December 2024 Office Technology

CONTENTS

FEATURE ARTICLES

2025 Industry Forecast Manufacturers look to the year ahead

Compiled by Brent Hoskins

Office Technology Magazine

What do you believe will be the primary market and product opportunities for dealers in the new year? To find the answers to this and other questions, Office Technology magazine asked MFP and printer manufacturers to share their expectations for 2025.

Section 179 Urgency

23

The year-end sales hack every dealer should be using by Dale Stein

Technology Assurance Group (TAG)

Section 179 is a powerful tax incentive that allows businesses to deduct up to $1.22 million in qualifying equipment purchases made before the end of the year. For customers sitting on the fence about upgrading their office equipment, this tax advantage creates a clear deadline.

Make Your Content Shine

Standing out in a sea of AI monotony by Jenna Miller

Emerald Strategic Marketing

AI is a fantastic tool that speeds processes, boosting team productivity. But the market has become overly saturated with mundane, generic AI content. Going “old school” and putting more people back in the mix is helping businesses like yours stand out and get noticed.

PRINCIPAL ISSUES

27 Navigating the Future

Automating business with IDP & generative AI by Petra Beck

Infosource Software

In Infosource’s annual assessment of the intelligent document processing (IDP) market, the company tracks the inputs to IDP software based on data from vendors. To seamlessly process all inputs for a business transaction, an efficient capture solution is essential.

DEALERS HELPING DEALERS

Performance Improvement What programs do dealers implement?

Compiled by Brent Hoskins

Office Technology Magazine

This feature includes a question submitted by a dealer member as part of BTA’s Dealers Helping Dealers resource and many of the answers received. These answers and others — as well as additional Q&As — can be found in the members-only section of the BTA website.

LEGAL PERSPECTIVE

Corporate Transparency Act

New business reporting requirements start Jan. 1 by Greg Goldberg

BTA General Counsel

With the Jan. 1, 2025, deadline fast approaching, this month’s Legal Perspective focuses on the new business reporting requirements under the Corporate Transparency Act (CTA). Failure to comply with the CTA may result in fines, civil penalties or even criminal sanctions.

SELLING SOLUTIONS

33

Winning Them Back How to regain lost business with customers by Troy Harrison

Troy Harrison & Associates

If you are only one mistake away from losing his business at any given time, your relationship with your customer is not very strong. We have talked before about how to build stronger relationships, so let’s talk about how to win back lost business.

Congratulations 2024 Frank Award Winners

OExecutive Director/BTA Editor/Office Technology

Brent Hoskins brent@bta.org (816) 303-4040

Associate Editor Elizabeth Marvel elizabeth@bta.org (816) 303-4060

Contributing Writers

Petra Beck, Infosource Software www.info-source.com

n Nov. 7, I attended The Cannata Report’s 39th Annual Awards & Charities Gala in Morristown, New Jersey. I have attended the event for many years, and it never disappoints. It is always very enjoyable, from start to finish. Guests included representatives of leading manufacturers, services, supplies and software companies, and office technology dealers.

The gala is first and foremost a charitable event. This year’s gala raised $220,000 for breast cancer research at Hackensack Meridian Health’s Center for Discovery and Innovation. In recent years, the gala has raised more than $1.75 million for Hackensack Meridian Health Foundation. Since its inception, the gala has raised $3.25 million for a number of charitable organizations nationwide.

The gala also provided the opportunity to recognize the industry’s best, by way of the presentation of Frank Awards, presented to vendors and individuals in 14 categories. The awards are named after Frank Cannata, who established The Cannata Report in 1982.

Congratulations to the 2024 Frank Award winners, all BTA members:

n Excellence in Innovation: Sharp Imaging and Information Company of America

n Best Diversification Partner: Intermedia

n Best Production Print Manufacturer: Ricoh USA

n Best IT and Security Services Provider: ConnectWise

n Best Print Management Software

Provider: ACDI for PaperCut

n Best ECM/Document Management Provider: DocuWare

n Best Marketing Strategy: Sharp Imaging and Information Company of America

n Best Technical Service Provider: Ricoh USA

n Best-in-Class: Sharp Imaging and Information Company of America

n Best A4 Manufacturer: Kyocera Document Solutions America

n Best Leasing Company: GreatAmerica Financial Services

n Best Female Executive: Laura Blackmer, Konica Minolta Business Solutions U.S.A. Inc.

n Best Male Executive: Jim Coriddi, Ricoh USA

n Best Manufacturer: Sharp Imaging and Information Company of America

A quote shared by CJ Cannata, president and CEO of The Cannata Report, sums up the significance of the awards program: “The office technology industry is at an inflection point. When innovative products and services are matched with expansion into related office services and inventive new offerings, and then you factor in the entrepreneurial mindset that defines the independent dealer channel, it is clear the office technology industry is moving to higher ground. It’s our honor to recognize the companies leading the exhilarating evolution in office technology.”

In addition to the Frank Awards, The Cannata Report honored Luke Oldenburg of Impact Networking, Lake Forest, Illinois, with its Outstanding Veteran Award in recognition of his military service and dedication to helping promote the hiring of veterans like himself in the office technology industry. The Cannata Report also presented the Frank G. Cannata Philanthropy Award to John Lowery, president and CEO of Applied Innovation, headquartered in Grand Rapids, Michigan. Lowery was selected as this year’s winner in recognition of his support of more than 300 charitable organizations. n — Brent Hoskins

Greg Goldberg, BTA General Counsel Business Technology Association

Jenna Miller, Emerald Strategic Marketing www.emeraldstrategicmarketing.com

Dale Stein, Technology Assurance Group (TAG) www.tagnational.com

Business Technology Association 12411 Wornall Road Kansas City, MO 64145 (816) 941-3100 www.bta.org

Member Services: (800) 505-2821 BTA Legal Hotline: (847) 922-0945

Valerie Briseno Marketing Director valerie@bta.org

Brian Smith Membership Sales Representative brian@bta.org

Brooke Barker Administrative Assistant brooke@bta.org

Photo Credits: Adobe Stock. Cover created by Bruce Quade, Brand X Studio. ©2024 by the Business Technology Association. All Rights Reserved. No part of this publication may be reproduced by any means without the written permission of the publisher. Every effort is made to ensure the accuracy of published material. However, the publisher assumes no liability for errors in articles nor are opinions expressed necessarily those of the publisher.

FLASHBACK

The association’s magazine cover 49 years ago this month — the NOMDA Spokesman, December 1975.

We make it easy for you to take the headache out of device fleet management for your clients with Toshiba's Managed Print as a Service (MPaaS). Toshiba enables you to rapidly optimize mixed vendor fleets for your clients. Learn more at business.toshiba.com

Look Future Forward to 2025’s BTA Events

T2024-2025 Board of Directors

President

Adam Gregory Advanced Business Solutions LLC St. Augustine, Florida adam@goabsinc.com

President-Elect

Debra Dennis CopyPro Inc. Greenville, North Carolina ddennis@copypro.net

Vice President

he new year is almost here, and the Business Technology Association (BTA) has announced its events for 2025. BTA has revamped its event schedule and will hold two must-attend, future-forward events next year: Spring Break in Orlando, Florida, and the 2025 BTA National Conference in Santa Ana Pueblo, New Mexico (an Albuquerque suburb).

To kick off the year, Spring Break will be held March 6-8 at Disney’s Grand Floridian Resort & Spa in Orlando, Florida. On March 6, BTA will host e-automate users at “eautomate Elevate: A BTA Dealers Helping Dealers Best Practices Event.” The purpose of this event will be to facilitate a conversation among a broad range of e-automate users (from lower frequency to Super Users), touching on a variety of topics such as product functionality, common concerns and troubleshooting best practices.

If you are an e-automate user who would like to attend the event and have your questions and concerns addressed, I encourage you to complete the survey BTA sent out via email in mid-November. If you haven’t already filled it out, visit www.surveymonkey. com/r/e-automatePainPoints. The survey responses will help our team focus the event on issues our members care about most.

Full details for Spring Break are coming soon, but I can share a bit about the schedule now. The event will begin at 11 a.m. on Friday, March 7, with opening comments and the keynote address, which will be announced shortly. Lunch and an educational session by Kate Kingston of Kingston Training Group, along with exhibit time to network with peers and exhibiting sponsors, will follow. After the exhibit time, there will

be three breakout sessions, including one led by GreatAmerica and another by e-automate Power Users. Following the breakouts, Patricia Ames of BPO Media will moderate a dealer panel on managed print. After the panel, a networking reception will be held, wrapping up the first day.

The second day of Spring Break will begin at 7:30 a.m. on Saturday, March 8, with breakfast, followed by another round of the breakout sessions and exhibit time. An educational session with Laura Blackmer of Konica Minolta will follow. The event will wrap up with closing comments and exhibitor prize drawings. For more information on Spring Break, see the ad on page two or visit www.bta.org/BTAEvents to get information as soon as it is available.

The second event of the year, the 2025 BTA National Conference, will be held June 17-19 at the Hyatt Regency Tamaya Resort & Spa in Santa Ana Pueblo, New Mexico. The event will feature: two keynote addresses, educational and breakout sessions led by industry leaders, plenty of exhibit time to network with your peers and sponsors, and a couple of special events. First, on the evening of Tuesday, June 17, BTA will host a welcome reception for attendees with tethered hot air balloon rides. On Wednesday evening, attendees will head to the Stables at Tamaya, located on the Hyatt grounds, for an old-fashioned rodeo. The evening will also feature food trucks and an open bar.

