Canon Profit May Miss Forecast, Fall 12% in 2008, Nikkei Says

Wow...12%...

Bloomberg

By Jason Clenfield

Sept. 13 (Bloomberg) -- Profit at Canon Inc. will probably fall in 2008, missing the company's forecast and recording the first decline in nine years, according to the Nikkei newspaper.

The maker of cameras and copiers is likely to report earnings of about 430 billion yen ($4 billion) for the year ending Dec. 31, a 12 percent decline from the previous year, the Nikkei reported today, without saying how it got the information. Sales of office equipment have slowed in the U.S. and Europe, according to the report.

The company has forecast earnings will rise 2 percent this year to 500 billion yen.

Company spokesman Hiroshi Yoshinaga declined comment on the report when contacted by telephone.

Gartner - RiKON

Gartner, Inc., the world’s leading information technology research and advisory company - speaks:

"This acquisition deal helps Ricoh fortify its formidable distribution channel. Expect a minimal near-term impact for most customers, but watch for Canon’s distribution partnership with IKON to end after the deal closes..."

Gartner agrees with my analysis(RiKon - "Really, I Knew One Name...") and adds a few little tidbits .

First off - Capacity-

It is Gartner's belief that:

"...if Canon drops IKON, Richo's manufacturing plant in Japan will have to boost capacity to make up the volume..."

I had not thought of this, but I agree. I do not think that the "up-tic" in production would pose too much of a problem for Ricoh - and what a nice problem to have.

I wonder how the Ricoh plant in Costa Measa, California will be affected. From an article in the Orange County Business Journal, by Sarah Tolkoff:

"...Its(Ricoh's) presence here is huge: Ricoh has more than 1.4 million square feet of industrial space spread among eight buildings in Irvine, Santa Ana and Tustin.

The local operation also has factories in Lawrenceville, Ga., and Toluca, Mexico.

Ricoh's name has been a fixture along the 55 freeway for more than 30 years. Proximity to the Port of Long Beach brought it here, said Jeff Briwick, executive vice president and group manager of Ricoh Electronics' corporate strategy group.

"Back then, product could flow from the parent company in Japan into the West Coast and then be deployed across the country to the East Coast," he said. "More than 35 years later, it still works mat way. Orange County is perfect from a supply chain and distribution perspective."

In Tustin, Ricoh has three buildings with about 475 workers.

One building doubles as the administrative headquarters for Ricoh Electronics and as a manufacturing plant for digital copiers.

In another building, Ricoh assembles chips onto circuit boards that go inside its all-in-one machines, which are built in the other Tustin building..."

So increasing output could be a good thing for Orange County.

Secondly -

Gartner's observation,

"...Based on Canon’s past reaction to similar deals with its channel partners, Gartner believes Canon will ultimately end its formal relationship with IKON, but will continue to support its products and abide by existing contracts until the deal closes..."

Pretty much a "no-brainer" here.

Looks like "business as usual" for now...


- Source Gartner.

IKON to cut 250 jobs: "Business as Usual"

Words From IKON's Espe - Internal IKON Memo

Ricoh to Buy IKON - Shot Heard Around the World

IKON/RICOH/CANON - Could there be a THIRD Shoe to Drop?

Gartner Report

Copiers and Crime...The Blotter..It Grows...

I swear, I should start writing a screen play based on this stuff...victims include Applebee's, the YMCA and a catholic church.

The headline reads, "Raleigh, N.C. — An office supplies dealer has been charged with using bogus copier leases to scam area businesses and nonprofits." - it is never good when the words "bogus" and "scam" are in the same headline...

The crook even got time on the local TV news. By the way, check out the copy quality on the documents being printed, doh!

Apparently(or is it allegedly), this creep forged leases on non- existent deals for real companies and organizations. He was caught when the leasing company called one of his "customers" demanding payment on a piece of equipment that was never installed. The leasing company had not received monthly payments, but, obviously paid the perp.

Ten Years of Customer Service -

Yup, this guy had been working with his victims for 10 years. Selling supplies and even contributing to charitable events- some may have even considered him a "partner". I guess a lot can happen in Ten Years.

So this is how small, independent dealers compete with the "big, international, heartless, copier manufacturers..." eh?

Just kidding - this guy is scum and his disregard for others, his overwhelming greed, hurts all of us in the industry and all of us who sell.

Lock him up.

The lesson here?

Like I even need to say it, "know what the heck is going on in your business..." the left and the right hand should communicate through the brain.


Even more. Check these out.

Copiers and Crime...This Stuff Can Not Be Made UP

The Good, The Bad and The Ugly - for just 73 copiers **UPDATED***

The New SalesPerson - Acumen

2008

"New Selling" and its application to Copier Sales

I was reading a blog regarding selling and noticed some interesting information - from the post by Jonathan Farrington, The Sales Corporation:

"...various studies suggest that getting one salesperson in front of one customer now costs $1000 - this cost has trebled since 1983. As a consequence professional salespeople have to be more effective than ever to justify the investment in a face-to-face effort..."

and...

