Brother Refresh EZ Print Subscription Service: Difference between revisions
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======False or misleading promotion====== | ======False or misleading promotion====== | ||
*Brother clearly advertises color plans in the '''EZ Print''' program yet no color printers are currently eligible.<ref>[https://www.brother-usa.com/supplies/subscription-info/eligible-printers/products#sort=%40productcataloglistprice%20descending EZ-Print Eligibility List]</ref> | *Brother clearly advertises color plans in the '''EZ Print''' program yet no color printers are currently eligible.<ref name=":1">[https://www.brother-usa.com/supplies/subscription-info/eligible-printers/products#sort=%40productcataloglistprice%20descending EZ-Print Eligibility List]</ref> | ||
*Brother clearly advertises discounted ink & toner in the '''EZ Auto Reorder''' program yet no inkjet printers are currently eligible.<ref>[https://wiki.rossmanngroup.com/images/0/0d/Brother_Refresh_AutoReorder_printer_eigibility_list_08025.png EZ-Auto Reorder Eligibility List]</ref> | *Brother clearly advertises discounted ink & toner in the '''EZ Auto Reorder''' program yet no inkjet printers are currently eligible.<ref>[https://wiki.rossmanngroup.com/images/0/0d/Brother_Refresh_AutoReorder_printer_eigibility_list_08025.png EZ-Auto Reorder Eligibility List]</ref> | ||
*Brother does not state cartridge series or yield on their website nor prior to enrollment in the Refresh program.<ref>[[:File:Brother Live Assistance Transcript 080225.pdf|Brother Assistance Transcript]]</ref> | *Brother does not state cartridge series or yield on their website nor prior to enrollment in the Refresh program.<ref>[[:File:Brother Live Assistance Transcript 080225.pdf|Brother Assistance Transcript]]</ref> | ||
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Brother purports that the EZ Print subscription program can '''save the end-user up to 50%''' on genuine Brother ink or toner. This is accompanied by a caveat located in the legal disclaimer found at the bottom of the subscription information page.<ref>[https://www.brother-usa.com/supplies/subscription-info Brother Subscription Information]</ref> | Brother purports that the EZ Print subscription program can '''save the end-user up to 50%''' on genuine Brother ink or toner. This is accompanied by a caveat located in the legal disclaimer found at the bottom of the subscription information page.<ref>[https://www.brother-usa.com/supplies/subscription-info Brother Subscription Information]</ref> | ||
It states | It states; "based on monthly subscription cost in U.S. for Mono Laser Power Plan vs. average cost per page of eligible like standard capacity cartridges. Savings will vary based on Refresh EZ Print Subscription plan selected". | ||
======Obfuscated or misleading claim====== | ======Obfuscated or misleading claim====== | ||
*No | *No colour laser or inkjet printers are included in Brother's claimed subscription discount comparison. | ||
*Only the highest-cost mono laser plan is used in Brother's claimed subscription discount comparison. | *Only the highest-cost mono laser plan is used in Brother's claimed subscription discount comparison. | ||
*Only a standard yield cartridge is included in Brother's claimed subscription discount comparison. | *Only a standard yield cartridge is included in Brother's claimed subscription discount comparison. | ||
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It should also be noted that: | It should also be noted that: | ||
* | *The credit applies to any consumable or additional page cost outside the plan limits, '''not''' subscription cost. | ||
* | *Bonus toner is supplied once and as a 'back-up' in case the 'plan' replenishment does not arrive on time. | ||
* | *Drum replacement is not specified by Brother as to availability, frequency or supply discretion. In the case study here, the MFC-L2710DW requires a '''DR730'''<ref>[https://www.brother-usa.com/products/dr730 Brother DR730 Product Detail]</ref> drum unit which Brother states has a life-span of 12,000 printed pages. | ||
======Printer====== | ======Printer====== | ||
The Brother printer chosen is the MFC-L2710DW. The rational for choosing this model for the case study are as follows: | The Brother printer chosen is the MFC-L2710DW. The rational for choosing this model for the case study are as follows: | ||
* | *It is one of the most popular machines and has the highest number of reviews on the Brother eligibility list page. | ||
* | *It costs less than $400 and is listed as eligible for the EZ Print Subscription program<ref name=":1" />. | ||
* | *It has parts and consumables readily available from a variety of sources. | ||
* | *It is suited to a home/small office environment and has automated duplex printing, 250 sheet tray capacity, 32 page-per-minute print speed, 50-page capacity automatic feeder to copy or scan documents, and wireless, ethernet or USB connections | ||
======Analytics====== | ======Analytics====== | ||