The Twin Warriors Golf Club, one of the most prestigious courses in the Southwest, is also at the resort. On Thursday afternoon, attendees can enjoy a round after a morning of educational sessions and networking.

I encourage you to join us in 2025 for two great BTA events! Keep an eye on www.bta. org/BTAEvents for more information. n — Adam Gregory

Mike Boyle BASE Technologies Inc. Bethel, Connecticut mboyle@baseinc.com

Immediate Past President

Don Risser DCS Technologies Corp. Franklin, Ohio don.risser@dcs-tech.com

BTA East Joe Dellaposta Doing Better Business Hagerstown, Maryland jvd@doingbetterbusiness.com

Chip Denlinger DCS Technologies Corp. Franklin, Ohio chip.denlinger@dcs-tech.com

BTA Mid-America

Greg Quirk JQ Office Equipment Omaha, Nebraska gquirk@jqoffice.com

Brett Blake Corporate Business Systems LLC Madison, Wisconsin bblake@corpbussystems.com

BTA Southeast Mike Hicks

Electronic Business Machines Inc. Lexington, Kentucky mhicks@ebmky.com

Blake Renegar Kelly Office Solutions Winston-Salem, North Carolina tbrenegar@kellyofficesolutions.com

BTA West

Kevin Marshall Copy Link Inc. Chula Vista, California kevin@copylink.net

Scott Reynolds Imagine Technology Group LLC Chandler, Arizona sreynolds@itgarizona.com

Ex-Officio/General Counsel

Greg Goldberg

Barta | Goldberg West Hollywood, California ggoldberg@bartagoldberg.com

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2025 Industry Forecast Manufacturers look to the year ahead

Compiled by: Brent Hoskins, Office Technology Magazine

What do you believe will be the primary market and product opportunities for dealers in the new year? What are the best strategies for pursuing these opportunities? What will be the most significant challenges dealers will face in 2025 and how can they best address them? What notable changes in demand/needs/expectations for office technology do you anticipate from end users in 2025? What do you see as the characteristics of the office technology dealership that is best positioned for success in 2025? What product and services diversification strategies, if any, do you recommend for dealers outside of traditional imaging devices and why?

To find the answers to these questions, Office Technology magazine asked 12 MFP and printer manufacturers to share their expectations for 2025; nine responded with submissions. Perhaps the insight shared in this year’s industry forecasts will help you better position your dealership for continued success.

Brother International Corp.

Fernando Maroniene, Senior Director of Product Marketing

2025 is set to bring even more dynamic shifts, growth and innovation in the office technology space.

As businesses adapt to hybrid work models, reevaluate their physical office spaces and navigate economic pressures, the dealer channel will be at the forefront, proving its flexibility and responsiveness. This means an ongoing demand for smaller, compact technology that meets the evolving needs of modern offices. Strong customer service and robust dealer relationships will continue to be essential, making this year an exciting time of adaptation and opportunity for everyone in the channel.

As we enter the new year, the market will continue to

prioritize fleet reduction and optimization, reflecting evolving office needs and spatial constraints. In 2024, the ongoing shift from A3 to A4 models has been driven by decentralized and hybrid workplaces that demand more compact, versatile technology suited to smaller, cost-conscious environments. This trend will continue in 2025. Additionally, with print volumes decreasing and a shift toward digitalization, businesses seek agile solutions that fit seamlessly into their redefined spaces — compact devices that serve essential functions across multiple locations (e.g., retail chains that do not have the capacity for large machines, but require small units for printing invoices, shipping labels and everyday documents).

As businesses continue to reshape their physical settings, the need for streamlined access across multiple locations continues to rise. Businesses with multiple locations, such as restaurants, retail stores and companies with offices outside of their headquarters, will rely on robust, compact and all-in-one printers that require no in-person support. Remote management and deployment of machine settings allow companies to focus on running their businesses without worrying about the technology needed to do so and grant business continuity across all offices.

As fleet configurations streamline, in 2025, dealers will need to strategically transform their revenue models, increasingly adopting roles as comprehensive managed IT service providers. This shift elevates dealers to trusted, all-in-one technology partners, extending their services beyond print to encompass network and device management. While print solutions remain foundational, this expanded offering enables dealers to diversify their revenue streams and serve as indispensable resources for businesses, especially in the area of office technology.

Success is a shared endeavor, where equipping dealers with tools and expertise translates directly to customer satisfaction and growth. Specialized teams dedicated to

key vertical markets can assist channel partners in assessing, designing and optimizing tailored print solutions. Customized support is critical to ensuring that dealer offerings align with each client’s unique requirements. This is how we will grow together in the year ahead.

Equally vital is a robust network of field engineers who can swiftly address any technical challenges, providing toptier technical support both pre- and post-sale. This level of service becomes a defining feature, fostering customer confidence in the dealer’s reliability and problem-solving capabilities.

A dealer cannot go wrong adopting securitybased products and services. With the increasing ... cyberattacks, cybersecurity services address a critical need ...

As print volumes decrease and competition intensifies, exceptional customer service distinguishes one dealership from another, reinforcing the dealership’s value as a reliable partner and establishing a loyal client base in a demanding market. Looking ahead, the office technology landscape is set for continued evolution, driven by the demands of hybrid work, decentralized offices and multilocation operations. While printing remains a critical function, it must adapt to these emerging dynamics, placing a premium on flexibility, compact solutions and seamless integration with broader IT infrastructures.

As we enter 2025, the success of office technology providers will hinge on their commitment to robust dealer partnerships and exceptional customer service. By standing as trusted, adaptable partners in this rapidly shifting environment, dealers will not only keep pace with change, but lead the industry forward, ensuring their relevance and resilience in the years to come.

Konica Minolta Business Solutions U.S.A. Inc.

Laura Blackmer, President, Dealer Sales 2025 will bring both challenges and opportunities for dealers. I’d like to highlight a few of them.

Dealers are increasingly challenged by pressure on profitability and will continue to be going into 2025. Suggestions to mitigate that pressure center around diversification as the clear way forward to offset declines in print. It is not just about new revenue streams, but new profit streams.

One of the most significant opportunities dealers will face in 2025 and beyond is capturing their customers’ technology spend. With the addition of artificial intelligence (AI), the demand for new PCs and continued investment in computing hardware will rise. By diversifying with a broader spectrum of products and services, you can better meet

demands and secure a larger share of customer technology budgets.

Security-based products and services continue to generate new and highly profitable opportunities to meet market demands. A core business centered around copiers and print management with integrated security provides a robust foundation to drive significant growth in cybersecurity, physical security and security monitoring services. These solutions that ensure customer safety can unlock new revenue streams, create substantial value and exceed customer expectations.

A dealer cannot go wrong adopting security-based products and services. With the increasing threat of cyberattacks, cybersecurity services address a critical need for businesses. This includes network security, data protection and compliance services, and can lead to physical security products such as surveillance cameras, access control systems and alarm systems. Security monitoring services can enhance the value of these offerings and create recurring revenue streams.

It is vital for dealers to have a clear-cut organizational cloud strategy, as that will impact all elements of the business. We anticipate a significant rise in demand for remote services, diagnostics and predictive maintenance, all delivered via secure cloud products. It is becoming increasingly important for dealers to not only sell digital transformation products, but also utilize them internally by managing multitenant environments and leveraging these remote offerings effectively. This benefits customers and allows dealers to maximize their skilled labor forces and reach more customers without travel costs and wasted time.

Offering managed IT services, including help-desk support, network management and IT consulting can help businesses streamline their operations and improve efficiency. Cloud services such as storage, backup solutions and cloud-based software can meet the growing demand for flexible and scalable IT infrastructure. Solutions that integrate voice, video and messaging services can improve communication and collaboration within organizations.

Expanding into these sectors allows dealers to tap into new revenue opportunities, deliver significant value and surpass customer expectations. This strategy not only fortifies the core business, but also equips dealers to excel in a dynamic and competitive landscape.

The adoption of intelligent information management (IIM) technology is helping businesses organize, manage and understand their data. Konica Minolta recently launched an IIM program for its dealers to help those looking to expand

The industry’s transition from A3 to A4 continues to reshape printing habits. A4 devices are expected to dominate, driven by shifting preferences.

into process automation, workflow automation and even AI. By embracing these technologies, dealers can enhance operational efficiency, reduce costs and provide superior service to their customers, positioning themselves as leaders in the evolving office technology landscape.

Another prime example is production and industrial print, which continue to experience significant demand and profitability. Building a successful production print business requires dedication and expertise. Once mastered, it allows for the generation of new revenue streams and establishes a highly profitable business while maintaining a focus on core operations.

Kyocera Document Solutions America Inc.

Don Duvall, Vice President, Channel Sales

As we look to 2025, the year promises profound changes for both the industry and society. Dealers, already skilled in navigating shifts, must prepare for the dual impact of an evolving political landscape and sector-specific opportunities. Industries like defense, local manufacturing and regional banking are set for growth, offering strategic dealers avenues on which to capitalize.

The industry’s transition from A3 to A4 continues to reshape printing habits. A4 devices are expected to dominate, driven by shifting preferences. Customers are renewing leases with fewer, smaller devices, reducing profitability from existing accounts and highlighting the need for dealers to target new customers to sustain growth.

