Independent Dealer Dec/Jan 2025

INDEPENDENT DEALER

the official publication of WSA

Editorial & Contents

A time to give thanks

It’s that time again! As the year draws to a close it is only natural to look back on the past 12 months before throwing a hopeful gaze forwards to see what’s approaching over the holiday-season horizon.

That’s how our wonderful associate editor Lisa Veeck has approached our cover story this issue—reviewing the trends of 2024 and asking which will continue into 2025 and how things might be different in the year ahead.

To do this, she has called on the wit and wisdom of a number of industry luminaries, some of whom are regular voices in this publication and others who aren’t. Given it’s that time of year, I would like to take this opportunity to thank not just them, but all of you who have kindly spoken to Lisa, me or any of our writers this year. While we have regular contributors from all corners of the IDC (to whom I am most grateful), I think one of the core strengths (and key selling points) of INDEPENDENT DEALER

Rowan McIntyre, editor and publisher rowan@idealercentral.com

is that for both our main feature and our keystone column, Secrets of Success, we only talk to dealers and ask them for their thoughts and advice as to how others can improve their businesses. Who knows better what you are going through in this industry than your fellow dealers?

So thank you to those dealers we have spoken to over the last year, and to those who will take the time to speak to us going forward. I understand that you are busy people and your time is much appreciated in helping us to help the IDC.

All that remains is for me to wish you all a very happy holiday period, a most marvelous New Year and all the very best for 2025!

4 WINNER’S CIRCLE

Good things happening to independents

12 SECRETS OF SUCCESS

Steve Gorham of business development specialist TSP on how managed services and outsourcing can be key tools in your arsenal when it comes to diversification 34 S.P. RICHARDS MARKETING 2025

The wholesaler gives an update on its marketing program for 2025

36 COVER STORY

2025: the possibilities and pitfalls: Lisa Veeck looks at the industry trends and how they might evolve in the coming year 42 COLUMNS

42 West McDonald: How to handle shadow AI

46 Tom Buxton: A Christmas poem

48 Marisa Pensa: Five winning strategies vs big boxes

50 Mara Gannon: Rethinking content creation

52 Troy Harrison: What if you are wrong about selling?

Editor and publisher

Rowan McIntyre

Chris Turness

Finance and operations

Kelly Hilleard

Head of creative

Restock. Refresh. Reset.

Labels & supplies to organize your workspace

Winner’s Circle

Coleman’s Office Products celebrates 50 years

In 1974, John Carpenter opened Coleman’s Office Products in Conway, Arkansas, with four employees. In the early 1980s, he hired two college graduates as delivery drivers. Those drivers—Aden Woodruff and Jack Dayer—bought into Coleman’s in 1989 and eventually purchased the company in 2013.

Today, under their leadership, Coleman’s enjoys annual sales of $2.5 million, has 12 employees and sells to facilities of all sizes throughout Central and North Central Arkansas. And ownership isn’t the only seismic change the company has experienced in its 50 years of existence.

“When we bought the company, we moved our warehouse to the building in Conway where we are today,” says Woodruff. “We also focused a lot on educational products, decorations

and other things teachers need in the classroom. Most of this business was done through our retail store in Searcy, Arkansas. But we noticed things were changing, so we had planned to get out of retail when COVID-19 hit.”

The pandemic accelerated this plan and in 2020, the company shuttered its Searcy location. Today, 100 percent of its sales come via the website, email, fax or phone.

And COVID-19 also inspired other changes. “Most company employees are back in the office today, but some companies may never have 100 percent of their workers back,” says Woodruff. “So, we offer a lot more home products and try to keep in touch with what’s new in this area.”

COVID-19 also highlighted the need for greater diversification. In addition to its furniture division, which accounts for

about 35 percent of its overall business, the company now offers janitorial supplies and print marketing services.

Woodruff believes that three major factors lie behind Coleman’s staying power over the past half-century: “First is customer service. We bend over backward for our customers. Second is competitive pricing and third is our ability to change with the times, which is huge.”

Low employee turnover is another key advantage. “Many of our employees have been here 15 to 25 years,” says Woodruff. “We try to provide a good working environment for our employees. They like working here. We couldn’t have stayed in business as long as we have if we didn’t all like what we do.”

The challenges that Coleman’s has faced down have similarly evolved over

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time. One current issue is the inability to buy direct, especially in categories such as janitorial. “In decades past, we could buy direct from manufacturers,” explains Dayer. “Now, a dealer our size has to depend on the wholesalers, S.P. Richards and Essendant, because the minimum orders needed are so high.”

The “Big A” is also an ever-present threat, but one Coleman’s is well equipped to take on. “No one can deny Amazon is a challenge that has

impacted every independent dealer,” acknowledges Woodruff. “We are always fighting its pricing even though Amazon is way higher sometimes. But overall, Amazon hasn’t posed a huge problem for us. One reason is we are out of retail. Also, we have four sales reps, and while how they sell has changed, they still have relationships with our customers, which allows them to get past just price.” Woodruff believes the “buy local” trend has also helped in this regard.

Meanwhile, Dayer suggests Amazon’s model has been beneficial for independent dealers in one respect: “In the past, same-day delivery was often the norm. Now, more customers are following the Amazon two-day model with Prime. Most independent dealers now promote next-day delivery as an advantage, but two-day is now acceptable.”

For other dealers keen to thrive going forward, Woodruff suggests: “We operate very lean, and any dealer our size has to operate lean. This requires buying right and having a good relationship with your wholesalers.”

And as for the future? “We are going to keep going!” enthuses Woodruff. “We want to continue to grow; to give the best customer service at the most competitive pricing we can.”

More acquisitions for AAA

California-based AAA Business Supplies & Interiors has acquired two more dealers in the Golden State.

On December 9, it was announced that Clovis Stationery & Office Supplies, the largest independent office products dealer in the Fresno market after AAA, is joining the AAA Business Supplies & Interiors team. Fresno is the third-largest city in California and the move will strengthen AAA’s presence in this key market.

Clovis has been in business for over 50 years. “I am very excited about the additional products, services and solutions AAA will bring to our wonderful and valued customer base,” said Holly Jennings, co-owner of Clovis. AAA believes the Fresno market offers a great opportunity for growth. “Customers in this market prefer to support local businesses and appreciate great service. AAA is the perfect answer for these concerns,

preserving these options for customers and the local community,” said Steve Danziger, the owner of AAA.