Market analysis shows that laser printers are the most popular machine for everyday printing: | Market analysis shows that laser printers are the most popular machine for everyday printing: | ||
* | *The average home office / small office user prints '''3.4 monochrome pages per day.''' <ref name=":0">West, McDonald (July 20, 2018) [["2015, 2016, & 2017 User and Device Printing Statistics"]] ECISolutions.com. Retrieved February 8, 2025</ref> | ||
*[https://www.consumerreports.org/ Consumer Reports.org] reports their subscribers print a median of '''33 monochrome pages per month''' <ref>Pinola, Melanie (2024) [https://www.consumerreports.org/electronics-computers/printers/are-printer-ink-subscriptions-worth-it-a4050339657/ "Are Printer Ink Subscriptions Worth It?"]. Consumerreports.org. Retrieved February 8, 2025</ref> | *[https://www.consumerreports.org/ Consumer Reports.org] reports their subscribers print a median of '''33 monochrome pages per month.''' <ref>Pinola, Melanie (2024) [https://www.consumerreports.org/electronics-computers/printers/are-printer-ink-subscriptions-worth-it-a4050339657/ "Are Printer Ink Subscriptions Worth It?"]. Consumerreports.org. Retrieved February 8, 2025</ref> | ||
* | *Monochrome printing now makes '''up to 80% of total print jobs''' in a home or small office environment. <ref name=":0" /> | ||
* | *Colour printing has '''decreased in use by 34%''' over the 3 year period measured. <ref name=":0" /> | ||
By comparing the user data against the claim of cost-savings and stipulations in methodology from Brother, it is clear the scenario is one in which the choice given by Brother in '''no way matches a real-world situation or printing habits of the user'''.<ref>[https://wiki.rossmanngroup.com/images/0/0a/Brother_FY2012_New_Product_Lines.png Brother FY2012 NPD]</ref> Furthermore, Brother engages in a purposefully misleading comparison when they state that the saving is based upon ''"average cost per page of eligible like standard capacity cartridge" | By comparing the user data against the claim of cost-savings and stipulations in methodology from Brother, it is clear the scenario is one in which the choice given by Brother in '''no way matches a real-world situation or printing habits of the user'''.<ref>[https://wiki.rossmanngroup.com/images/0/0a/Brother_FY2012_New_Product_Lines.png Brother FY2012 NPD]</ref> Furthermore, Brother engages in a purposefully misleading comparison when they state that the saving is based upon ''"''average cost per page of eligible like standard capacity cartridge"<ref name=":2">{{Cite web |title=Brother EZ Print Page USA |url=https://www.brother-usa.com/supplies/subscription-info}}</ref> for they must compare identical products as only genuine Brother cartridges are supplied in the program. | ||
======Assumptions====== | ======Assumptions====== | ||
To create a more realistic comparison we set rules to give the end-user a more reasonable, flexible and real-world choice when investigating print pricing | To create a more realistic comparison we set rules to give the end-user a more reasonable, flexible and real-world choice when investigating print pricing, in our use case: | ||
* | *The end-user keeps the printer for a minimum 12 months. | ||
* | *The subscription is maintained for a minimum 12 months. | ||
* | *The end-user runs a small office and prints 15 times the average page rate (6000 pages-per-year) | ||
* | *The end-user has a broader choice of consumables. | ||
======EZ Print cost comparison matrix====== | ======EZ Print cost comparison matrix====== | ||
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======False or misleading claim====== | ======False or misleading claim====== | ||
As the above data illustrates, Brother's claim that the program can '''"save the end-user up to 50%"''' is purposefully misleading. They do this by using the following methods: | As the above data illustrates, Brother's claim that the program can '''"save the end-user up to 50%"'''<ref name=":2" /> is purposefully misleading. They do this by using the following methods: | ||
#'''Scenario manipulation''': Brother creates a situation where the user runs with the service for only a month, ending the program before the billing cycle before or prior to the auto-replenishment alert. | #'''Scenario manipulation''': Brother creates a situation where the user runs with the service for only a month, ending the program before the billing cycle before or prior to the auto-replenishment alert. | ||