"...Customer Focus Creates Competitive Advantage..."

• The one-term that sets top performers apart - customer focus

• Outstanding sales results depend on:
  - The ability to think from the customer’s point of view
  - Understanding the customer’s agenda, buying cycle, and best interests

• Beyond a superficial reading of immediate customer needs, salespeople must gain a deeper understanding of both the buyer’s long-term goals and the overall business climate

• At the heart of customer focus is the art of listening constructively - the best salespeople are masters at capturing information

• Customer focus means taking the customer seriously - today the salesperson who clings to the product orientation of a decade ago is losing ground

• As client companies branch into new markets and unfamiliar territories, they are demanding unique, flexible solutions from their vendors - customized to support specific goals

• Another myth that can be exploded is that whilst customers value flexibility, being too flexible can undermine the sales relationship. On the whole, salespeople imagine that customers value a vendor’s responsiveness above all. However recent research shows that their primary concern is reliability.

In summary, in order to maintain customer focus, the best salespeople become facilitators, creating a partnership that extends the selling relationship within the customer’s company. The motivation to achieve this should be strong - it costs five times as much to attract and sell to a new customer as it does to an existing one!..."
-----
I think of the changes happening right now in our industry, and how everyone has started to "talk the talk" about being a different type of technical, selling professional.

I have often mentioned the ability of successful salespeople to be Partners with clients, to constantly develop Business Acumen, and to learn to Empathize with customers.

So it is nice to read an affirmation of my thoughts - from somebody in sales, but completely outside of our industry:

1. Partnership
2. Business Acumen
3. Empathy and Disconnect

Partnership -

The "Partnership" mentality is a mature set of beliefs anchored in "...To Do No Harm...".

You're are in front of the prospect to Help them - you must find where they need you and if they are willing to accept your help.

And as an example, if you are in there to "..Do No Harm.." why would you "gouge them" on pricing, why would you make them sign into a 60-month, "captive", on-sided agreement? Why would you twist your client into a solution which only addresses the surface issue of "price"?

A real Partner is never an Enabler

We don't need to watch Dr. Phil - if you are in a position comfortable enough to tell your client they are wrong, then you have the beginning of a partnership. If after you tell the client he/she is wrong, they take your advice, your partnership is built on solid ground.

Don't Enable Your Prospect to Make the Same Mistakes, over and over...

Business Acumen -

This is not product knowledge. This is not a feature and benefit argument. This is not easy. This will take time.

Business Acumen is ALL of the above and oh so much more.

In a nutshell, business acumen can be obtained through the observation and study of everything "around" your solution - That is, the study of the cause and effect of your position, proposals, and projects - over time.

This knowledge is uniquely yours.

Yours to take with you into every appointment and in every conversation.

Think about this: your view and your opinions based on the history of your "installs" and implementations and proposals - are yours alone. Not your companies, your clients, your manager, or your peers - all you.

If you have installed just ONE idea - the outcomes and ramifications of this one project, seen through your eyes, are an example for you to use in every single 'new' opportunity. And each new opportunity, not just installation, is a chance to learn more about business than from any book ever written.

Empathy and Disconnect -

These two words diametrically oppose - but the tight rope must be walked.

Empathy - Good salespeople can put themselves into their client's "shoes"; see things the way their client does. In order to do this effectively, one needs to become "one" with the prospects' business, his world, from his angle - and not through the prism of product or service. One needs to see the prospect's world without "commission" or quota issues hanging over one's head. And to do this effectively, the Selling Professional needs to become disconnected from the outcome of the sale...

Disconnect - Difficult, but not impossible. First off, what do I mean by disconnect?

Disconnect, in this sense, is the ability to cut away from your emotional connection to the success of the "sale".

More specifically, disconnection from the success of the sale, from the selling professional's view, is what I am talking about. But this is NOT being uncaring or aloof or unconcerned - a tightrope.

Perhaps disconnect is a strong word, maybe "compartmentalization" would be better.

Once the emotional factor is put aside, we can deal with the client in terms of what "makes sense" for both him and me, instead of trying to force a square peg into a round hole, at the end of the month.

In conclusion, common sense usually prevails and over-complication of simple rules typically dilutes the results. If you focus on these three issues:

1. Partnership
2. Business Acumen
3. Empathy & Disconnect

You will be well on your way to success.

Click to email me.

IKON to cut 250 jobs: "Business as Usual"

LDS, Legal Document Services

Ikon is reducing the number of LDS locations in the US and Europe.

"The company expects related pre-tax charges of about $7 million, a significant portion of which is expected to be taken in the fourth quarter."...

"The total pre-tax charges associated with these actions include severance expenses, asset impairments, and contract costs estimated to be approximately $7 million, a significant portion of which is expected to be reported in Q408. The estimated after-tax cash expenditures total approximately $4 million and consist primarily of severance payments and lease termination costs. IKON expects to complete the actions described above in Q408."

So, business as usual means this reduction was being planned for a while - and LDS had always been of to the "side" and been going through reductions for a while.

What Next?