The move follows AAA’s November acquisition of Value Business Products, a dealership that operates in the San Jose/Silicon Valley market. Value was started by Iris and Alan Kabert over 40 years ago and for the owners the transaction with AAA was not a surprise.

“I have known Steve [Danziger, AAA founder] for many years and we have long been sharing best practices,” said Iris Kabert. She added that Value’s customers would now benefit from an expanded range of products and services.

Danziger stated: “I have looked forward to this team-up for a long time. The collaboration and chemistry continue to be terrific, just as they have been for decades. We look forward to building upon the great legacy of

Herald Office acquires Gamecock Chemical Co.

Herald Office, Dillan, South Carolina, has acquired Gamecock Chemical Co., a 75-year-old Sumter, South Carolina-based business formerly operated by the Self family. Gamecock primarily partners with school districts, municipalities and industrial plants to deliver drinking water treatment and wastewater treatment chemicals, such as sodium hypochlorite and sulfur dioxide. All Gamecock employees were retained under the terms of the deal, which closed in mid-October.

“At Herald, we are continuing to focus on areas that internet sellers are not,” says Herald’s Myers Jordan. “The acquisition has brought Herald new categories, including raw goods and chemicals such as a non-name brand 12.5 percent bleach for swimming pools. It has given us the infrastructure to sell to water treatment plants and a hazmat CDL license to deliver cases of materials like chlorine gas—things you can’t find on Amazon.”

customer service created by Value with its customer base.”

These mark the third and fourth acquisitions for AAA over the last two years, following those of The Office City and Palace Business Solutions in January and December 2023 respectively. It will come as no surprise, therefore, that the dealer has been recognized by the San Francisco Business Times in three categories—as one of the Fastest-Growing, Largest Family-Owned and Largest Privately-Owned companies in the Bay Area in 2024.

As INDEPENDENT DEALER went to press, Herald also confirmed the acquisition of Saulisbury Business Machines, which Jordan described as “one of the best competitors we’ve had in our market for decades,” adding: “I’m thrilled to see them become partners.” It is understood that the Saulisbury team will stay in the business going forward.

Winner’s Circle

Spry included on Inc. magazine’s Power Partner Award list

Spry, Denver, Colorado, has been included on Inc. magazine’s 2024 Power Partner Award list. The prestigious list honors B2B organizations nationwide with proven track records in helping entrepreneurs and organizations grow. This year’s list recognizes Spry for its work with various partners that nominated the firm for inclusion, such as KidSmart-Tools for Learning, FCN Bank NA and Humarian.

“I couldn’t be prouder of my team and this honor,” said chairman and CEO Jeff Winter. “My team has been focused on the long game with clients since 1986. What is the long game? Always putting clients first. They have a seat at the table in every meeting we have.”

Porter’s collects for Thanksgiving

food drive

Suburban joins the Middleton Community Thanksgiving Project

Employees from Middletown, Connecticut, dealer Suburban, rolled up their sleeves to help organize and prepare food for distribution as part of the Middleton Community Thanksgiving Project, held at Fellowship Church in Middletown. The initiative, coordinated by the local United Way, helped more than 1,000 families in need during the holiday season.

Suburban partnered with one of its long-time customers to share the cost of the boxes, while other local businesses contributed food and supplies. The local police department also played a crucial role by collecting turkeys and some businesses provided transportation for individuals in need to collect their meals. Suburban employees also made personal donations of turkeys to support the cause.

“This year marked our first participation in the project and we are committed to making it an annual tradition,” said Donata Barber, Suburban’s marketing director. “We believe a strong community is built on collaboration and care for one another. Our participation in the Middletown Community Thanksgiving Project allowed us to directly support families in need by volunteering our time, resources and donations. It’s not just about giving back—it’s about creating lasting connections that strengthen our community. We are proud to work alongside so many local businesses and organizations and we’re excited to continue this tradition as part of our commitment to the Middletown area.”

Porter’s Office Products, Rexburg, Idaho, exceeded its goal of collecting 500 pounds of food donations for this year’s Thanksgiving Mooving Hearts and Filling Plates food drive. Porter’s collected 518 pounds of food to support five local food banks across Utah, Idaho and Wyoming. Donations were made by staff, customers and vendors.

“We’re thrilled to have exceeded our goal for the Mooving Hearts and Filling Plates food drive, collecting 518 pounds of food to support local food banks,” said president Mark Porter. “This effort reflects the generosity of our employees, customers and vendors, and highlights the importance of coming together to support those in need.”

FSI Office hosts customer summit Kennedy Office hosts food drive

FSI Office, Charlotte, North Carolina, recently held an interactive customer summit at its headquarters. The event included a coffee and snack bar to highlight its breakroom offerings in the morning, followed by an Italian-themed lunch.

“We see the summit as a customer appreciation event and a way to educate our customers on trends and new solutions,” said executive vice president Beth Freeman. “We want to be a trusted advisor and a resource for our customers that provides solutions for the challenges they face every day, and the summit allows us to do this.”

Kennedy Office, Raleigh, North Carolina, collected more than 1,000 items on November 4 for its canned food drive benefiting the North Raleigh Ministry Food Bank. More than 85 percent of its 60-strong staff participated in the drive.

“Hosting and participating in a food drive is a powerful and simple way to give back to those around us,” said marketing coordinator Olivia Leeson. “As a company, we believe that it is incredibly important for us to continuously show our commitment to supporting those in our local community who need it most. By gathering over 1,000 canned goods and essential items, we hope to strengthen the resources of local nonprofits and charities that provide vital services to our neighbors. Each donation represents and encourages our shared values of compassion, care and the belief that we’re stronger when we support one another.”

Since 2022, Kennedy Office has donated $57,864.65 to local and national nonprofits, including City of Hope, the American Cancer Society, the American Diabetes Association, United Way of Greater High Point and Young Life.

Secrets of Success

McDaniel Business Supply, Frankenmuth, Michigan

Unusually, McDaniel Business Supply, Frankenmuth, Michigan, has never been owned by anyone called McDaniel.

“I didn’t want to name the company after me,” explains founder and owner Arnie Schwartz. “But I think people can relate better to a local company that carries a person’s name. McDaniel is my mother’s maiden name. I thought it sounded good and would honor my mother at the same time.” And this is not the only way in which bucking the trend has helped McDaniel succeed over the years.

Getting started

Schwartz established his company 40 years after purchasing his first independent dealership, which specialized in retail paper, packaging and school supplies. But even then, he could sense change brewing.

“Back in 1982, kids went to their small neighborhood drugstore or local office product store to buy their school supplies,” he recalls. “But then the large national drugstores started buying out the small sole proprietors, creating chains. We started to lose business, so that’s when we got into office products.”