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Into the '''1990's''', Brother identified its Printing & Solutions ('''P&S''') segment as a global category for growth and shifted significant resources directly towards this market. And while Brother maintained its leadership in core categories such as industrial sewing, machine tools and parts, the company continued to make further gains through P&S and in electronic products such as labeling. The returns in these segments continued to provide Brother capital for expansion. They developed product lines that took advantage of broadening demand, not only through industrial buyers to whom Brother traditionally catered, but with small office and home office users ('''SOHO''') who began to purchase Brother's products for their high reliability and reasonable cost. By the mid-1990's Brother had a mature and robust printing portfolio and had released many successful and profitable lines: | Into the '''1990's''', Brother identified its Printing & Solutions ('''P&S''') segment as a global category for growth and shifted significant resources directly towards this market. And while Brother maintained its leadership in core categories such as industrial sewing, machine tools and parts, the company continued to make further gains through P&S and in electronic products such as labeling. The returns in these segments continued to provide Brother capital for expansion. They developed product lines that took advantage of broadening demand, not only through industrial buyers to whom Brother traditionally catered, but with small office and home office users ('''SOHO''') who began to purchase Brother's products for their high reliability and reasonable cost. By the mid-1990's Brother had a mature and robust printing portfolio and had released many successful and profitable lines: | ||
* | *Laser printers (both colour & mono) | ||
* | *All-in-one printers (print, fax & scan) | ||
* | *Inkjet printers (high-speed color) | ||
* | *Garment, label and mobile printers. | ||
Throughout the late 1990's and early '''2000's''' the company continued to focus within the P&S segment and invested in long-term channel relationships. Now an establish brand, Brother's sales and profitability were firmly tied to the '''parts and consumables''' market. Brother understood that through channels such as OEM, vendors, distributors and large retailers, they could maintain strong end-user brand affiliation and leverage this to further create an ongoing demand. To acquire new industrial and SOHO buyers, Brother engaged in heavy promotional schedules and further product offerings. It introduced high-end, all-in-one laser printers and high-speed inkjet printers, all at price points not before seen in the market. Brother also sought growth in emerging countries. The company invested aggressively in Asia by promoting and selling low-cost '''monochrome laser printers''', which by now had became their strength and specialty. | Throughout the late 1990's and early '''2000's''' the company continued to focus within the P&S segment and invested in long-term channel relationships. Now an establish brand, Brother's sales and profitability were firmly tied to the '''parts and consumables''' market. Brother understood that through channels such as OEM, vendors, distributors and large retailers, they could maintain strong end-user brand affiliation and leverage this to further create an ongoing demand. To acquire new industrial and SOHO buyers, Brother engaged in heavy promotional schedules and further product offerings. It introduced high-end, all-in-one laser printers and high-speed inkjet printers, all at price points not before seen in the market. Brother also sought growth in emerging countries. The company invested aggressively in Asia by promoting and selling low-cost '''monochrome laser printers''', which by now had became their strength and specialty. | ||
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Here Brother did two significant things. Firstly, it downgraded its forecasts to mitigate pressure for short-term market performance stating that the business would not return to overall profitability until 2018. Secondly, and perhaps most importantly, it supported the profitability target by releasing a mid-term business strategy: '''CS [https://global.brother/en/investor/financial-info/archives B2018]'''. In this document, Brother outlined a series of broad changes. It advocated for restructured business segments and saw the need to relocate personal and investments. It wanted to consolidate internal divisions to create "synergies" supporting B2018 but all change, Brother stated, must underpin a common function and enhance the task of business model transformation. That is: | Here Brother did two significant things. Firstly, it downgraded its forecasts to mitigate pressure for short-term market performance stating that the business would not return to overall profitability until 2018. Secondly, and perhaps most importantly, it supported the profitability target by releasing a mid-term business strategy: '''CS [https://global.brother/en/investor/financial-info/archives B2018]'''. In this document, Brother outlined a series of broad changes. It advocated for restructured business segments and saw the need to relocate personal and investments. It wanted to consolidate internal divisions to create "synergies" supporting B2018 but all change, Brother stated, must underpin a common function and enhance the task of business model transformation. That is: | ||
''' | '''"To change and reposition the existing printing business to one that is clearly defined for corporate profitability enhancement"''' (Citation needed). | ||