To attract new customers, dealers must innovate their approaches. Programs such as Unlimited Printing and Three-Tier Color offer compelling entry points for conversations with businesses aiming to cut costs, predict expenses or boost efficiency. Additionally, e-commerce is proving to be a game-changer, enabling dealers to efficiently sell consumables like toner and A4 devices to current clients while freeing up sales teams to pursue higher-value deals.

In an era where finding and retaining top talent is increasingly challenging, leveraging technology to enhance efficiency is essential. Dealers who embrace e-commerce and other digital tools will be better positioned to focus on

scaling and securing new opportunities.

Despite an expected annual decline in print volumes of about 3%, emerging trends provide growth potential. There is increasing demand for color printing and high-quality outputs over quantity. Production print, particularly inkjet technology, is growing rapidly as it captures volumes previously managed by offset presses.

Today, cloud adoption is accelerating, demanding that dealerships offer cloud-based print management, remote monitoring and secure document storage.

As printing evolves, so do opportunities for complementary solutions like cloud print or enterprise content management (ECM). These tools are becoming increasingly essential for IT directors and business owners seeking to optimize workflows and improve efficiency. Public administration, in particular, stands out as a key sector for adoption due to its focus on enhancing productivity and reducing operational complexity.

ECM solutions, even in basic forms, offer excellent entry points for dealers looking to diversify. By enabling efficient document management, they meet the growing demand for seamless digital workflows. Combined with cloud print and digitization, ECM positions dealers as indispensable partners for organizations seeking comprehensive solutions.

Dealers who embrace and promote these technologies within a diverse portfolio will meet customer demands, build long-term partnerships and thrive in an increasingly digitized market.

The instability of 2024 — with new players entering the market and OEMs making tough decisions — has presented dealers with a unique opportunity. Now, more than ever, dealers can be selective, partnering with organizations that offer the most comprehensive portfolios and financial stability. This strategic positioning will enable them to build lasting, mutually beneficial relationships.

2025 presents an opportunity for ambitious dealers to transform challenges into growth. Those who embrace innovation, diversify their offerings and strategically align with the right partners will not only navigate change, but thrive in it. By staying agile and forward-thinking, dealers can secure their positions as essential partners in a rapidly evolving landscape.

Lexmark International Inc.

Clark Bugg, Director of Channel Sales

The office technology landscape is rapidly transforming, driven by technological advancements and evolving business needs. This presents both opportunities and challenges for technology dealerships, the crucial

link between manufacturers and end users. Success requires adapting to this dynamic environment by embracing innovation and customer-centricity. And what do customers want in 2025? A simpler experience.

At Lexmark, we know the key trends shaping the future of the office technology channel market and strategies for dealerships to thrive while making customers’ lives easier. These include leveraging cloud services, developing industry-specific solutions, harnessing AI and data analytics, and prioritizing security at every touchpoint.

Today, cloud adoption is accelerating, demanding that dealerships offer cloud-based print management, remote monitoring and secure document storage. Cloud infrastructure also streamlines dealership operations and reduces costs. The channel’s role in providing expertise and consolidated cloud offerings will become even more critical in 2025. By leveraging cloud infrastructure, the channel can also improve operations efficiency while reducing costs, a key goal for many channel partners heading into next year. For instance, cloud-based print management solutions enable dealerships to monitor and manage their clients’ printing devices remotely, reducing the need for on-site visits and minimizing downtime. Additionally, cloud-based document storage and collaboration tools can help businesses streamline their workflows and improve productivity.

Cloud services have become the preferred delivery method for many businesses worldwide, making their adoption increasingly crucial for the channel market. This importance will escalate in 2025, with the channel playing a more vital role in providing essential expertise and consolidating offerings to deliver complete solutions to customers.

As businesses across various industries face unique challenges, channel partners should develop targeted solutions to address the distinct needs of specific industries. For example, unique challenges in the health-care sector include strict regulatory requirements, patient privacy concerns and the need for efficient document management. Tailored health-care solutions could include secure printing, electronic health record (EHR) integration and workflow automation, as dealerships can seamlessly support healthcare providers in improving patient care while maintaining compliance with industry regulations.

Additionally, the printing industry is only beginning to scratch the surface of AI’s potential. AI-powered predictive diagnostics are already in use, and as AI technology matures, we envision even more transformative applications.

In the wake of generative AI’s explosive growth, harnessing

the combined power of AI, big data and analytics is more essential than ever. Device sensor data allows for optimized serviceability and maintenance, ultimately increasing customer satisfaction, while AI-driven insights empower dealerships to uncover hidden patterns and trends in their data, leading to more informed decision-making and improved business outcomes.

Another area primed for continued growth is production print. It presents an opportunity for dealers to further diversify their offerings ...

Given the interconnected nature of modern printers, security will continue to be paramount in 2025. AI is already critical for edge network security, monitoring traffic for anomalies. However, printer security is often overlooked, and a robust network architecture is crucial for enabling AI-powered monitoring of all endpoint traffic, including printers. The growing adoption of zero-trust network principles further enhances AI’s ability to strengthen network security.

The future of print is intelligent, interconnected, secure — and, most of all, intuitive. By keeping this lens in mind, dealerships can offer incredible value to their customers in 2025 and beyond.

Ricoh USA Inc.

Jim Coriddi, Chief Dealer Officer

As we move into 2025, there continues to be a lot of discussion around the decline of print. While it is true that print output has been declining in specific businesses/segments, the fact remains that the vast majority of corporate information still exists on paper. Print needs to be digitized, distributed and incorporated into workflows across an organization. This presents a tremendous opportunity for dealers to expand their management of customer information, providing office solutions that facilitate the seamless sharing of physical and digital information across an increasingly hybrid workforce. Among these solutions are next-level MFPs that are built smaller and more sustainably for evolving office environments that integrate with document management software. The market opportunity is expected to top $10 billion in 2025. Another area primed for continued growth is production print. It presents an opportunity for dealers to further diversify their offerings, offset the decline in office print and build a new aftermarket annuity base. A natural extension for dealers currently selling and servicing MFPs, production print is expected to grow at a CAGR of 4.07% from 2023-2028, driven largely by businesses shifting some traditional MFP print to in-plant and/or commercial printers. Customers are looking

to personalize marketing materials and bring on-demand publishing and shortrun digital printing in-house, or shifting these jobs to commercial printers. Finally, new workplace environments require tools that simplify and foster engagement, both among those in the office and at home. Collaboration extends beyond document sharing. Dealers should consider diversifying their portfolios with technologies such as audio and video conferencing, meeting-room management and interactive displays as part of their strategies to provide a more holistic approach to the modern workplace experience. This is a natural extension for our business.

RISO Inc.

Andre D’Urbano,

Vice President of Sales

Sales, much like politics, is all about the economy. And production print, more than any other sector that BTA dealers work with, has been on a roller coaster ride since the start of 2020. The COVID-19 pandemic came along and wreaked havoc on the “triple crown” of print: paper, postage and wages.

n Paper — The consolidation of paper mills during COVID created a supply shortage at a time when demand was high. Paper prices increased, have not come down and continue to negatively impact profitability for print facilities.

n Postage — This past July, the U.S. Postal Service announced yet another price increase which, when added to rising paper costs, made for a double whammy for print providers. Keep in mind that most of what is printed is mailed.

n Wages — Print shop owners and managers are expecting a retirement Armageddon in late 2028. COVID started the retirement dance, where many of the older workers simply went away and never came back. That put pressure on the remaining group to stay — and they did — but for higher wages. The issue of finding younger people to fill these key roles in a print operation persists, and hiring staff members has never been more difficult. The one driver though — money. Pay them above average wages and they will come.

With each increase, print providers have had to raise prices on their customers to the point where many print buyers are now saying: “Enough. Stop raising my prices or I will be forced to find other ways to get my messaging out to my customers.” This has forced print shops across the country to look for ways to cut costs in an effort to get pricing back in line with customer demands.

n A solution to price increases — One way to cut costs is converting toner jobs to the lower cost of inkjet output. Some print providers have promised to stop the increases only if the end user allows them to transition the job to inkjet. Not surprisingly, many print buyers have embraced the idea and approved the transition to inkjet. Some even walk away with a “two-year price guarantee.”

Our guidance for 2025 aligns with previous strategies: diversify into areas like displays and laptops, while partnering with others for complementary services.

But while price increases have hastened the toner-to-inkjet conversion, they have not prevented print buyers from changing how they buy their print. Over the past 18 months, we have seen jobs cut in half, so corporations are spending money on half the job instead of the entirety. One larger print shop noted how, in 2017, it had printed 4,200 jobs for 72 million impressions. The same print shop said that, in 2023, it had printed 61 million impressions on 8,300 jobs. Double the jobs means having to hire more people to handle the extra work without necessarily seeing an increase in revenue.

The short-run dilemma has forced production print operators to change strategy. Gone is the one large press for everything. That is being replaced by multiple smaller production engines so they can print multiple jobs simultaneously. On a floor with a dozen engines, units one through five are printing job one, six through nine are handling job two, and units 10 through 12 a third job. Redundancy is an added benefit of the multiunit approach.

RISO is the only oil-based inkjet technology on the market that needs no dryer or decurler for its output. The smaller footprint and lower capital cost means RISO customers are buying the product in batches of four units at a time. RISO remains the only cut-sheet inkjet production device in the $50,000 to $180,000 price range and is often the product of choice when opening disaster recovery centers where footprint is scarce. If you are a BTA dealer selling into the production arena, the inkjet opportunity is calling.