Years later, Schwartz merged his company with another and stayed on in the sales department. But things didn’t work out as he’d hoped and he was soon eager to become an owner again. So, in 2010, he established McDaniel, which focuses on office, janitorial and industrial packaging products.

“Our niche market is small and medium-sized independent businesses within 25 miles of us,” says Schwartz. “We drop ship occasionally, but this radius allows us to deliver to our customers next-day and in person.”

Yet not all McDaniel’s local business is small: “One of our biggest customers is the Bavarian Inn, a 360-room, family-owned motor lodge with a restaurant that serves more than 1 million meals a year. It also has 40-something small gift shops. We sell them everything from coffee cups and other food service items to toilet paper and can liners.”

The company’s local approach isn’t a coincidence. “When I went to open McDaniel, I got involved in the local chamber of commerce,” recalls Schwartz. “I joined the Rotary Club. I got

Company info

Headquarters: Frankenmuth, Michigan

Top management: Arnie Schwartz, owner; Ethan Crichton, general manager

Annual sales: $500,000

Main wholesaler: Essendant

Online business: Less than 10%

involved in the community and I got a lot of local business.”

Schwartz believes these connections have enabled McDaniel to compete against the big guns. “Amazon has hurt every type of business—including mine to some degree,” he explains, giving an example. “But my business is relationship based and if you have good relationships, you can compete against Amazon. If customers find one or two items on Amazon that are 5 or 10 percent cheaper, I’ll match that and take a loss because they buy so many other things from me. But most of the time, they don’t check. It’s why my business and marketing will never be 100 percent internet based. I want a website that makes ordering easy for customers, but you can’t build relationships through the internet alone.”

Keeping up with the times

Schwartz highlights what he sees as the key reason for McDaniel’s success: “I am not a very good businessman, although I have always been able to get a company to be profitable. However, my main attribute is that I can spot trends and am a survivor. When Office Depot and Staples came to town, they put a lot of independent dealers out of business because they didn’t want or know how to change. I can see what direction things are going in and pivot quickly.”

This has included expanding beyond office products, something he advises other dealers should embrace: “No one has ever said, ‘No, I don’t use toilet paper.’ The things they use they will buy from someone. Why shouldn’t it be you?”

Elevate Your Everyday Printing

Essendant expands PACE contract and digital reach

US distribution company Essendant has announced the award of new product categories by cooperative purchasing organization PACE.

In early 2023, Essendant took over a PACE office supplies and furniture contract previously held by Texas-based dealer consortium AHI Enterprises. This contract is due to expire at the end of 2024.

Now, the distributor has confirmed a new contract—from January 1, 2025 to December 31, 2027—that, in addition to

the above categories, also includes janitorial and foodservice products.

“This expanded contract allows us to help our resellers win new public sector business and grow their existing businesses,” said David Boone, Essendant’s interim CEO.

According to the PACE website, almost 90 resellers are selling to the public sector via the current Essendant contract, run through the wholesaler’s Vertical Markets Group.

Meanwhile, the wholesaler has announced its services now include offering products from key brand partners on Mercado Libre, the largest online marketplace serving Mexico and Central and South America.

This is the firm’s first foray into the Latin American market— made via its Connected Commerce unit launched earlier this year—and comprises a “robust product selection of power and hand tools from top brands.”

“Mercado Libre has immense reach internationally, so this is a critical expansion for Essendant’s Connected Commerce programme,” stated Interim CEO David Boone.

He added: “It not only gives us a foothold into 18 Latin American countries, but also offers huge potential for us to help brands sell their products to a broader audience of consumers.

Louisiana boost for EPIC Business Essentials

EPIC Business Essentials (EBE), the national accounts program of Independent Suppliers Group (ISG), has been awarded a contract with the state of Louisiana.

The award—made via EBE’s partnership with cooperative purchasing giant Omnia Partners—is for the statewide supply of office supplies and related products and services. It does not include categories such as jan/san, breakroom, promotional products or school supplies—although there is a provision for the state’s procurement office to expand the scope at its discretion.

According to the state’s website, the

contract runs until the end of May 2025, in line with the expiration of the Omnia master agreement used by Louisiana. However, EBE told INDEPENDENT

DEALER it had recently received the first of potentially five one-year extensions to its contract. This means the contract with Louisiana will run until at least May 31, 2026.

ISG took a creative approach to winning the business: six of EBE’s dealer members in Louisiana collaborated to develop a plan to service locations across the state.

EBE managing director Dante Ercoli said he would be happy to hear from other distributor members interested

in working on similar specialized contracts or exploring customized strategies as the organization targets more state business.

He added: “This award reflects a strong endorsement of our capability to deliver premium, tailored service through our network of independent distributor members.”

Network Distribution promotes Dolan

Jan/san and facilities dealer group Network Distribution has appointed Meg Dolan to the position of VP of customer operations.

Dolan joined Network in 2019 as director of customer integration and services. Since then, she has been credited with playing a pivotal role in leading the customer service and implementation teams while providing crucial support to Network’s corporate account customers and distributors.

Prior to Network, Dolan spent 12 years at Essendant, where her roles included director of customer care and director of business integration. She has also worked for ACCO Brands and Avery-Dennison.

Well-known US office products personality Darlene Akers has begun her tenure as chair of leading education sector trade association EDmarket.

Akers—founder and CEO of rep group Akers Business Solutions—has been involved with the association for many years, acting as secretary before becoming chair-elect last year. She was also instrumental in the establishment of the Bold Women Collective, a year-round forum for women in the education market.

Taking over the chair role from Jolene Levin, Akers wrote on social media: “It is with great respect and enthusiasm that I step into the position of EDmarket chair of the board. I am deeply honored to assume the role and am thankful for the strong foundation Jolene has established. I look forward to building on our successes and exploring new opportunities for growth.”

Emerald announces new manufacturing plant and disposables program

Sustainable products supplier Emerald Ecovations has announced the launch of a renewable fiber manufacturing plant in Arkansas.

The location includes an entire manufacturing and packaging facility, boasting a weekly capacity of 250,000lbs of material. It will provide a fiber aggregation hub and distribution depot to support its more than 350 products across the Southern US market.

“This strategic purchase highlights our commitment to integrating raw materials and manufacturing here in the US while delivering on our promise to support American farmers,” said CEO Ralph Bianculli.

“We are proud to partner with farmers across the country, many of whom continue to face financial struggles, by commissioning them to plant and harvest specific renewable fibers on thousands of acres of unused farmland.”

