In the Flow

'Connection' is the Key Word at the Executive Connection Summit

by | 11/04/2014

by Amy Weiss | 11/4/2014

The Executive Connection Summit (ECS), held Oct. 27-29, 2014, presented opportunities, questions, and answers surrounding a fast-changing industry. The title of the summit couldn't have been more apt as the connected world is here, a fact demonstrated by the content and the speakers as they worked through the rapidly shifting world of the imaging channel. Hopefully most attendees were left as I was, with not just a sense of change, but a feeling of tremendous momentum. 

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Computer Vision Technology: Friend, Foe or Fraud?

by | 10/01/2014

by Larry Barrett | 10/1/14

Ubiquitous smartphones, cheap and abundant digital storage repositories and the continuous development of new software applications designed to parse, label and contextualize the trillions of digital videos and images generated every year has created a whole new universe of intriguing – and some might say disturbing – business opportunities. Isn't that wonderful?

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Enterprises Hook Customer Experience Management Targets to Smart Process Applications

by | 09/24/2014

by John Mancini | 9/24/14

The customer is and always will be right. This old adage is as applicable to business now as it ever was. But the digital age and the use of social media has given consumers power they could only have dreamed of decades ago. They can share their experiences and praise or criticise brands to potentially millions of people around the globe. This open and direct dialogue has forced companies to look carefully at their Customer Experience Management (CEM).

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Are You Auto-Piloting Your Company Into a Disaster?

by | 09/19/2014

by Larry Barrett | 9/19/14

At the time I was gunning my Honda through a crowded grocery store parking lot last weekend with rage in my heart and some vague notion of instant retribution on my reptilian mind, it didn't occur to me until hours later that technology – for all its utility and purported benefits – was directly responsible for the ensuing exchange of expletives between two middle-aged strangers from the safety of our respective four-wheeled weapons.

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Optimizing the Three Stages of Accounts Payable, Part Three: Invoice Payment

by | 08/24/2014

by Ted Ardelean | 8/25/14

This is the third post in a three-part series about attaining high-performance Accounts Payable. To read the first post of the series, please clickhere. To read the second, please clickhere.

Our previous posts provided solutions for the most common challenges associated with invoice intake and invoice approval and processing – the first two stages of the accounts payable (AP) process. Traditionally, these stages are incredibly time consuming: requiring invoices (typically in paper format) to be routed from the buyer to the AP department; the invoice data to be manually converted and entered into the organization’s ERP system; the invoice to be validated by line-checking items against company data; and, finally, any discrepancies to be resolved before the invoice is approved for payment.

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Optimizing the Three Stages of Accounts Payable, Part Two: Invoice Approval and Processing

by | 07/03/2014

by Ted Ardelean | 7/3/14

This is the second post in a three-part series about attaining high-performance Accounts Payable. To read the first post of the series, please click here.

Previously, we identified some of the most common challenges associated with the first stage of the accounts payable (AP) process: invoice intake. This stage is typically the most time consuming due to the fact that, according to our studies, roughly 60 to 85 percent of invoices arrive in paper or paper-equivalent format and commonly involve distributed receipt — meaning the invoice is first received by a buyer who then forwards it to the AP department.

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Optimizing the Three Stages of Accounts Payable, Part One: Invoice Intake

by | 04/21/2014

by Ted Ardelean | 4/21/14

This is the first post in a three-part series about attaining high-performance Accounts Payable.

Despite the influx of digital technology, Accounts Payable is a function that often plagues companies large and small. First, invoice intake is extremely disparate, entering the company in many paper and digital formats and going to numerous contacts and departments. Further, it is often a manual process requiring processing paper documents, obtaining approvals, correcting errors and reconciling invoice discrepancies. All of this takes time and reduces the bottom line.

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Is Bad Data Polluting IT Processes and Decisions?

by | 04/02/2014

Len FischerThis guest blog was contributed by Lennard Fischer | 4/2/14

Technology is at the heart of many business processes and workflows – it’s often a strategic investment or competitive differentiator. Yet the processes by which businesses acquire and manage technology are themselves at risk. 

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Strategize, Centralize and Automate: Tips for AP Practitioners in the New Year

by | 03/04/2014

This guest blog was contributed by Ted Ardelean | 3/4/14
As CFOs and other financial decision-makers examine their business performance in 2013 and revise their business plans for 2014, they may want to take a closer look at their accounts payable (AP) function.  Because AP works in tandem with procurement, receiving and business units, improving this department’s function has the ability to affect a company’s entire procure-to-pay process.