Sharp Imaging and Information Company of America

Mike Marusic, President & CEO

Each year we predict the dealer channel’s future, and apart from pandemic years, the core message stays the same: “Dealers need to diversify and here’s how we can help.” For 2025, this advice continues with a new emphasis on market consolidation. Consolidation has shifted from a theoretical topic to an active reality, with dealers now preparing

for changes in the OEM landscape.

In recent months, dealers have increasingly focused on positioning their businesses for potential consolidation. It is the most common topic of discussion and preparation. While speculation about consolidation has existed for years, recent developments are providing clearer indications of its implications, pushing dealers to adapt in response.

The impact of this shift depends on where each dealer stands. Critical questions include: “Will changes in manufacturer brands affect customer retention or encourage users to seek alternatives? What will be the cost and training challenges of managing parts for multiple models as consolidation progresses? How can risk be minimized during this shift?” These are the questions I hear from leading, growth-oriented dealers as they strategize for the future.

While there is no certainty about how or when consolidation will unfold, planning for “what-if” scenarios is essential. More dealers are now analyzing OEM financials and considering where these companies are investing or divesting: “Are they aligning with my business interests or shifting focus elsewhere?” These are tough, but crucial, questions for dealers who have invested heavily in their operations to evaluate if their suppliers’ strategies align with their own.

If history has taught us anything, it is that dealers are highly adaptable and resourceful. They have navigated past challenges by pivoting and seizing new opportunities. Today’s uncertainty also presents chances for growth, fueling our confidence in supporting dealers to expand their print businesses and enter new areas.

Our guidance for 2025 aligns with previous strategies: diversify into areas like displays and laptops, while partnering with others for complementary services. Strengthening relationships with existing customers is a long-term strategy that boosts loyalty and business growth. Our data supports this approach. Year-to-date 2024 (September) compared to the pre-COVID-19-pandemic period shows dealers who diversified into other categories with us grew their MFP business by 12%, while those who did not saw a 15% decline. The difference is more pronounced among smaller dealers, where those diversifying reported more than 350% growth in print versus flat performance for non-diversified peers.

Offering diverse products and services has underpinned dealer success over recent years, and we remain committed to helping them grow in new categories. Customers increasingly demand more from their dealers, and fulfilling that need is essential for continued success.

The final advice: Diversify now and plan proactively for tomorrow’s evolving landscape.

Toshiba America Business Solutions Inc.

Peter Morisco, Vice President of Regional Sales — Eastern United States

Our strategy for 2025 is clear: advance print, innovate through adjacent technologies and support our dealers with the tools and insights they require to thrive.

Toshiba will leverage technological advancements and strategic alliances to enable our resellers to thrive in 2025. Our recent joint venture with Ricoh, operational in July 2024, exemplifies this mandate.

This partnership is much more than a supply chain enhancement; it reflects our commitment to operational excellence, seamless systems integration and a fortified product offering. By creating a reliable supply process, we are now, more than ever, able to equip our clients with the products they will need to succeed.

n Strategic Focus on Managed Print as a Service (MPaaS) — MPaaS represents a cornerstone of Toshiba’s growth strategy. While MPaaS can take many forms, we have a clear, comprehensive and purposeful approach. From innovative software solutions for device onboarding to timely client supply deliveries, Toshiba’s MPaaS program maximizes efficiency, scalability and value for our dealer network. We automate one of the most time-consuming, yet critical, elements of MPaaS, empowering our dealers to achieve national reach without significant investments.

n Powering Client and Reseller Success Via the Cloud — Toshiba understands the importance of shifting organizations from on-premise to cloud technologies to enhance print management, workflow, service, print-from-anywhere capabilities and expense. By investing significantly in our Elevate Sky cloud platform, Toshiba helps resellers provide the best client services currently available. Moreover, Toshiba’s team of experts offers cloud consulting, project management, implementation and technical support.

n Embracing Label and Receipt Printing for Diversification — Dealers look for areas of opportunity to diversify their offerings to better serve their clients. Our Label and Receipt Printer Program addresses this need directly, offering dealers a turnkey solution to capitalize on the expanding label and receipt printing market. Label and receipt printing offers new revenue streams, enhances client relationships and gives dealers a way to stand out in a competitive landscape. Including label and receipt printers in an MPaaS proposal sets Toshiba dealers apart, as Toshiba is the only major multifunctional printer manufacturer to offer such hardware. This unique advantage allows Toshiba dealers to deliver a more comprehensive solution to clients,

addressing both traditional and specialty printing needs under a single brand.

Looking ahead, we recognize that our dealers will encounter challenges in 2025, particularly in talent acquisition and retention for both sales and service roles. Alongside workforce considerations, evolving client demands (such as the shift from A3 to A4 formats) will continue to shape our industry.

The most successful dealerships will prioritize an authentic, customer-first approach. These dealerships pair exceptional service with advanced marketing and CRM strategies, creating a seamless sales experience that resonates with clients. In today’s information-rich landscape, the buying window is shorter, making timing essential in effective sales strategies.

Our strategy for 2025 is clear: advance print, innovate through adjacent technologies and support our dealers with the tools and insights they require to thrive. As Toshiba continues to invest in MPaaS, label and receipt printing, innovative cloud technologies and strategic partnerships, our dealers will capitalize on emerging opportunities, ensuring print remains vibrant and valuable for years to come.

Please let me know if I can help. You can reach me by email at peter.morisco@tabs.toshiba.com or by phone at (862) 233-3057. Good selling!

Xerox Corp.

Karl Boissonneault, President, Xerox North America Channels & Canada

As we step into 2025, the office technology sector is brimming with opportunities for our channel partners. To thrive and ensure a prosperous future, we must acknowledge the challenges ahead and stay prepared and competitive. Key challenges include hiring qualified sales and technical staff members in a tight job market, and making the right investments in training and development programs to build a skilled workforce and retain top talent. Investing in our people and future workforce will make way for a strong foundation for success.

With the rise of hybrid work and the decline in traditional printing needs, the demand for office equipment is evolving. Now is the perfect time to adapt offerings to include more digital and remote solutions, keeping pace with rapidly advancing technologies. AI and automation are crucial, as users expect office technology to enhance efficiency and productivity.

From MFP devices that streamline tasks, the focus is

on automated workflows and predictive maintenance. Intuitive and personalized user interfaces are essential, making it easier for employees to interact with technology and access tools conveniently.

We anticipate high demand for technology that supports seamless collaboration and communication, such as cloud-based services, video conferencing tools and secure remote access solutions. This shift also brings a need for top-notch support and training to ensure smooth adoption and effective use, along with subscription-based models for software and services that offer flexibility and cost-effectiveness.

Continuously training your sales team members on the latest industry trends, technologies and client needs ensures they can better address pain points and close sales.

For dealers, this is an exciting time. By adopting the right strategies, you can seize primary market and product opportunities, ensuring a solid future and optimizing your business. The primary market and product opportunities in 2025 will include:

n Managed Print Services (MPS) — The demand for comprehensive print management solutions is set to grow. By offering MPS, we help businesses streamline their printing processes, cut costs and boost efficiency. This service will be invaluable to clients.

n Document Management Solutions — Efficient document management systems will continue to be in high demand. These systems help businesses organize, store and retrieve documents more effectively, significantly enhancing operational efficiency.

n AI-Driven Solutions — The rise of AI presents a significant opportunity. AI-powered office technology solutions, such as predictive maintenance services and advanced document management, are becoming increasingly popular.

n Managed IT Services — Providing network management, help-desk support and IT consulting can help diversify services and meet the growing needs of businesses for comprehensive IT support.

n Subscription-Based Models — Transitioning to subscription-based models for software and services can offer clients more flexibility and cost-effectiveness compared to traditional one-time purchases.

n Cybersecurity Services — With the continuous evolution of cyberthreats, there is a substantial market for advanced cybersecurity solutions. As cyberthreats become more sophisticated, end users want stronger security measures to protect their data and systems. This includes simplified security configurations, advanced encryption, auto-remediation of security features, multifactor authentication and regular security updates.

n Sustainable Products — Eco-friendly office technology,

including energy-efficient devices and sustainable practices, will be in high demand as businesses strive to reduce their environmental impact.

The best strategies for pursuing these opportunities include:

n Diversify Offerings — Expand beyond traditional copier/MFPs to include managed print services, digital workflow solutions and IT services. This helps meet the evolving needs of businesses, especially those transitioning to hybrid work environments.

n Focus on Sustainability — Invest in eco-friendly products and services, such as energy-efficient copier/MFPs and recycling programs to attract environmentally conscious clients. Highlighting sustainability efforts can be a key differentiator. End users will expect office technology to help them work toward their sustainability goals. This includes energy-efficient devices, materials that reduce negative environmental impact and convenient recycling programs.

n Leverage Technology — Integrating AI and automation into offerings will enhance productivity and efficiency for clients. It is crucial to stay up to date with the latest technological advancements to remain competitive.

n Personalize the Customer Experience — Use data analytics to understand client needs and preferences to offer personalized solutions and exceptional service. For example, setting up and offering discounts for automatic payment methods can help build long-term relationships.

n Enhance Cybersecurity Measures — Provide products and services that include robust security features and protect client data. Educating clients on cybersecurity best practices builds trust and loyalty.

n Use Integrated Marketing — Creating a seamless client journey by integrating direct mail, email, social media and other digital channels can effectively engage clients. Personalized marketing efforts are key to maintaining client interest.

n Educate Your Team Members — Continuously training your sales team members on the latest industry trends, technologies and client needs ensures they can better address pain points and close sales.