In its quest to offer sustainable solutions, the vendor is also setting up a pilot in the Tri-State area (Connecticut, New Jersey and New York) to help with end-of-life management for disposable products.

Called the “Cradle to Cradle Compostability Program,” this initiative encompasses the entire lifecycle of disposables, from design and manufacturing to consumer use and then regeneration into a nutrient-rich soil additive.

The company is currently establishing strategic partnerships with composters, waste haulers and clients with a view to launching the program in the first quarter of 2025.

Bianculli commented: “In our mission to end deforestation, we’ve been at the forefront of using rapidly renewable fibers and creating a circular manufacturing infrastructure. It’s important for us to close the loop by ensuring compostable materials actually get composted. Our new program will allow companies to take part in the governance of compostability.”

Avery announces Kennedy promotion Industry

Avery Products Corporation has announced the promotion of George Kennedy to senior director of commercial channel sales.

In his new role, he will have responsibility for all sales and marketing activities with independent dealer and wholesaler trade partners.

Kennedy started with Avery in 1997 and has consistently advanced through progressively more responsible positions in Avery Commercial Sales.

“Over the years, George has demonstrated outstanding leadership, strategic thinking and a deep commitment to our IDC partners,” said Michelle Smith, sales manager at Avery. “His expertise and dedication have played a vital role in driving success and growth within the organization.

“George maintains an extensive network of industry leadership friends and associates that we believe will ensure continued success in his new role. Please join us in congratulating George on this well-deserved promotion and wishing him success as he manages these new responsibilities.”

Hospeco Brands names new CEO

Tranzonic Companies and its Hospeco Brands Group have appointed Bob Kibbe as CEO, effective immediately.

Kibbe has taken over from Tom Friedl—CEO since 2015— who will remain with the organization as vice chairman of its board. Friedl will support the business on strategic planning, global supply chain management and M&A execution.

Kibbe brings over 30 years of experience to the role, spanning diverse markets such as hardware, technology, production assembly, jan/san and foodservice. Prior to joining Tranzonic, he was CEO of safety and jan/san products supplier Supply Source Enterprises, assets of

OPWIL launches Angels4Jen to help industry’s Northington

Industry group Office Products Women in Leadership (OPWIL) has set up a fundraising campaign for industry colleague Jennifer Northington, whose family faces the threat of eviction while she undergoes treatment for breast cancer.

Jennifer—who has worked for ACCO Brands, Highlands and, most recently, maintenance and cleaning solutions vendor Zep Inc—has, over the last two years, battled a number of life-threatening illnesses. She overcame a pulmonary embolism and deep vein thrombosis as well as a double E. coli infection prior to her breast cancer diagnosis.

She has been unable to work during her treatments and has exhausted her savings trying to support herself and her son. In October, directly following a vital operation, she received an eviction notice, putting her at risk of losing her home at a time when she needs to stay close to her critical care team.

In order to try to help keep Jennifer in her home and alleviate the

overwhelming stress she’s facing, OPWIL has launched the Angels4Jen campaign to raise the money she needs to pay her overdue rent and to help with medical and daily living expenses and ensure she can focus on her health and recovery.

“Life’s unexpected challenges are something you can never truly prepare for,” explained Jennifer. “I never imagined that in my 40s, I’d be fighting breast cancer, with my life turned upside down and my career on hold as I battle for survival. This journey has shown me that no one can—or should—face such a fight alone.

“The compassion and unwavering support from my industry friends, family and faith have been my foundation and my strength. Being independent in this industry doesn’t mean being alone; it means being part of a community that rallies around you when you need it most. Your support is not only deeply appreciated—it is truly life changing and lifesaving.”

Ricoh eyes production switch

As Donald Trump promises to impose a tariff hike on certain goods coming into the US as soon as he takes office in January, print OEM Ricoh is reportedly planning to move some of its production out of China.

If you would like to donate to the Angels4Jen campaign or for more information, please visit her GoFundMe page here or scan .or scan the QR code on the ad on page 47

According to Nikkei Asia, Ricoh will move the manufacture of MFP devices destined for the US from its facilities in China to Thailand. The US accounts for around 20 percent of Ricoh’s global sales, so higher tariffs will clearly have an impact.

The company made a similar move in 2019 during the first Trump administration. In May of that year, it also shifted production of its key MFP portfolio sold in the US to Thailand to hedge risk from the US-China trade dispute taking place at the time. That involved A3 devices; the forthcoming changes are thought to relate mainly to A4 machines.

In July 2020, Ricoh started the mass production of office printing devices at a new location in China’s Guangdong province. This site will still export products to markets such as Japan and Europe.

AIS introduces new pillow program

Commercial office furniture manufacturer AIS has announced a new pillow program to enhance work environments with warmth, comfort and additional color and texture. The pillows are available in a wide variety of textile choices and in three sizes: 18x18”, 20x20” and 20x12”.

“AIS pillows are a simple yet impactful solution for personalizing a workspace,” said Brianne Devine, vice president of product management, design and strategic partnerships at AIS. “The pillow program offers designers more options for introducing accents that blend with furniture fabric for a calming effect or offer a contrasting pop of color to create energy in the workspace.”

AIS pillows can be specified with extensive upholstery options featured in AIS’s Lounge Collection, making collaboration and respite areas even more beautiful. Pillows are made in the US and have a three-year warranty.

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C-Line releases new Signature Series

Leading manufacturer of plastic and paper storage and organization solutions C-Line has launched its new Signature Series fashion collection of decorative file folders, journals and project books.

The series offers file folders in three unique designs. The heavyweight cardstock folders have a printed design on the outside and coordinating solid color on the inside with write-on tabs to make labeling easy.

The new decorative journals feature 100 college-ruled sheets and double spiral binding with an elastic closure to keep contents secure. The 5¾” x 8” journals come in three designs that coordinate with the file folders.

Meanwhile, the five-tab project book features a gray and white checkered cover on the outside and a smooth white finish on the inside. The five coordinating tab pages are removable and repositionable so you can adjust the size of each section as needed.

“The Signature Series fashion collection adds style and sophistication to your school and office supplies,” said

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Jennifer Krach, vice president of sales and marketing.

“Who says organization has to be boring? C-Line is excited to be a one-stop shop for our customers, providing them with choices when it comes to their storage and organization needs.”

For more information on C-Line, contact Jean Andersen at (224) 580-2049 or visit www.c-lineproducts.com.

