1. National Accounts/Meeting Customer Expectations - Customer Training Marty Brecht - Black Belt INAP

2. Background - Current Process n National Account customer expectations of product, program and information training vary from account to account. n IKON’s process of delivering, installing and performing customer product training varies from location to location. n There is a disconnect between customer expectations of training timeliness and what is actually taking place. n There is not an IKON national policy or process to install, connect, and provide timely customer training.

3. Background - Current Process n The preliminary data from NACO shows, in the Wal-Mart situation, that there is a/an: n 96.62% completion rate of customer surveys. n 95.65% completion rate of timely delivery of assemblies (results of customer surveys). n 92.75% rate in the timely installation of assemblies (results of customer surveys). n 82.13% rate in the timely customer training of the full functionality of the system (within 24 hours of install or network connectivity.) n Wal-Mart does not begin paying IKON until training has taken place. n There is an average of two weeks between delivery of the assemblies and training on the assemblies.

4. Problem Statement n Equipment installation and connectivity is not meeting customer expectations within 48 hours. n IKON does not connect the customer's equipment to their network timely in 6%-10% of connected national account equipment installs. n Customer training is not meeting customer expectations within 24 hours of delivery. n IKON does not have a national customer training policy.

5. “Y” n Late or no customer training, because of… n No clear nation-wide customer training policy. n Late or no installation and connectivity. n Lack of installation policy enforcement and communication mechanisms (to the Service or Professional Services Tech).

6. Project Definition n Install equipment upon delivery and connect the equipment to the customer's network, when applicable, within 48 hours of delivery, thereby improving customer satisfaction, employee productivity, and revenue growth due to improved customer retention and satisfaction.To train the customer within 24 hours of installation or network connectivity, thereby improving customer satisfaction, employee productivity, and revenue growth due to improved customer retention and satisfaction, and reducing follow-up costs.

7. Financial Implications

8. Wal-Mart Chart

11. Leveragibility n There are 86 INAP’s in place as of October 10, 2003. n There are 138 IMAP’s in place as of October 10, 2003. n There are 71 pending IMAP’s as of October 10, 2003, positioned to come on board. n 294 additional accounts that would be affected by the success of this project! n 7,057 INAP systems delivered through August, in FY 2003. n $70,497,857 INAP sales treatable equipment dollars through August, in FY 2003. n Average FY 2003 INAP $ per system = $9,989.77 ($70,497,857 divided by 7,057).

12. Project Team n Champions å Mike Jenkins å Bill Garcia n Financial Analyst å Pam Stiner n Master Black Belt å Bob Conrad n Black Belt å Marty Brecht n Process Owner å Mike Jenkins n Team Members: ä Dave Herr - National Accounts, Headquarters ä Carol Ann Sweeney - Business Services, Headquarters ä Marianne Morrison - Senior Manager, IKON National Accounts Group ä Brett Rietzke - National Account Manager, Wal Mart ä Michael McGervey - District Training Manager, California ä Sarah Orphin, ITT Coordinator, NYC/NJ ä John Ladota, National Account Relationship Manager, Wal Mart ä Joe Corey, FS eIKON Deployment Lead

13. Project DMAIC Checklist/Status

14. End of Section Thank you!

15. Defect Definition n Failure to install equipment upon delivery and provide connectivity, if applicable, within 48 hours. n Failure to conduct customer training within 24 hours of the equipment installation and network connectivity.

16. Notes n The preliminary Wal-Mart statistics supplied by Dave Herr represents orders, deliveries, installs, training, and customer surveys during the time period of May 1, 2003 through September 15, 2003 (5.5 months). n According to NACO, all configuration centers have different policies. n In the preliminary Wal-Mart statistics, the definition of ‘Not Responsive’ in the Installing Region column represents the fact that NACO tried twice to receive a completed customer survey and the customer did not comply (the Wal-Mart location where the assembly is located). In these instances, NACO signed the product schedule and sent to Wal Mart corporate for signature, so billing could commence. n In many instances, an IKON truck and IKON personnel delivered the assembly and set-up the system. In other instances, a 3rd party trucker delivered the assembly, some setting up the system and others not setting up the system. When the 3rd party trucker did not set up the system, some called for service and some did not.

17. Definitions n Set up = Assembly is in-tact and able to make copies. n Connectivity complete = Assembly is on the customer’s network and able to make prints. n Training complete = Customer is knowledgeable about the full functionality of the assembly and is able to apply the knowledge, resulting in proper output. n Delivery complete = Assembly is physically sitting at the customer location and the customer has signed for the delivery.

18. Project Benefits n IKON cannot invoice Wal-Mart until training has occurred and been documented (all other accounts are invoiced upon delivery). Training for Wal-Mart is estimated to be delayed on 75% of the installs an average of two (2) weeks. 100 systems per month averaging $5,000 revenue per system. The delayed cash flow is $375,000 ($5,000 x 100 x 75%) per month or $4,500,000 per year, with an O.I. Impact of $10,500 ($4,500,000 x 6% cost of capital x 2/52 yr.). Wal-Mart has stated that it would increase IKON’s share 50% if this process was effective, representing $240,000 O.I. ($400 contribution per system x 50 additional orders per month x 12 months). Total measurable benefit of the project is $250,500.

19. Problem Statement n Customer equipment installation and connectivity is not meeting customer expectations resulting in customer dissatisfaction. Customers expect equipment to be installed upon delivery and connected to their network within 48 hours. Installation is defined as unwrapping the machine, attaching any external components (i.e., the sorter), plugging it in, and showing the customer how to make a basic copy. Installation is usually performed by the delivery driver. This is current IKON policy, but no data is available documenting the frequency that it does not occur. Connectivity is defined as connecting the machine to the customer's network. This is usually performed by an IKON Service Tech or a Professional Services Tech. Based on NACO customer satisfaction surveys, IKON does not connect the customer's equipment to their network timely in 6%-10% of connected national account equipment installs. Customer training is not meeting customer expectations resulting in customer dissatisfaction. Customers expect to be trained on how to use their copier within 24 hours of delivery. Based on NACO customer satisfaction surveys, IKON does not deliver this training timely in 6%-14% of national account equipment installs, requiring additional resources to research, schedule, and verify training. This problem is exacerbated in instances where the selling territory is different from the installing territory, requiring communication to an installing sales rep that may not have been involved (or aware) in the sale into their territory. IKON does not have a national customer training policy clearly defining (1) communication to the installing sales rep (or trainer), (2) timeline to conduct training, (3) expectations of the trainer, and (4) accountability. This project will focus on defining, developing, and implementing a nation-wide customer training policy and will have positive spill-over effects on most IKON accounts, not just national accounts.