As we look toward the future, the office technology industry stands at a pivotal juncture. Despite the challenges, there are significant opportunities for dealers to redefine their roles, expand into new markets and become strategic partners in digital transformation. n

Brent Hoskins, executive director of the Business Technology Association, is editor of Office Technology magazine. He can be reached at (816) 303-4040 or brent@bta.org.

Section 179 Urgency

The year-end sales hack every dealer should be using

by: Dale Stein, Technology Assurance Group (TAG)

Imagine a firefighter. We will call him Sam. He is sitting at the fire station, ready to protect others in their times of need, waiting idly until his heroism is called upon. Suddenly, the alarm rings and someone needs his help.

Sam’s role is clear — there is a fire to put out, there is an urgent deadline (i.e., a “pending event”) and the whole community knows it can turn to him because he has the tools and expertise to handle it. Every call comes with urgency and purpose, and when the job is done, he gets to enjoy the tangible impact he has made, not just on the owner’s property, but on his (or her) whole life. Does your sales process feel like this? Or does it feel a little different?

Now I want you to picture someone else: Alex, the rain dancer. Alex spends his time twirling in an open field, hoping to summon rain for people who may — or may not — think they need rain. He can clearly see that everyone could use more rain — to grow their crops, to help their gardens bloom, etc. — but they are not asking for his help.

For Alex, there is no urgency, no clarity and no guarantee of success. While Alex’s ornate shimmies might be wellintentioned, the people he is rain dancing for do not feel the same pull to act — and without urgency or “pending events” (like their houses smoldering to ashes) to move them forward, every conversation feels like an uphill battle. Even if Alex prides himself on his hard work ethic and is genuinely sincere in his desire to serve others, it will not be long before he is left wondering if all his efforts will ever pay off.

For an office technology dealer, Sam and Alex represent two different approaches to sales. Sam, our firefighter, only works with ideal leads who have recognized they have immediate needs, strong “pending events” and trust in Sam’s abilities. Alex, on the other hand, spends his time chasing ice-cold “maybe” leads — customers without any urgency who might casually be intrigued by his services but, overall, lack respect for his talents. The biggest defining characteristic is his leads do not have “pending events.”

It is no wonder Sam finishes each day knowing he has accomplished something meaningful while Alex ends his days exhausted and questioning why he ever got into the raindancing industry in the first place.

If you are looking to transform your business, do this single thing: Get your sales team to stop chasing time-draining, soul-sucking “maybes.” Instead, get them to focus on crystal-clear “yes” or “no” prospects. There is one simple hack to make this work.

The Obvious Secret

First, ensure your client has a “pending event.” With a “pending event,” you can step in as the expert who delivers solutions, rather than someone hoping for attention in a crowded field. “Pending events” work because they make your client’s decision a requirement.

And before you argue, “But my clients don’t have any pending events,” that is incorrect. All of them do. And it is called “Section 179.”

Why Section 179 is Your Year-End Sales Secret

Section 179 is a powerful tax incentive that allows businesses to deduct up to $1.22 million in qualifying equipment purchases made before the end of the year. For customers sitting on the fence about upgrading their office equipment, this tax advantage creates a clear deadline — make the purchase now or lose the benefit entirely.

This urgency is the perfect catalyst to transform indecision into action. The beauty of Section 179 is that it is not just about tax savings; it is a compelling reason for your customers to make a decision before Dec. 31.

Leverage Section 179 to Close the Deal

If you have deals stuck in “maybe,” here is how to use Section 179 to get them moving: Start with a simple explanation. Let your customers know that Section 179 allows businesses to write off the full cost of qualifying equipment

in the year they purchase it. This deduction applies to items like copier/MFPs, printers, cybersecurity, phone systems and IT equipment — the very products they are considering.

Then make the urgency clear. Highlight the fact that this tax advantage only applies to equipment purchased and put into service before Dec. 31. You can say: “If you don’t act now, this opportunity may be gone for another year.” For customers who are already interested, this deadline gives them the push they need to commit.

Emphasize the Financial Savings

As the year winds down, every customer wants to finish profitably. Use that momentum to your advantage. Section 179 creates a natural “now-or-never” moment ...

Revive Dead Deals

Your sales team can use Section 179 as a conversation starter to follow up on stalled deals. An email or phone call framed around the year-end deadline provides a fresh reason to reengage. For example: “Quick reminder about the Section 179 tax deduction: If we wrap up your purchase of [specific equipment] before Dec. 31, we might be able to help you lock in a couple thousand dollars tax savings for this year. Let me know when you have time to chat so we can get this squared away.”

Focus on Their Long-Term Goals

Next, break down how much they could save. For example, if a customer is considering a $50,000 office technology package, explain how they can deduct the full amount, potentially saving $12,500 or more on their taxes (assuming a 25% tax rate). When they realize the cost savings, the decision becomes much easier.

Beyond the immediate savings, remind customers that this is about investing in their future. The equipment they buy now will help their businesses operate more efficiently, stay competitive and grow into the next year. Section 179 is just the cherry on top.

As the year winds down, every customer wants to finish profitably. Use that momentum to your advantage. Section 179 creates a natural “now-or-never” moment that helps customers overcome their hesitation. You are not just selling equipment — you are offering a financially intelligent decision they will thank you for later.

Turn Those ‘Maybes’ Into Wins

Every deal stuck in limbo is an opportunity waiting to be seized. Section 179 gives you the tool you need to clear the fog of indecision and guide your customers to a confident “yes.” By reminding them of the tax advantages and helping them see the urgency, you will not only close deals, but also build stronger relationships with customers who appreciate your proactive approach. In a way, they might even start showing your company the same respect they do the fire department.

This year, do not let the “maybes” hold you back. Leverage Section 179, close more deals and end the year profitably — both for your business and your customers’ businesses. And remember, if it does not work, you can always put on your rain-dancing shoes and start shuffling (just make sure you never rain dance on a hill though)! n

Dale Stein is co-founder of Technology Assurance Group (TAG), an organization of managed technology service providers (MTSPs). In addition, Stein is the managing partner for TAG’s MTSP, i-NETT, and also serves as its president. He also founded Westec Security Corp. and served as its CEO. Stein can be reached at dales@tagnational.com. Visit www.tagnational.com

Make Your Content Shine

Standing out in a sea of AI monotony

by: Jenna Miller, Emerald Strategic Marketing

Marketers hear this every day: “Just use artificial intelligence (AI) to write it!” While generative AI has made life easier, it has also complicated things for content creators. Competition in the B2B office technology space is fierce, and attention spans are short, so it is crucial to implement the right strategy to stand out from the crowd. But is AI the way to do that?

AI is a fantastic tool that speeds processes, boosting team productivity. But the market has become overly saturated with mundane, generic AI content. Going “old school” and putting more people back in the mix is helping businesses like yours stand out and get noticed. So, how do you do it right? How do you balance the speed and effectiveness of generative AI with the personal touch of marketing? The answer lies in combining the strengths of both to enhance your content.

The Role of AI in Content Creation

Efficiency and speed are crucial in all departments of your business today. Part of that is incorporating AI into your marketing strategy. AI has transformed content creation, quickly generating everything from blog posts to social media updates. This has freed up teams to focus on strategy and customer engagement rather than writing.

Additionally, AI has improved our ability to collect and analyze marketing data, which marketers rely on to guide decisions. It analyzes sources like social media and website traffic to reveal trends and user behaviors, often spotting emerging patterns before they gain traction.

AI has also revolutionized SEO. Tools like Semrush help identify high-value keywords and suggest on-page improvements, boosting content performance and optimizing sharing times for maximum engagement. But AI is missing something important for great content: the human element.

The Human Element

While AI excels in some content generation, the human touch is fundamental for making your content stand out. In

B2B marketing, where trust is crucial, genuine narratives can set your brand apart. Human-driven storytelling transforms facts into relatable stories that resonate with audiences. For instance, Microsoft’s “We All Win” campaign featured Alex, a boy using a customized Xbox controller for disabilities, highlighting inclusivity and sparking conversations. This example shows that while AI can produce content efficiently, it often lacks the emotional depth of human storytelling. Combining AI’s efficiency with human creativity strengthens your content.

Furthermore, establishing a distinct, relatable brand voice helps your company stand out and resonate with customers. This voice personifies and reflects your company’s personality and values, influencing audience engagement. While AI can generate text, it struggles to capture the nuances of brand personality and can produce generic content that fails to engage. It is the human touch that authentically conveys a brand’s unique voice and message.

Finally, establishing thought leadership in the office technology industry requires communicating complex ideas, where human insight is invaluable. For example, Xerox’s white papers dive deep into emerging print and digital transformation solutions, offering valuable perspectives from industry experts. Similarly, IDC’s market research reports are shaped by analysts who break down complex technological trends. Personal stories from office technology innovators bring authenticity that AI alone cannot replicate.

Finding the Right Balance Between AI & Humans

To integrate AI tools with human input productively, you should adopt a structured, collaborative approach that leverages the strengths of both. The goal is to create a seamless workflow where AI acts as a partner, enhancing human creativity rather than replacing it.

