Real Relevance takes Coordination.

We want to be relevant, in everything we do. The formula for achieving relevancy? Expertise and execution plus a whole lot of enthusiasm. The method? A synchronized, organization-wide plunge into our quest for Raving Results.

As Thomas Jefferson says (as seen in the Datamax Little Blue Book), it takes standing 'like a rock' in these matters of principle. So, what are a few fundamental ways to define our relevancy?

• It’s about a holistic approach to business needs discovery supported by useful, expert consultation—not about a quick quote.
• It’s about developing and maximizing solutions that matter to our customers—not about just selling stuff.
• It’s about the customer and what they actually need—not about us, or assumptions of what we think they need.

Our organizational principles, however, are ultimately defined by our actions. If we want to know who we can be, we must act.

5 Ways Datamax Takes an Organization-wide Relevant Approach Every Single Day

1. IN OUR VALUE PROPOSITION:

You won’t see any generic “friendly and knowledgeable staff” or “great customer service” clichés in the way we present ourselves publicly. That’s because the statements we create are based on our Competitive Advantage, a quantifiable, customer-relevant statement that differentiates us from the competition, not more “blah, blah, blah.” It’s great to back up our message with real data. It’s also great foreshadowing for our clients to know what they can expect moving forward.

Six rules that govern what counts as a Competitive Advantage:

• Objective, not subjective.
• Not a given or a cliché.
• Quantifiable, not arbitrary.
• True, past tense or fact.
• Not claimed by the competition.
• Relevant to the customer

In addition, our “GoVertical ^®” Program is designed to apply solutions to specific vertical markets, all with the intention of speaking the same language as the clients we serve and delivering only the technology that matters most to them.

2. IN OUR ‘RAVING FAN’ METRICS:

When asked, “How likely would they recommend us to a friend or colleague,” our customers have given us an average Net Promoter Score of 91.9 since 2012.” If you’re not familiar with the NPS System, that equates to a 9.7 average score out of a possible 10. Claims like these – ones that are easily validated, mind you – are the result of extensive behind-the-scenes tracking by systems like CEOJuice and our own Datamax Competitive Advantage Database (DCAD). More on that here.

The data we collect helps in sharing real numbers on our level of service, but it also keeps everyone at Datamax accountable for greater improvements moving forward.

3. IN OUR PARTNERSHIPS:

Our partnerships are two-fold. While much of our approach at Datamax remains vendor-agnostic, our alliances with specific technology partners  are purposeful—each serve to broaden the scope of our technology portfolio, enabling us to develop and deliver powerful, unbiased solutions that combat a wide array of business challenges.  We only align ourselves with companies that can help take our clients to the next level.

In the community, our partnerships with non-profit organizations and specific charitable causes keep us connected to the communities we work and play in. It’s about being more than a technology partner—it’s about being a trusted partner in the community who volunteers, offers contributions, and provides leadership to help others.

4. IN OUR TRAINING:

Did you know? For the last five years, Datamax Inc. has invested 40,349 hours and $2.2 million in manufacturer and company-provided technical training to enhance service delivery responsiveness. Both Datamax Texas and Arkansas technicians spend hundreds of hours every year working toward the coveted Canon ATSP Certification. In fact, Datamax Inc. is the only dealership in the nation to earn ATSP Certification for 11 straight years.

Our attitude toward training is as holistic as our technology stack. For 12 straight years, Datamax has achieved the status of  Microsoft Gold Partner. The Microsoft Partner Network is the most powerful community of its kind — larger than Amazon Web Services (AWS) and Salesforce combined, thus leveraging its vast partner resources is a strategic proposition for Datamax. 

5. IN OUR INTERNAL CULTURE:

“Creating Raving Fans.^®” It’s the core of we do. When you first come on board at Datamax, your first study guide is the coveted pocket-sized Datamax Little Blue Book. From the 16 rock solid principles that govern how we roll at Datamax, to the philosophies that weave together our culture, it’s a short yet significant read on the expectations for a member of the Datamax family.

Why is it so critical to develop a rich culture with such a unified mission that begins – and ends – with Creating Raving Fans®? Consider the words of Jaynie L. Smith, author of “Smart Advantage” and a collaborator in Datamax’s Competitive Advantage Program:

“When everyone in the company learns what’s most important to the company’s customers, it’s remarkable how well they will strive to meet those needs,” she writes.

And that, according to Smith, applies to not just a sales force, but the entire organization.