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Victor Tech appoints Nash

Experienced business products exec Doug Nash is the new CEO at vendor Victor Technology.

Nash was most recently CEO at Spiral Binding and has also held senior roles at Iceberg Enterprises, Mobilegear.com, Essendant, PolyVision and GBC.

The announcement was followed by confirmation via a social media post that previous CEO John Ringlein had stepped down and was looking forward to slowing down and simplifying his life.

Ringlein will stay on until the end of the year in order to ensure a smooth transition, after which his role with Victor Tech is yet to be determined. In the meantime, he has been given the job title of VP of business development.

Headquartered near Chicago, Illinois, Victor Tech’s brands include Victor, Officemate and Sharp Calculators. Last year, it added the assets of three more vendors to its portfolio.

Imperial Dade acquisitions continue apace

Imperial Dade has announced three more acquisitions, taking the total number made under the leadership of Bob and Jason Tillis to 95.

Most recently, the jan/san, packaging and facilities reseller has purchased San-A-Care (SAC), a business that has been servicing customers in Waukesha and the greater Milwaukee area of Wisconsin since 1964. SAC owners and operators Ron and Matt Mirenda will now move the company onto the Imperial Dade platform – something they said will help expand the business and enhance customer service

This follows the purchase of Economy Products & Solutions, a business that can trace its roots back to 1936. Based in Rochester, New York, the company has been owned and operated since 2018 by Denise Wesley and employs around 30 staff.

“The resources and strategic support [of Imperial Dade] will enable us to continue our growth trajectory and strengthen customer relationships,” said Wesley.

Finally for this issue, Imperial Dade has acquired California Janitorial Supply (CalJan).

CalJan was founded by Michael Chiappe in 1985 and is one of the leading suppliers in the greater San Jose and Silicon Valley markets. As usual, financial details were not disclosed.

Trump Government Efficiency Committee could help reshape GSA online marketplace

By: Paul A. Miller, legislative counsel, Workplace Solutions Association

In his campaign efforts, incoming President Donald Trump promised a sweeping overhaul of federal operations through the establishment of a Government Efficiency Committee. This proposal, inspired by his 2016 “drain the swamp” rhetoric, has been invigorated by the inclusion of influential figures like Elon Musk, who are expected to bring a disruptive, Silicon Valley-style approach to traditional government functions.

The plan is to streamline bureaucratic processes, reduce waste and implement cost-saving measures, but the implications could extend far beyond mere efficiency improvements.

A legacy of streamlining government

The idea of creating commissions to enhance government efficiency is not new. Historically, both Democratic and Republican administrations have sought to reform federal operations through similar initiatives. President Hoover’s Reorganization Act of 1939 was an early attempt to centralize federal authority, while President Reagan’s Grace Commission sought to eliminate waste without increasing taxes in 1982. More recently, President Obama introduced the Government Accountability and Transparency Board, focusing on financial transparency and anti-fraud measures. Trump’s version builds on these efforts but aims to be far more aggressive. His proposal involves a comprehensive audit of government spending and an overhaul of regulatory frameworks that he believes stifle innovation and economic growth. In

essence, Trump envisions a leaner federal government that mirrors the efficiency of private sector giants, particularly those in the tech industry.

Committee’s scope and mandate Trump’s Government Efficiency Committee will be tasked with evaluating every federal agency’s operations, budget allocations and regulatory responsibilities. The primary goals include the following:

• Eliminating wasteful spending: The committee will conduct a line-by-line audit of federal expenditures, aimed at identifying redundancies and cutting unnecessary programs.

• Reducing the federal workforce: Trump has proposed a reduction in the size of the federal workforce by as much as 30 percent, arguing that a smaller, more agile government can deliver better services.

• Overhauling regulatory frameworks: A significant focus will be on cutting red tape, which Trump claims has hampered business growth and innovation, particularly in procurement and contracting.

Impact on procurement: the GSA online marketplace

A key area that could see significant changes under the new efficiency committee is federal procurement, specifically the General Services Administration (GSA) online marketplace. The GSA is responsible for managing procurement for federal agencies, providing a centralized platform for purchasing goods and services. However, the GSA online

marketplace has faced criticism for allowing counterfeit and substandard products to enter the federal supply chain.

Counterfeit products pose a severe risk to federal operations, especially when these items are critical components in technology, defense or healthcare equipment. A counterfeit battery or electronic part, for example, could fail at a crucial moment, potentially endangering lives or compromising national security.

Addressing the issue of counterfeit products

Trump’s committee, if implemented, may introduce stricter regulations and enhanced oversight mechanisms to combat counterfeit goods. Potential measures could include the following:

• Enhanced vendor verification: Stricter vetting processes for suppliers listed on the GSA marketplace could reduce the likelihood of counterfeit items being sold.

• Increased penalties for fraudulent vendors: Harsher penalties for suppliers found guilty of selling counterfeit products could deter malicious actors.

• Improved product tracking: Leveraging advanced technologies like blockchain could help create a transparent and tamper-proof record of the supply chain, making it easier to trace the origin of products and verify their authenticity.

These reforms could help bolster trust in the GSA marketplace and ensure that federal agencies receive high-quality, reliable products. Additionally, the increased scrutiny might push private sector suppliers to adopt better-quality control practices, benefiting both the government and the wider market.

Potential economic implications

The economic implications of Trump’s Government Efficiency Committee are multifaceted. On one hand, reducing regulatory burdens and cutting wasteful spending could lead to significant cost savings. Trump claims that these measures could save taxpayers trillions of dollars over the next decade. Proponents argue that a leaner government could improve efficiency, accelerate project timelines and reduce the overall cost of federal programs.

However, there are concerns about the broader economic impact, particularly on federal employees and the communities they serve. Reducing the federal workforce by up to 30 percent could lead to widespread job losses, affecting not only the employees themselves but also the local economies that rely on federal spending. Critics argue that such drastic cuts could undermine the government’s ability to deliver essential services, especially in areas like healthcare, social security and national defense.

The balance between efficiency and expertise

A significant criticism of the committee concerns its potential to prioritize political loyalty over expertise. Trump’s past efforts to reshape the federal workforce often faced resistance from career civil servants and union groups, who argued that his approach undermined the professionalism and independence of the civil service. There is a risk that the efficiency committee could lead to the politicization of key government functions, replacing seasoned experts with politically appointed staff who may lack the necessary experience to manage complex federal programs. This concern is particularly relevant in areas like procurement

and contracting, where specialized knowledge is crucial to ensuring that government purchases meet quality standards and provide good value for taxpayers. Mismanagement in these areas could lead to increased fraud, waste and abuse, negating the very cost-saving benefits the committee aims to achieve.