After clearly defining the roles of AI and human team members, you will need to identify specific tasks that AI can handle well, such as data analysis, keyword research, and generating

outlines and first drafts of straightforward content. For example, AI can analyze audience behavior and suggest content topics, allowing you to focus on crafting narratives that resonate and attract viewers.

Once AI has produced content, human marketers and business leaders should step in to conduct a thorough review and refine it. This includes adjusting the tone to match the brand voice, adding personal anecdotes, verifying statistics and incorporating insights that only experienced team members can provide. Your team will also want to ensure the piece aligns with the brand’s values and resonates with the target audience.

Embrace the opportunity to combine AI’s strengths with human creativity and emotional intelligence to help your content thrive and stand out.

After your content is published, gather performance data such as engagement metrics and audience feedback. Analyze this information to identify areas for enhancement in future content. For example, if certain topics or formats yield higher engagement, teams can adjust their strategies accordingly.

Tips to Make Your Content Stand Out

(1) Emphasize Personal Experience and Storytelling Share unique personal stories and case studies that connect emotionally with your audience.

(2) Focus on Human Expertise and Unique Insights — Leverage your expertise to offer fresh insights that go beyond data-driven summaries provided by AI.

(3) Show Empathy and Understanding of the Audience’s Needs — Demonstrate empathy by addressing specific pain points and challenges your audience faces, creating a more relatable and tailored experience.

(4) Provide Original Research and Data — Conduct your own research and use original data to support your content, differentiating it from AI-generated text that relies on preexisting information.

(5) Inject Personality and Tone — Use a distinct voice and tone to humanize your content, making it more engaging and memorable compared to formulaic AI output.

(6) Use Visual and Multimedia Elements — Incorporate visuals, videos and interactive content to enhance engagement and add a layer of creativity that AI content often lacks.

(7) Update and Contextualize Content Regularly — Frequently update your content with timely insights and fresh examples, ensuring it remains relevant and in tune with current events. This is also great for improving your SEO.

(8) Leverage Collaboration and Community Engagement — Foster direct engagement by encouraging community participation through webinars, Q&As and feedback.

(9) Highlight Values and Ethical Stances — Showcase your company’s values and ethical commitments, creating deeper connections with similarly principled audiences.

Three Common Mistakes to Avoid

(1) Reliance on AI only — As AI tools evolve, you may be tempted to rely too heavily on them for content creation. This can lead to significant pitfalls, such as producing outputs that lack depth, creativity and emotional resonance.

(2) Neglecting Audience Engagement — Focusing solely on metrics while neglecting audience needs is another common mistake. An overemphasis on data can create a mechanical approach that alienates your audience. To keep content relatable, you should understand your audience’s interests and emotional triggers. Engaging with followers, conducting surveys and incorporating storytelling can foster connection. By balancing data with genuine engagement, you can create content that resonates personally.

(3) Ignoring Brand Identity — Failing to acknowledge a brand’s unique identity can lead to bland content. Without the nuances of brand personality, your content will blend in with all the rest. To maintain a cohesive brand message, collaboration between AI and human creatives is necessary.

Final Thoughts

As your marketing strategy evolves, balancing AI and human involvement in content creation is increasingly important. While AI offers many benefits, the human element provides emotional resonance, brand voice and nuanced understanding that helps your content stand out.

Looking ahead, the future of marketing in the office technology sector will be dynamic. As AI technology advances, its role will expand, but genuine human insight will remain necessary. Companies prioritizing this balance will build stronger connections and position themselves as trusted thought leaders. Will that be you?

Now is the time for you to evaluate your content strategies. Is it overly reliant on AI? Is it engaging your audience? By integrating more human insight, you can elevate content, enhance authenticity and foster lasting customer relationships. Embrace the opportunity to combine AI’s strengths with human creativity and emotional intelligence to help your content thrive and stand out. n Jenna Miller is the CEO of Emerald Strategic Marketing, a digital marketing agency based in Navarre, Florida, that delivers custom solutions like SEO, social media management and other marketing services tailored to each client’s unique brand story. She can reached at info@emeraldstrategicmarketing.com. Visit www.emeraldstrategicmarketing.com.

PRINCIPAL ISSUES

Navigating the Future Automating business with IDP & generative AI

by: Petra Beck, Infosource Software

Over the past decade, automating business transactions has become a primary focus for business and operations managers. Considerable progress has been made in digitizing paper-based inputs early in the process. However, paper documents now represent a declining portion of transactional inputs, such as B2B invoices, ID applications and auto insurance claim documents. Today, a substantial portion of these inputs arrive in digital formats, often as email attachments or file uploads to websites or apps provided by government agencies or businesses.

In our annual assessment of the intelligent document processing (IDP) market, Infosource tracks the inputs to IDP software based on data from vendors (see the graph on this page). Our latest report, “The 2023-2024 State of the IDP Industry,” reveals that new solutions process more than 50% of digital inputs, with most being digital documents like PDFs. This shift to digital inputs continues at a gradual pace, following the significant transition from analog to digital during the COVID-19 pandemic.

To seamlessly process all inputs for a business transaction (which may include a mix of paper-based and digital inputs such as documentation for a P&C insurance claim), an efficient capture solution capable of processing inputs from various channels is essential.

Unstructured Documents: A Major Bottleneck for Process Automation

When examining the bottlenecks in crucial transactional processes, unstructured documents often top the list. While structured documents (e.g., forms) are typically processed automatically once scanned or received digitally, and semistructured documents (e.g., invoices and receipts) have seen significant automation progress, unstructured documents remain a challenge. Mission-critical business processes often include unstructured documents like letters, loan application support documents and expert damage assessments for insurance claims. These documents must be classified, key information identified, extracted and analyzed, and then submitted to downstream business applications.

Progress & Challenges in Processing Unstructured Inputs With Intelligent Capture Software

In recent years, intelligent capture software vendors have

made notable progress in processing unstructured inputs, yet challenges remain. The widespread deployment of AI technologies has enhanced capture solutions, beginning with efforts to address challenges related to character recognition in low-quality documents, handwriting and languages with complex characters, such as Arabic. AI-based recognition methods have shown superior performance in these difficult use cases, as demonstrated by the AI recognition services of hyperscalers. Additionally, AI has significantly augmented OCR engines, integrating neural network technology to validate recognized words against a dictionary, utilizing contextual understanding.

Document classification has also seen substantial advancements through AI technology. The shift to intelligent document classification, leveraging natural language processing (NLP) and machine learning (ML) to analyze textual and visual document elements and assigning them to predefined types represents a key breakthrough. However, many vendors still rely on “non-deep” learning approaches, with systems trained by human experts using sample documents.

A particularly important aspect in handling unstructured documents involves very complex documents, such as comprehensive contracts or annual reports. AI solution providers have developed specialized systems for complex documents, like financial documents, that identify and extract critical data elements using a combination of rule-based and ML named entity recognition (NER).

Despite these considerable advancements in capture solutions driven by AI technologies, several challenges have limited or slowed the adoption of intelligent capture and IDP solutions.

Generative AI Technologies Offer Significant Enhancements

Generative AI technologies promise to tackle major challenges in IDP (see the graphic below). Leveraging large language models (LLMs), IDP solutions have shown improvements in recognizing text types that were previously difficult, even for computer-vision-based engines. Document classification tools utilizing LLMs and deep learning technologies now deliver impressive out-of-the-box results, especially in scenarios involving a wide variety of input types with frequently changing characteristics.

Our latest study update reveals a robust demand for IDP solutions, ranging from standalone capture solutions to the input ingestion elements of ... automation solutions ...

Advanced LLMs, such as GPT-4o, provide key capabilities for processing non-English languages, enabling efficient handling of multilingual inputs. These LLMs also enhance the ability to manage omnichannel inputs that include non-textbased business inputs. Furthermore, NLP commands allow for the continuous updating and enhancement of input ingestion solutions by defining additional entities for extraction.

Generative AI technologies also empower knowledge workers when analyzing complex business inputs, like contracts. With natural language prompts, users can request summaries of lengthy documents and extract key information beyond predefined data extraction fields.

Significant Customer Demand Expected for IDP Solutions in North America

Infosource conducts comprehensive quantitative analyses of the demand for IDP solutions. This analysis is based on input from hundreds of global IDP vendors, which is then converted into actual and projected investments by end customers in IDP solutions.

Our latest study update reveals a robust demand for IDP solutions, ranging from standalone capture solutions to the input ingestion elements of extensive automation solutions, reaching nearly $3 billion in 2023.

While generative AI-based solutions present a step change

for the automated ingestion in particular of unstructured business inputs, we currently see a phase of disillusion related to the business value of advanced AI technologies. This is partly caused by overstated expectations for the business impact of generative AI-based solutions. End customers also hesitate to deploy generative AI technologies due to concerns about data privacy, price premiums associated with the use of general LLMs, cultural concerns and skill gaps.

These inhibitors are crucial to consider, but are expected to have primarily short-term impacts on the IDP market. A good example is the ROI of generative AI-infused IDP solutions, which is anticipated to shift from an initial inhibitor to a future driver. During the early adopter phase, organizations often did not thoroughly select applications or assess business cases. Now, based on these learnings, organizations are reassessing priorities and selecting business cases where generative AI offers tangible results.

At the same time, vendors are enhancing their generative AI deployments and partnering with integrators and end customers to pilot opportunities. Once use-case characteristics and implementation requirements with strong ROI have been identified and consistently demonstrated, they will serve as accelerators as organizations scale and expand their applications.

