A dynamic development of a company is largely dependent on a skillful panning and accounting for internal costs. Under increasing competition, optimization of spending becomes the most important issue in a number of companies.
An effective method for reducing costs is offered by the Mark Company offering outsourcing of office printing equipment.

The industry of printing and image processing has for dozens of years been associated with sales of equipment. The services of market players have been an «inevitable evil», a byproduct of the highly-profitable business of sales of equipment and still more-profitable business of the sales of expendables. The services and that area primarily implied repair and other «service support» of equipment required by users but never being the core of business.

ENSA@WORK 2004: in search of cost reduction, enterprises have been giving increasing attention to print systems.
One of the components of the strategy of adaptive enterprise actively discussed at the Munich Conference ENSA@WORK 2004, organized by Hewlett-Packard, is print management. According to the analytical Gartner Company, print, copying and similar methods of information representation are among those corporate costs that are difficult to monitor; and in most enterprises those costs can be reduced by 10-30%. According to Gartner, print costs account for about 1-3% of the enterprise budget.

The awareness at the beginning of the present decade that the onset of the Internet epoch has not served as an impetus to a substantial decrease of the scale of user printing but rather conversely, which led a number of organizations to searching for methods for drastic reduction in printer print costs.

The outsourcing subject that address in this paper does not require the knowledge of various management schools, some complicated methodological approaches in the organization of management, and at the same time it is important and problematic today. The problem is that in Russia, similar to Ukraine, entrepreneurs do not want to share their business. Our businesspeople are afraid of cooperation and they strive to do everything on their own, earning a maximum amount of money. All that is good and normal until the company is in a developing market which is not filled and divided, until nobody can assess its performance or compare to the performance of a competitor. Until the competition is not intense this «same meadow» or a peculiar collective farm approach is very fruitful. By analogy with war affairs, while hostilities are on, some stringent centralized management is required where commander-in-chief is in control of everything. However, when competition appears, or, in military terms, the need to develop the seized terrain, this stringent centralized management system is no longer effective, as at each particular site, some particular problems are to be solved and some special approaches are needed. At this stage, local flexibility is called for rather than harsh discipline and precise command execution are called for.