A focus on technological integration

One potential positive outcome of the efficiency committee could be the integration of advanced technologies into federal operations. Trump’s inclusion of figures like Elon Musk signals a push toward the adoption of cutting-edge solutions such as AI and machine learning to streamline processes and enhance decision-making. For example, AI could be used to analyze procurement data and identify patterns of waste or fraud, while machine learning algorithms could help optimize supply chain management.

Technological innovations could also play a key role in addressing the issue of counterfeit products. The implementation of blockchain technology, for instance, could create a decentralized ledger for tracking products throughout the supply chain, making it nearly impossible for counterfeit items to go undetected. Additionally, AI-powered image recognition tools could be employed to verify the authenticity of products listed on the GSA marketplace, further reducing the risk of fraud.

Political and legal challenges

Despite its potential benefits, Trump’s Government Efficiency Committee is likely to face significant political and legal hurdles. Many of the proposed changes, such as reducing the federal workforce and overhauling regulatory frameworks, will require Congressional approval. Given the polarized political

climate, it is uncertain whether Trump could garner enough bipartisan support to implement his vision fully.

Legal challenges are also expected, particularly from federal employee unions and advocacy groups that may view the efficiency measures as an attack on workers’ rights and protections. Past efforts to reform the civil service under Trump’s first term were met with lawsuits and it is likely that similar legal battles may arise if the efficiency committee moves forward.

A risky yet ambitious gamble

Donald Trump’s Government Efficiency

Committee represents an ambitious attempt to reshape the federal government into a leaner, more agile entity. By targeting wasteful spending, reducing red tape and enhancing procurement processes, the committee has the potential to deliver significant cost savings and improve the quality of government services. The focus on addressing counterfeit products in the GSA marketplace could be a positive step toward ensuring that taxpayer dollars are spent on high-quality, reliable goods.

However, the risks associated with this approach cannot be ignored.

Drastic cuts to the federal workforce, the potential politicization of key functions and the likelihood of legal and political challenges could undermine the effectiveness of the committee’s reforms. Ultimately, the success of Trump’s initiative will depend on its execution and the ability to balance efficiency with the need for expertise and oversight in government operations.

The coming months will reveal whether this bold strategy will lead to meaningful improvements or result in further controversy and disruption within the federal government.

Looking forward to the New Year!

Mike Tucker,

executive director, Workplace Solutions Association

Industry prospects, especially post-election, are quite positive. I just completed my fourth and final industry road trip for 2024, attending ISG Industry Week, the Office Partners Gathering, ISSA Show North America and the Workplace Solutions Association’s (WSA) annual board meeting.

The channel’s strength and vitality were evident in the strong participation and enthusiasm at all these events. The ISSA Show attracted over 12,000 visitors and more than 600 exhibitors. Despite continuing economic uncertainty, both the industry and WSA can look to the future with optimism and confidence. The decline in office products sales has leveled off and the channel is maintaining stability. Independent dealers continue to improve their positions in jan/san, furniture, technology and promotional products. These are encouraging trends. At the same time, however, customer needs are becoming increasingly complex. Management is no longer looking simply for “the right product at

the right price.” Instead, suppliers are expected to provide more of an office consulting service, developing systems and solutions that are tailored to meet individual needs and requirements.

At WSA, we believe helping you meet changing customer needs is one of our major responsibilities. Through research, education, committees and other industry forums, we are committed to providing services and programs to enhance your industry

professionalism and help you serve your customers better and more efficiently.

I urge you to draw on the resources available from your trade association and make them an important part of your business planning. For the alert and progressive dealer, the opportunities that the coming years offers are truly exceptional. Today more than ever, WSA stands ready to help you take full advantage of them.

About CBIZ Employee Benefits

CBIZ Employee Benefits is the single-source benefits solution for members of the Workplace Solutions Association. With a national presence, enrollment support, and supplemental communications materials, CBIZ can help you meet the needs of your employees in an everchanging market.

Our team of specialized experts will collaborate with you to develop an actionable plan tailored to your unique pain points and goals. This is not cookie-cutter consulting. With thousands of clients nationwide, and more than a decade of proven results, we’re the partner you can count of to provide the strategic benefits solutions you need.

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THE BUILDING BLOCKS TO SUCCESS (PART II)

Continuing our four-part series by UK-based business development specialist TSP, director Steve Gorham suggests how managed services and outsourcing can be key tools in your arsenal when it comes to diversification

Depending on the source, the office supplies market is declining, static or experiencing minimal growth. One certainty is that winning and maintaining a profitable business have become increasingly challenging. In TSP’s first article on this crucial subject (in the last issue of INDEPENDENT DEALER), Adam Noble discussed the necessity of a well-thought-out strategic plan and provided tips on developing one.

The options for diversification are huge, varied and admittedly complicated. There are two primary approaches to driving diversification in your business for the benefit of your

customers: in-house and outsourced. There is also a third option: a combination of both.

The choice depends on several factors, including your financial strength, the existing skill set within your business, the urgency of the need to act and—most importantly—your current and target customers. In this article, I explore the outsourced model that Anglo Office Group decided to adopt.

Anglo was an established and successful office supplies business, serving only London clients. There were scores of potential customers in this concentrated geographical area

and many competitors—all of which were really good at providing business products, thanks to the evolution of the (mainly) wholesale-backed single-source supply chain solution. In such a competitive market, differentiation was key. For years, Anglo’s strategy relied on energetic sales and marketing efforts aimed at specific target customers alongside a traditional pricing model for core and non-core products. However, the distinction that had served the business so well became commonplace, leading to the inevitable race to the bottom.

Reset time

Then, Amazon Business arrived with a bang. This new entrant caused significant disruption and attacked the non-core products that are crucial for maintaining positive margins. It was time for a rethink. We looked at our business model and talked to our customers.

At Anglo, like most other dealers, clients often asked us to help them out with one-off “specials” (or “a bloody nuisance,” as they were known in purchasing). As a company that prided itself on its customer service approach, we always did our utmost to source these products, even when the cost in time and effort meant supplying at a low margin.

When we took a closer look at our

sales composition, it was found that “specials” accounted for around 15 percent of our business—and growing. Was this a legacy of lazy business practices or an opportunity? Could we turn it into a sustainable and profitable service offering?