In the near term, we also expect significant advancements in advanced AI solutions, such as customized or specialized language models and retrieval augmented generation (RAG), which will address concerns like privacy and accuracy.

The IDP market in North America is expected to experience a temporary slowdown in IDP deployments, particularly for generative AI-based solutions, over the next three years. This phase will allow for addressing concerns, advancing technology and achieving more attractive ROIs in business cases.

Despite this, end-customer investments are projected to drive a compound annual growth rate (CAGR) of more than 11% in North America, growing market demand from around $3 billion in 2023 to $5 billion by 2028, with accelerating growth rates over time (see the graph below).

IDP Use Cases With Key Future Opportunities

Infosource’s annual quantitative assessment of the global and regional IDP markets focuses on predicting future market opportunities, including detailed forecasts of market metrics like use cases (see the graph below).

In the near term, generative AI technologies are expected to significantly impact IDP use cases involving information-intensive business applications with large quantities and varieties of inputs. These include long, complex documents and business inputs arriving in multiple formats and languages. Examples of such use cases are digital mailrooms in shared services centers or BPO organizations, and what we term “case management” business applications. Case management use cases encompass horizontal scenarios like new employee selection and onboarding, as well as vertical-specific scenarios like insurance claims management.

Explore opportunities to expand your product line to include intelligent capture software and IDP solutions that complement existing scanning software.

automation places a stronger emphasis on the downstream processing of business inputs and reducing manual steps throughout the process.

While these shifts have been gradually unfolding over the past several years, generative AI technologies introduce a step change in ease of implementation, accuracy and automation opportunities. Therefore, I would like to close with a few recommendations for office technology dealers:

n Expand Offerings — Explore opportunities to expand your product line to include intelligent capture software and IDP solutions that complement existing scanning software. Highlight the added value these advanced tools bring to your customers’ workflow automation.

n Stay Informed — Continuously monitor generative AI developments and their implications for the capture market. Understanding the latest advancements will keep you competitive and ready to leverage new opportunities.

In these contexts, generative AI-infused IDP solutions enhance efficiency, reduce errors and biases in decision-making, and ensure data-driven outcomes. They also alleviate the administrative burdens on knowledge workers, boosting their motivation and enabling them to focus on analysis and critical decision-making.

Additionally, generative AI tools significantly enhance the customer experience by generating customized and personalized communications. Integrated communication steps, such as requesting missing inputs or providing status updates on business transactions, have the potential to greatly improve customer satisfaction.

Office Technology Industry Recommendations

The expected changes in the market will significantly impact the office technology sector. The shift from analog to digital business inputs, along with the move toward multichannel and multiformat inputs, will present considerable challenges for office technology dealers. The rising interest in automating input ingestion as part of end-to-end process

n Vendor Assessment — Reassess your current vendor partners based on their efforts to integrate generative AI technologies. Prioritize partnerships with vendors leading in AI exploration and deployment to ensure that you offer cutting-edge solutions.

n Network Expansion — Broaden your vendor network to include partners at the forefront of AI and generative AI innovations. Building relationships with industry leaders will provide access to the most advanced and effective solutions.

n Educate Your Customers — Provide training and resources to help your customers understand and implement generative AI technologies. Offer ongoing support to ensure they achieve the best ROI from their investments in IDP solutions. n

Petra Beck is a senior industry analyst at Infosource Software, where she leads the analysis and forecasting of the global intelligent capture software and intelligent document processing markets. Beck also provides strategic and growth planning support to Infosource clients. With more than 25 years of experience in the information management market, she brings a wealth of knowledge and expertise. Before joining Infosource, Beck held global roles in industry-leading strategic planning, market intelligence and thought leadership. She holds a degree in business administration and has completed multiyear assignments in the United States, the United Kingdom and France. Beck can be reached at pb@info-source.com. Visit www.info-source.com.

DEALERS HELPING DEALERS

Performance Improvement

What programs do dealers implement?

Compiled by: Brent Hoskins, Office Technology Magazine

Following is a question submitted by a dealer member as part of BTA’s Dealers Helping Dealers resource and many of the answers received. These answers and others can be found in the members-only section of the BTA website. Visit www.bta.org/DealersHelpingDealers. You will need your username and password to access this member resource.

What types of performance improvement programs (PIPs) do you implement for tenured salespeople who may not be producing revenues at desired levels?

“We are changing our salesforce in order to meet buyers’ needs and demands. The buyers and decision-makers have been changing over the years, and we need new people with completely new mindsets and skills to deliver to them the way they want to be marketed and sold to.”

Keven Ellison, vice president of marketing AIS, North Las Vegas, Nevada

“We offer monthly and quarterly bonuses along with an end-of-the-year 5% profit-sharing bonus if goals are met.”

Van Seretis, president Premium Digital Office Solutions, Parsippany, New Jersey

“Through discussions and coaching, and a slider scale of base. We offer continuous sales training with internal and external coaching. Drop the base to sales performance reality. If this is not cured, or escalation of performance is not obtained, then go to straight commission as a last resort before termination.”

Cody Webster, general manager JQ Office, Omaha, Nebraska

“Here are a few performance improvement programs that we implement:

(1) Sales Skill Refresher Training — Even experienced salespeople can benefit from revisiting core sales skills like prospecting, objection handling and negotiation. Tailor your training sessions to address gaps.

(2) Motivational Incentives — Offer short-term incentives or contests to reignite enthusiasm and competitiveness. For

example, reward achieving specific milestones like meeting quotas or bringing in new clients.

(3) Mindset & Confidence Building — Sometimes underperformance is linked to a mindset issue. Offering access to personal development programs that focus on mindset, confidence and stress management can help reset their approach to sales.”

Gil Gastelum, vice president of managed services Coast to Coast Business Equipment Inc., Irvine, California

“I personally wouldn’t vary my performance reviews or standards for tenured versus new salespeople. If reps are tenured and not performing, then in my opinion, they aren’t working and/or not devoting their time to the things that make them money — prospecting through in-person cold calls and phone calls, setting appointments with current clients and new prospects, or doing in-house demos. Bring it back to the basics and track their activity. If they are working remote or hybrid, I would change that and get eyes and ears on them ASAP. If they truly want to be successful, they should welcome the help from a sales manager, and their month and year should turn around quickly since they do have experience and tenure.”

Kecia Caughey, vice president of sales & general manager South Coast Copy Systems, San Diego, California

“Once someone hits 80% of plan, we have a 90-day plan to get them back to a basic level of activity. I call this the 1-2-3 plan and then 3-2-1. We focus on revenue first, prospect count second and then call activity, and then reverse this focus when a rep (new or tenured) hits 79.99% and below. This helps us get them back on track.”

Tommy McCrury, owner/partner

Total Office Solution of West Texas, Odessa, Texas

“Either increase or decrease commission. Making change brings a change.”

Isaac Brewer, vice president of sales

Document Solutions Unlimited, Spring Valley, New York n Brent Hoskins, executive director of the Business Technology Association, is editor of Office Technology magazine. He can be reached at brent@bta.org or (816) 303-4040.

Corporate Transparency Act

New business reporting requirements start Jan. 1

With the Jan. 1, 2025, deadline fast approaching, this month’s Legal Perspective focuses on the new business reporting requirements under the Corporate Transparency Act (CTA). Most eligible business entities under the CTA must file corporate transparency reports with the Financial Crimes Enforcement Network (FinCen) bureau of the U.S. Department of the Treasury by the beginning of the new year. Failure to comply with the CTA may result in fines, civil penalties or even criminal sanctions.

Originally enacted at the beginning of 2024 to combat a proliferation of illicit financial activities (e.g., money laundering, tax fraud, drug trafficking, terror financing and political corruption), the CTA’s new reporting requirements obligate many companies doing business in the U.S. to provide beneficial ownership information (BOI) to FinCen. BOI includes information about specific individuals who own 25% or more of a reporting company or exercise substantial control over a reporting company. Many senior executives (e.g., president, CEO, COO, CFO, general counsel, etc.) of a reporting company will be considered beneficial owners under the CTA due to their control over the reporting company. Beneficial owners may be different from individuals or other corporate entities listed on state registrations or filings. Thus, by creating a national registry of BOI, the goal of the CTA is to prevent bad actors from exploiting vulnerabilities in the U.S. financial system or from taking advantage of opaque corporate structures to hide their identities.

Eligible businesses subject to the CTA’s reporting requirements include corporations, limited liability companies (LLCs), limited partnerships or other similar business entities that were created by filing a formation document within an individual state. For example, S corporations formed in Delaware or LLCs established in Wyoming are likely to be considered eligible businesses subject to CTA reporting. Sole proprietorships are generally not considered reporting companies, unless one was formed by filing a document with a secretary of state or similar office. So far, there are only three recognized categories of businesses exempt from the reporting requirements under the CTA. They include: (1) entities regulated by U.S. government authorities (e.g., Securities & Exchange Commission, Federal Trade Commission, Federal Communications Commission, etc.); (2) large, privatelyheld companies with at least 20 full-time employees in the United States, more than $5 million in annual gross sales or receipts

by: Greg Goldberg, BTA General Counsel

and an operating physical presence in the United States; and (3) certain tax-exempt entities.

