What is the cost to your organization for creating and managing your business documents? Industry analyzes show that the expenditure consumes 6-10% (6-10%) of the expenditure from corporate revenues. "Expenditure of documents" includes hardware, supplies and labor costs. Six to ten percent of revenue provides a lot of financial incentives to better examine this area.
All costs, which are committed to "document expense", are potentially subject to regulation and access to all areas in a different way. The workpiece of a document release can be evaluated for business processes. Next, determine how the documents they use influence each department. For example, the organization may include many brand and model models supported by the IS or the IT department. This script will create more help desk requests than an organization that has smaller output tools. Higher customer service requests represent higher costs.
Although selecting the output device selected for the print job affects the final costs, there is another, generally ignored cost reduction option. Understanding your organization's "current cost" (total cost) for printers (printer-based devices, including printer-based multifunctional devices) and copiers (copier-based devices, including copier-based multifunctional devices) greatly affects the hard dollar output of the document. The link between current spending and industry cost ratios is an important element to focus on.
Copier and printer industry focus on different profit orientation areas. In the printing industry, hardware sales of the equipment are closely monitored by the manufacturer. Although you can buy printers from numeric sources, you will not find any significant differences in the hardware purchase price. The printing industry focuses primarily on consumables and some degree of extended guarantees or service contracts to generate profits. These areas focus on cost reduction.
The products of the photocopier industry are mainly marketed through distribution organizations (there are several direct manufacturing channel exceptions). These sales organizations range from small, independent companies to billions of dollars in national organizations. Their common feature is that they set the price of hardware, consumables and service support instead of manufacturers.
The copying industry successfully limits customers' cost accounting information within the industry. This fact explains the price differences in the client base. After completing my personal thousands of "current spending" analyzes, I certify that there are no two transactions at all. During my twenty-eight year career in copy, print, and fax, I identified the cost of up to 27 subgroups that can take full ownership costs (current release). I think that is why I still have to see that the price of the two similar transactions is the same.
The good news is that this complex allows a significant reduction in the hard dollar cost. The challenge … how do you quantify your potential and recover your cost savings?
The only two viable methods I've seen are: 1) Implementing internal processes to evaluate your current market and current costs (total costs) or 2) Get performance-based cost cutting experts into your current release and reduce your hard dollar costs.
Your internal cost analysis has the advantage of using your own internal resources, which means that there is no charge for the project. The disadvantage is that your internal resources will not use accurate "commodity costs" or service support benchmarks to evaluate your bid analysis. In other words, your staff can choose what they "feel" the highest value from bidding, without really knowing if the industry actually offers more. Another challenge is that labor resources are not available to carry out their own industry and supplier research. Without the industry's current knowledge, it will be difficult to create a proposal request (RFP) that includes the necessary metrics to gather the data needed to effectively evaluate sales suggestions.
Engaging the performance-based industry expert has the advantage that if you are unable to provide measurable cost-cutting you do not have anything to do with them because the service fee is entirely based on the level of harddrop savings. In essence, you get at least a minimum of "current spending" and double checking the potential potential free of charge. In addition, since costs can only be considered as a "value" criterion, industry professionals need to improve the service performance of the service provider.
The obvious disadvantage is that you pay a fee from the competent cost-cutting specialist. At the same time, you can reduce the "risk" of the fee by comparing the estimated results that internal resources can provide to an industry expert. You only need to confirm the cost analysis of the two options available that the cost-cutting expert, the cost-cutting estimate of the hard dollar, minus the prize is higher than the estimated results of the insider team, reducing labor costs. Do not forget to evaluate whether your internal team actually has the time resources needed to complete the project. On the flip side, there is no time to make it available to the aforementioned internal project; an industry expert will produce results that take very little time.
The sign of a truly competent cost-cutting expert provides performance assurance. They will guarantee that the savings figure is estimated at the front end or the project is completed.
"Our analysis shows that spending on global documents (including hardware, inventory, and" people "costs) was on average 6% of total industry revenue." – Assessing and Benchmarking Document Costs: Developing a Future Document Strategy, InfoTrends 2006 "IDC's end-user research has confirmed that companies spend about 10% of their revenue on producing, managing, and disseminating documents." – The Expanding Role of IDC 2001 Documentation Accounting Systems 10% of annual corporate income is spent on document-related activities. "- Xplor International
* Document Cost Statistics
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