It was time to ask some questions. We supplied tea and coffee to some customers. How much tea and coffee were consumed in an average office? What about milk—you can’t get that from a catalog! Would our customers prefer better-quality brands or options? What other drinks were being supplied for staff? Water, cola, Kool-Aid—all the usual suspects. Did more discerning employees want a greater choice?

If clients supplied beverages for staff, did they also provide cookies/snacks? Would they like more variety? Were we offering enough non-standard catalog lines? Would old-fashioned “upselling” work? What other product areas could we apply the same logic to?

We also supplied lots of paper, so the assumption was that our clients were using printers. Was there an opportunity to start selling hardware or get involved with managed printing services (MPS)? Would this be in-house or would we need to partner with a specialist to provide good service at a competitive price?

The product association was obvious. Our extensive research, which included meeting and speaking with our top 100 customers, revealed a significant market opportunity: almost 50 percent of our customers’ existing spend was on associated products that we could potentially start to provide.

Now, services were a consideration. We wanted to be recognized as a “single-source” provider for everything an office might need. For example, we were selling a reasonable amount of jan/san products to our clients; those that didn’t buy from us were using an outside cleaning company. Could we

offer this service if we partnered with a cleaning business? There was clearly something in this. It was time for a board meeting!

There was virtually unanimous agreement that an enhanced product offering would be valued by our larger customers. However, smaller ones would have needs we currently couldn’t service. The concept of a true single-source solution—including the whole spectrum of products AND services—was popular among small and medium-sized enterprises (SMEs). This was driven by the fact that SMEs frequently lack dedicated resources to manage these needs—they were often a bolt-on part of someone’s job.

Plus, they weren’t attractive or big enough to benefit from volume-related discounts from specialists to justify the internal management costs of split/ multi-suppliers. So, there was a clear customer appetite for an extended single-source solution. All we needed to do was give them what they wanted!

However, valid questions were raised: what product areas would sell? Did we have access to appropriate suppliers? Would there be stock implications? And could we add these without negatively impacting our service and undermining our reputation? More importantly, could we do this profitably?

While the concept of a total single-source product solution was wholeheartedly received by our customers, complementary services were not met with the same enthusiasm. This was clearly outside the comfort zone and there were legitimate concerns about our lack of expertise in not only providing the services but also supporting and selling them.

If we were going to take this to market and build from scratch all the areas we wanted to offer, funds and outside expertise would be required.

Therefore, exploring partnerships with experts was worth considering. But where to start?

Research, research, research

We had a wealth of experience within the business, so working through the list of potential product areas and services that our customers might require was relatively straightforward. After all, we understood our business needs and could easily extrapolate them. We cross-referenced our ideas with around 100 regular clients to determine which areas they would likely embrace, focusing on common requirements rather than niche or one-off requests.

The results encompassed enhanced catering supplies, milk, fruit, flowers, newspapers/magazines, artificial plants, archiving, storage, couriers, MPS, printers and associated hardware, event planning, vending/ coffee machines, maintenance services, cleaning, business gifts, health and safety equipment and workwear.

The next and extremely critical step was to find the right suppliers to bring these to life. We needed to be confident that they could provide a broad range of products, making our

Steve Gorham

offering attractive and reinforcing our position as the “go-to” one-stop shop. It was essential that ordering from us would be easy and sustainable. Key factors included competitive pricing, stock availability, acceptable lead times and building positive, trusting relationships with our suppliers.

When selecting partners, it was vital to ensure that any companies we collaborated with had a demonstrable customer service ethic, as they would be let loose on our most important assets—our clients. This was also a chance to discuss reciprocal arrangements. Our potential new contractors would have their own client bases and many would need office supplies. There would be scope to agree on commercially sound arrangements based on referrals and successful conversions.

Selling the idea

We leveraged personal relationships forged over decades in office supplies and related industries. By talking to wholesalers, suppliers and clients and seeking recommendations, a list of potential partners was compiled and exploratory meetings were arranged.

Formal working/commercial agreements needed to be drawn up: simple ones, not just for our benefit but to build trust, mutual respect and commitment in the suppliers’ minds—all paramount in these relationships. In hindsight, there was a little trial and error, but I can honestly say we discovered some wonderful vendors and developed professional relationships that endure to this day.

One of the most critical aspects of our approach was successfully selling the concept to potential third-party service providers. We shared a lot, including the challenges we faced from declining sales in our core office products business and increased competition from Amazon and other online providers.

However, we also highlighted our advantage due to our mainly loyal customer base, our ability to maintain regular contact with them and the value in being present when an opportunity arose—arguably the most critical factor in any sales process. Many of these partners would only get one stab at a sales prospect every few years when contracts were up for review. Our role as their “eyes and ears” was obvious.

Naturally, the third-party service suppliers were cautious at first. We were asking them to share a portion of the margin they normally retain by selling directly. But the promise of a proactive sales and marketing effort, our awareness of when to pitch for business and our ability to help secure customers by offering a comprehensive single-source solution proved attractive. The margin we requested was, after all, roughly equivalent to what they would spend on their own sales and marketing efforts anyway.

In the background, we looked at how to market/sell our new offerings. It was vital our salespeople were trained to sell the concept (we will cover this angle in Part IV of this series), while our online presence needed to be coordinated and consideration given to sales collateral.

Up and running Success was almost immediate. Clients loved the idea of consolidating their orders and the monthly invoicing, appreciating the time savings and the positive impact on their carbon footprint. Larger customers welcomed our extended range, especially since we stocked their regularly used catering products and could deliver them the next day.

We also offered direct invoicing from service partners, which some clients preferred as it allowed them to allocate costs directly to specific cost centers. In these instances, we invoiced the partner directly for our margin. Most importantly, our customers knew we managed it all and wouldn’t risk poor service in one area as it would potentially damage others. We never shied away from selling that as a benefit.

Another “trick” developed for our larger customers involved our delivery drivers taking on the task for “put away/stock replenishment.” SMEs in particular loved this service because it relieved them of the responsibility and workload. An obvious benefit of all the above was client retention. The more they relied on Anglo, the less likely they were to switch providers. Additionally, as customers increased their spending

with us, their profitability improved, with the cost-to-sales ratio dropping for almost every account that used our Managed Services.

Many of our service partners faced similar challenges and, on occasion, would refer leads to us when their clients expressed a desire to single-source their company needs. Rather than lose the business they already had, these partners would introduce us, allowing us to satisfy all other requirements. In some cases, customers switched their service to go through Anglo for consolidated billing. Above all else, the growth in Managed Services replaced the decline in core office products and proved more profitable. It was our fastest-growing area when Anglo was sold.