The due date of an eligible reporting business’s initial BOI report to FinCen depends upon when the business was formed. Eligible reporting businesses formed during this calendar year between Jan. 1, 2024, and Dec. 31, 2024, must file a BOI report within 90 days of receipt of confirmation of formation. Eligible reporting businesses formed next year, on or after Jan. 1, 2025, must file a BOI within 30 days of formation. Eligible reporting companies formed prior to Jan. 1, 2024, must file a BOI report by Jan. 1, 2025. It is not necessary to submit a BOI report annually; however, a reporting company must file an updated BOI report whenever there is a change in the reporting company’s basic information, beneficial owners or status as a reporting company. Updated reports should be filed no later than 30 days after the applicable change.

BOI reports are submitted electronically through a secure filing system available on FinCen’s BOI e-filing website: https:// boiefiling.fincen.gov. Reporting companies with more than one beneficial owner should include all beneficial owners on the same report. Although many, if not most, reporting companies are expected to submit BOI to FinCen on their own behalf, reporting companies may use professional assistance (e.g., attorney, accountant or other agent). A reporting company may designate anyone to file its BOI report, provided that the person is willing to provide his (or her) contact information, including full name and email address. Additionally, the individual filing the BOI report on behalf of the reporting company must certify that the information provided is true, correct and complete.

Information included in a BOI report should include a reporting company’s: legal name and any trade names; address of principal place of business in the U.S. (no P.O. boxes); place of formation or incorporation; and taxpayer identification number. The BOI report should also include the name, date of birth, residential address and identification number (e.g. driver’s license or passport number) for each beneficial owner. Because the reporting requirements under the CTA are new, questions about BOI reporting are bound to arise. Let BTA be one of your trusted resources for the CTA. n Greg Goldberg, partner at Barta | Goldberg, is general counsel for the Business Technology Association. He can be reached at ggoldberg@bartagoldberg.com or (847) 922-0945.

BTA HIGHLIGHTS

Ask the Analyst

Are you seeking information and insight regarding office technology industry trends and developments? BTA can help. Through an alliance with Keypoint Intelligence, BTA members can submit their questions for a Keypoint Intelligence analyst to address. BTA’s Ask the Analyst feature is free to the association’s dealer members.

Visit the website link below, fill out the form to submit your question and a Keypoint Intelligence analyst will respond. Your question and the response you receive will be archived on the BTA website as a resource for other dealer members. See an excerpt from one of the Q&A’s below:

Question: I am looking to hire a new analyst [but] I do not know what the minimum level of skill is needed before I hire someone to install my MFPs on a network. What should I look for?

Answer: Essentially, you would be looking for basic network connectivity knowledge. In other words, basic knowledge and understanding of connecting peripherals to networks. CDIA-equivalent certification is a plus, along with any manufacturer connectors training. CompTIA Network+ would also be a bonus, but not necessarily a disqualifier if they do not have this qualification.

For more information, visit www.bta.org/AsktheAnalyst.

For information on BTA member benefits, visit www.bta.org/MemberBenefits.

For the benefit of its dealer members, each month BTA features two of its vendor members.

Crexendo is a premier provider of unified communications as a service (UCaaS), call center as a service (CCaaS), communication platform software solutions, and collaboration services designed to provide enterprise-class cloud communication solutions to any size business through its business partners, agents and direct channels. Crexendo solutions currently support more than 3 million end users globally, and its platform was recently recognized as the fastest-growing UCaaS platform in the United States.

www.crexendo.com

Lexmark, headquartered in Lexington, Kentucky, creates cloud-enabled imaging and internet of things (IoT) technologies that help customers worldwide quickly realize business outcomes. Through a powerful combination of proven technologies and deep industry expertise, the company accelerates business transformation, turning information into insights, data into decisions and analytics into action. Founded in 1991 as a spin-off of IBM, Lexmark serves customers in more than 170 countries across verticals such as manufacturing, retail, financial services, health care, education, government and more. www.lexmark.com

A full list of BTA vendor members can be found online at www.bta.org.

SOLUTIONS

Winning Them Back

How to regain lost business with customers

by: Troy Harrison, Troy Harrison & Associates

How strong are your relationships with your customers and, particularly, your top customers? When I work with my clients, I always like to ask how strong their customer relationships are. I usually hear: “Our customers love us,” or words to that effect. “Great,” I say. Then I ask the most important question: “What percentage of your customer base would allow you one big mistake in your service and continue doing business with you?” Usually, the room gets very quiet.

The room gets quiet because when I ask that question, people begin imagining that scenario. That is what I would like you to do right now. Think about any of your top 10 customers. You have been doing a great job for them — maybe for years. It has been a while since you have made a major mistake. Now imagine that you have made a big one — the kind of mistake that makes it all the way to the decision-maker level. Can your relationship withstand that mistake?

Too many in sales do not really understand the nature of customer relationships. Just because someone buys from you does not mean that you have a genuine, bankable relationship with that customer. Here are my three levels of customer relationships:

(1) The Occasional Buyer — The Occasional Buyer does spend money with you, but he (or she) does not really identify with you. Every purchase is a new buying process, your offer is weighed against competitive offers and whoever makes the best offer at that given time gets the business. Make a mistake and you might get eliminated from the list — or at least get demoted.

(2) The Habitual Buyer — The Habitual Buyer is a deceptive relationship. As the name suggests, he buys from you (all the time or nearly all the time) out of habit, not necessarily out of any particular identification or affinity with you. He buys from you because he buys from you, but there is no loyalty there. Make a mistake and he will break the habit.

(3) The Loyal Customer — This is what we all want. Not only does the Loyal Customer buy from you, he knows why, can articulate what you do for him and will evangelize for you to other potential customers. And more to the point of this article — one mistake does not kill the relationship.

Here is the truth: If you are only one mistake away from losing his business at any given time, your relationship with your customer is not very strong. A strong relationship will withstand a service issue — even a big one. The strongest will withstand multiple issues. If a lot of your customers are one mistake away, do not feel bad. Your competitor is probably in the same

situation. We have talked before about how to build stronger relationships, so let’s talk about how to win back lost business.

You must understand that your biggest obstacle in regaining a lost customer is fear — yours and theirs. You fear going back to the customer because you do not want to be rejected again. Your customer fears doing business with you because he does not want to get into another bad situation. First, you have to lose your own fear. If your customer is open to persuasion, you can help him lose his fear. You do so by performing a few simple steps:

(1) Eat Crow — To recover from a mistake, you must first admit that you made one. You do so by admitting and apologizing. What is important here is that you not pass the buck when you apologize; the customer does not care if it was the shipping department that messed up his order while you, the honest salesman, did your best to take care of him. The customer looks at the entire company as one person. Either say: “We screwed up and we’re sorry” or “I screwed up and I’m sorry.” If your customer wants to vent, let him and empathize with him. He is angry, and without venting that anger, he will not be able to move beyond the current issue.

(2) Make Good — In advertising, there is a concept called a “make good” that kicks in when promises are unfulfilled. For instance, if an advertiser buys an ad for a particular TV show with a particular ratings expectation and the show delivers well below that expectation, the advertiser may well receive

a “make good” — a free ad that completes the exposure expectation. Whatever business you are in, you can figure out a “makegood” gesture. What is important is that the gesture be proportional to the screwup. If you cause a company downtime that cost it $30,000, a $15 candy basket may not be good enough. “Make goods” are designed to assign some of the burden to you, so if you want the business back, you should be prepared to make it worthwhile.

(3) Resell — Now it is time to rediscover the reasons your customer was doing business with you in the first place. Ask some good questions and present some powerful benefits that remind the customer why he enjoyed your company as a supplier. Present and close again. If it is appropriate, gently remind your customer about the positive relationship you have had.

Above all, do not compete with your customer. Sometimes, the customer is so upset or disillusioned that he is not willing to change his mind. When this happens, it is important not to make a contest of the dialogue; when you argue with

your customer, you always lose. If the customer is dead set on not accepting your apology or resell overtures, it is best to let the problem rest for a while. Depending on how serious your service issue was, winning your customer back can range from an easy project to an impossible one. If you are fortunate enough to regain his business, do not allow yourself to get back into the same position — work to strengthen the relationship until it will withstand some service issues. Whatever you do, make sure you do it with class and integrity. n

35 • BPO Media

www.workflowotg.com / www.theimagingchannel.com

19 • CEO Juice

https://ceojuice.com

21 • DocuWare

https://start.docuware.com

35 • ENX Magazine

(818) 505-0022 / www.enxmag.com

36 • GreatAmerica Financial Services

www.greatamerica.com/1nvoice

9 • Katun

https://arivia.katun.com

ADVERTISER INDEX

15 • LEAF www.leafnow.com

19 • MARS International (973) 777-5886 / www.marsintl.com

5 • Miracle Service (866) 463-9368 / www.miracleservice.com

17 • SalesScoreKeeper

www.salesscorekeeper.com

24 • Service Troubleshooting Training

(800) 843-5059 / www.bta.org/STT

3 • Sharp

https://business.sharpusa.com

Troy Harrison is the author of “Sell Like You Mean It” and “The Pocket Sales Manager.” He helps companies navigate the elements of sales on their journeys to success. To schedule a free 45-minute Sales Strategy Review, call (913) 645-3603 or email troy@troyharrison.com. Visit www.troyharrison.com.

2 • Spring Break 2025

(800) 843-5059 / www.bta.org/BTAEvents

21 • TTR Shipping (888) 333-6865 / https://ttrshipping.com

7 • Toshiba

https://business.toshiba.com

11 • Xerox

www.xerox.com

www.officetechnologymag.com

www.bta.org

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