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Is it Time for Your Team to Join the AP Processing Revolution?

by | 03/04/2014

This guest blog was contributed by Ray Emirzian | 3/11/14
It’s time for a change. AP managers and controllers everywhere are fed up with inefficiency and are howling from rooftops, raising fists full of paper invoices in protest. Well, not exactly. But perhaps at the next team meeting … .

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IT Purchasing Processes and the Risks of Shadow IT

by | 03/04/2014

This guest blog was contributed by Mahesh Kumar | 2/20/14
Technology procurement processes in most large organizations are, quite simply, dysfunctional. And this fact has serious ramifications for the business. My most recent post here, Procurement Data by the Numbers, talked about problems with the data within technology Purchase Orders. Here, I will discuss the technology purchases that evade the POs altogether – the growing realm of shadow IT.

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Making Workflow Part of the MPS Conversation

by | 03/04/2014

This guest blog was contributed by Michael Rich | 2/3/14
In my last blog post, I wrote about the need for MPS providers to move beyond print as a way to drive incremental revenue and create a more sustainable business model. Document workflow is a natural extension of MPS, but it is not always an easy step to take. For many MPS providers, the move to document workflow raises a host of additional questions.

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Three Key Steps to Implementing a Best-In-Class Accounts Payable Department

by | 03/04/2014

This guest blog was contributed by Ken Neal | 12/9/13
The opportunity for companies to transform their accounts payable function into a best-in-class finance operation is greater than ever, given today’s technology and services for streamlining and automating workflows.

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How to Stand Out With MPS and Strengthen Customer Loyalty

by | 03/04/2014

This guest blog was contributed by Tawnya Stone | 12/3/13
When top applicants are competing for an open job, companies look for qualities and strengths that make a particular candidate stand out, something special that person can bring to the company. The same applies to MPS providers and their customers.

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Procurement Data by the Numbers: Signs of Troubled Processes

by | 03/04/2014

This guest blog was contributed by Mahesh Kumar | 11/15/13
A large part of any enterprise budget is dedicated to acquiring and managing the technologies that run the business. But the processes for procuring that technology are deeply flawed, which my colleague Archana Penukonda discussed here recently in “Fixing a Trillion-Dollar Business Process.” How do we know the scope of the problem? By looking at the data that is the artifact of those purchasing processes – the purchase order.

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If Jack Is Your Prospect, Do You Know Jack?

by | 03/04/2014

This guest blog was contributed by Greg Walters | 11/5/13
At its most basic level, sales is nothing more than supply meeting demand. The trick is matching your “supply” with your prospects’ “demand. Along the way, we position ourselves in the most positive light, ideally offering a product or service for which our prospects have an interest and a need. For instance, if I need to present hard copies of contracts to prospects, I need a printer of some sort – maybe even a copier, or, ultimately, a multifunction device. My need for a hard copy is considered demand. The millions of devices in the world that put marks on paper meet this demand.

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Improving Accounts Payable Processing Workflows

by | 03/04/2014

This guest blog was contributed by Ken Neal | 10/23/13
Recent advancements in data capture and workflow automation technology provide new opportunities for accounts payable departments to cut costs and become more efficient. We believe that leveraging these opportunities is more important than ever.

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Unleashing Collaboration in the Enterprise

by | 03/04/2014

This guest blog was contributed by Sarah Carter | 10/21/13
There is arguably nothing more important in an organization than effective communication. Sales, HR, marketing, operations and every other department depend on solid communication to operate smoothly, not only cross functionally but externally as well. As employees utilize social, mobile and other technologies, businesses are beginning to turn to collaboration tools to bring the benefits of those channels under the umbrella of the enterprise.

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Soccer Schedules or Business: Don’t Just Automate – Solve the Problem!

by | 03/04/2014

This guest blog was contributed by Tawnya Stone | 10/8/13
Like many other families, we spend our evenings and weekends running from activity to activity. This requires an extreme amount of planning and coordination to make sure we don’t accidentally leave one kid at soccer practice while we are supposed to be carpooling to dance. For this reason, my husband and I live by our calendars.

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Are We Complicating the Simple … Again?

by | 03/04/2014

This guest blog was contributed by Greg Walters | 9/17/13
Back in my IKON daze (pun intended), one of the best sales managers I ever worked with told me, "Sometimes we overcomplicate things. It's just copiers." He was referring to an inability to close any deal that included EDM in less than 90 days. He was right. We often did overcomplicate transactions beyond lease payments and cost per image in an effort to branch out into more “sophisticated” imaging subject matter, adding value and becoming a “trusted advisor.”

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