealers are managing the production print segment of their respective dealerships. We decided to re-interview Systel Business Equipment of Fayetteville, North Carolina, because so much has changed in the past four years: production-print generated revenues have doubled since 2021, when the dealership added 15-year Xerox veteran Ray Bullins to its team! Systel Business Equipment presently enjoys a 95% closing rate for production business contracts.
We first reached out to Keith Allison, president and chief executive officer, who founded Systel Business Equipment in late 1981 and has since adopted a blended strategy of acquiring commercial printing firms. Allison suggested that we speak directly with Bullins (RB), manager of production print and business solutions, as well as with Jacqueline Smith (JS), vice president of marketing. Keith (KA) adds his thoughts at the end of the piece, but we begin with Ms. Smith:
FC: How long have you been selling production printing?
JS: Systel has been engaged in the production print market for over 20 years, starting with Océ products back in 2003, but the most significant growth and success came with the addition of the Konica Minolta line in 2009, which marked a pivotal turning point in our capabilities and market presence.
FC: In the very beginning did you use SMEs (subject matter experts) to guide you through the applications? If not, how did you learn about the critical aspects of the business and gain the ability to respond to customers’ potential questions?
JS: In the beginning, we did not rely heavily on SMEs. Instead, we learned about the business through hands-on experience, manufacturer training, and close collaboration with our early customers. It was not until 2013, 10 years after entering the market, that we hired our first dedicated production printing specialist. This role was created not only to serve as a subject matter expert for our customers but, more importantly, to support our sales team to grow this specific area of the business.
FC: How important is the production printing business for Systel Business Equipment and, if you are comfortable sharing, to the revenue you receive from that segment of the business?
JS: The production printing business is a critical and growing segment for Systel, and a key target area of growth. Over the past four years, we have successfully doubled our annual production print revenue, a direct result of our strategic investment in building a strong, knowledgeable team led by Ray Bullin. Their leadership and expertise have driven consistent month-over-month performance, strengthened customer relationships, given our reps the tools to find new opportunities, and positioned us for continued growth in this space.
We then asked Bullins to respond to some questions about the Systel Production Print Business:
FC: When did you join Systel Business Equipment? Where did you gain the experience and knowledge of selling production print?
RB: I joined Systel four years ago and, as you are aware, they have been at it [production printing] since 2003. I spent 15 years with Xerox prior to joining Systel.
FC: In looking at the overall production printing market, please describe the approach Systel has taken to realize the best results.
RB: Our approach has been to look for that dissatisfied customer. We begin by assessing what they want or need and [then] produce an appropriate recommendation. We feel our abilities to satisfy the customer are second to none. We invite them to visit and spend a day with us. We have a unique CEC set up by Keith. In the beginning he acquired a commercial printer, which he converted into a Customer Experience Center—he did not call it that but that is what it was—by moving in the products from Konica Minolta and Ricoh we were selling. It became our demo area.
That worked out so well, he bought another five or six of the commercial printers. Bear in mind this gives us the ability to offer a complete service along with specific products. For example, if the customer has one or two large jobs they need done once a year, we offer to do that for them. Of course, we then sell them a less expensive product that meets their regular needs. They have become customers of our commercial printers in addition to purchasing machines, supplies, and service.
FC: Within the breadth of products that Konica Minolta and Ricoh provide, what portion or segment have you been most successful with, and why do you believe that is so?
RB: We have several starting with the C5300 series and C7500 from Ricoh and KM 4880’s. You could say they are entry-level machines for production work.
FC: We can understand that the wide range of products creates a positive selling environment. What is your closing rate?
RB: 95%.
Allison then wrapped up the interview:
FC: Keith, why should a dealer get into the production printing space?
KA: Production printing has become a major component of our long-term vision to be the most trusted and innovative technology partner in the industry. Our success in this space is the result of strategic foresight, consistent commitment to quality and training, and investing in the right specialist and technical support teams to lead our efforts. As we look ahead, we see production not just as a product line but as a platform for our business model to provide our customers with products that can take their business to the next level.
Final Thoughts
It never ceases to amaze me how individual dealers can step up with a unique response to a situation whether it is marketing, sales, or service. What Allison did in recognizing that, by buying a commercial printer which, in effect, created a CEC was brilliant. It was an extremely unique approach to selling production printing. It became his demo area, and he hired printers to work on the Konica Minolta and Ricoh products. In other words: using the same machines to fulfill contractual obligations to customers as they are supporting the sales team to sell those same products. Note that these people were not salespeople but were key to helping the sales team with its 95% closing rate.
This is why we revisited the Systel Business Equipment team, which truly demonstrates what innovation means. They broaden the market in terms of products that they can offer. Bullins said it best: “With the product lines we have, we can satisfy any customer that walks through that door.” At the same time, the salespeople must be ecstatic because all they must do is get the prospects there, and the staff gets it done.