Bestsellers

While we sold well in all areas, there were some astonishing triumphs. Together with our service partners, Anglo had ongoing cleaning, MPS, vending, hardware, planting and storage contracts—low-cost, cash-rich margin business.

We had weekly catering orders delivered to clients directly from our suppliers and the volume demand to stock well over 100 lines in our warehouse. Our events contractor supplied food for breakfast, lunch and conference meetings and alcohol for office functions and parties.

We sold 250,000 bottles of milk in a year through our dairy partner. Offering the milk in glass bottles was a massive

win and an environmental success. The demand for milk and the service behind it were so successful that our sales team started to lead with it!

The success of Managed Services led us to set up a dedicated team that liaised with our suppliers, service providers, salespeople and clients (the latter of whom loved the idea they had someone on hand to deal with things immediately). The team also identified new avenues—products and/ or services—that might benefit sales growth and were incentivized to do so.

By the time Anglo was sold, Managed Services had grown to account for 50 percent of turnover. This diversification strategy counterbalanced any market-related declines in the core OP business and became the primary driver of our operating profit. While the gross margin percentage decreased due to outsourcing more, the cost-to-serve was much lower, so the net contribution went up.

Paving the way

Diversification proved to be a real game changer for Anglo. Although we may have been pioneers in this space, it’s encouraging to see other forward-thinking dealers now experiencing similar success by embracing diversification. I would encourage any dealer to explore the possibilities. You don’t need to go all-in; maybe look at catering supplies for bigger clients or work with a service provider you already have a relationship with.

When selling into a new sector to grow sales, these customers will likely have other products and services requirements you are not currently supplying, so you will need the agility/ skill sets that diversification brings to make you stand out.

This isn’t a light undertaking. It requires a solid strategy—as Adam outlined in his previous article—along with investment in time and potentially money. If your goals include offsetting declining core sales, retaining clients, fending off competitors, looking for ways into new customer bases and re-energizing your sales and marketing efforts, embrace the opportunities that exist.

One of the key aspects of making diversification work is a well-managed supply chain and strong supplier partnerships. I’ll leave you with a quote from Gary Naphtali, managing director at Anglo when Managed Services was introduced: “We have been calling ourselves a single-source supplier for years. We are not. We are a selective single-source supplier—we only supply products that suit us, not our customers. This has to change. If we are going to say we are a single-source supplier, we have to become one. The risk of doing so and the commitments we need to make are obvious, but the risk of not doing it is much higher.”

The next article in this four-part series will see TSP director Gary Napthali take a closer look at the sales and customer proposition in the diversification scenario.

THE EXCHANGE:

powering the future of marketing

SPR is dedicated to empowering customers through innovative marketing programs and superior sales and logistics support

Standing at the forefront of innovative marketing, SPR is thrilled to announce the launch of its new comprehensive, all-in-one marketing program for 2025, called The Exchange. This innovative program focuses on empowering customers with a wide array of marketing tools in a streamlined format that allows them to successfully market their products and services in today’s highly competitive landscape.

Every successful marketing program starts with a solid plan and with The Exchange, it all begins as soon as you log in and explore the 2025 Marketing Calendar. This essential guide provides an overview of SPR’s campaigns throughout the year.

Below are some of The Exchange’s key features.

Email marketing automation

SPR customers can engage with end users through welcome and re-engagement messages, remind

them of products they may have left in their cart through abandoned cart notifications and offer them products specifically tailored to their purchasing patterns through targeted product promotion campaigns

Social media management

Social media is a cornerstone of today’s digital landscape and The Exchange harnesses this power through Emplifi, an industry-leading social media management platform. This tool streamlines content publishing and customer engagement, making it an efficient reseller solution. Customers can strengthen their social media presence with pre-scheduled posts that align seamlessly with the themes in the 2025 Marketing Calendar, ensuring a consistent message reaches end users. Additional benefits include an AI post composer, custom reporting and community management across social media platforms. On subscribing to the program, posts are generated and managed automatically, saving customers valuable time and resources.

Customizable flyers and catalogs

There is still a need for print. The Exchange gives all customers the flexibility to choose from high-quality flyer and catalog designs that they can personalize with their unique brands

and product offerings. Generating customized flyers has never been easier. Customers can upload their pricing, swap SKUs, edit page designs to fit their business message and tailor the collateral to the needs of end users. Additionally, they can choose from a diverse catalog selection to target specific categories like jan/san, government and furniture.

Brands and Explore sections

These sections are continually updated with the latest marketing assets and coordinated with seasonal promotions and campaign themes from industry-leading manufacturers.

Successful marketing requires staying connected. SPR offers a wide range of opportunities to do just that through SPR blogs, YouTube channel SPR Studio, email communications and marketing updates.

Take a moment to check out our social media pages so you’re always in the loop with the latest industry news and views. www.youtube.com/@SPR_Studio www.Instagram.com/SPRichardsCo www.Facebook.com/SPRichardsCo www.LinkedIn.com/company/ SPRichardsCo www.X.com/SPRichards

The marketing power of The Exchange is the seamless alignment of each element of the program. From digital to print, our goal is to reinforce our customers’ messages in their local communities that they have the products and services end users want and need. Visit The Exchange at SPRExchange. com or contact your SPR account manager for more details. Looking for a national distribution and logistics partner? See how we can help your business succeed by visiting sprichards.com

By Lisa Veeck

The dawn of a new year is the perfect opportunity to set and achieve new goals. However, this doesn’t mean the slate is wiped completely clean at the stroke of midnight. Some trends will stay with us, others will fade away and be replaced, and new challenges will arise. While no crystal ball can predict how the road in 2025 will map out, a select cohort of seasoned independent dealers discuss the industry’s hottest topics and what may lie ahead.

Overall perspectives

“I don’t think there were any dramatic changes in 2024,” says Myers Jordan of Herald Office, Dillan, South Carolina, reflecting on the year just past. “It was more a continuation of what has been going on for the past five years: sales of office products declining while breakroom and furniture increased. I see this trend continuing in the new year.”

Robbie Clark, president of A-Z Office Resource, Nashville, Tennessee, suggests price increases stabilized in 2024 and hopes this will continue in the new year. He also witnessed the playing field level off: “We saw some softening of the competition—at least in the Tennessee market. Staples and Office Depot were less of a factor in 2024 than in the past, especially in invoicing and accounting, which we can customize for clients. Local dealers should regain some footing as some customers are souring on buying everything from Amazon and favor a return to a service model. Amazon will always be a competitor, but I think people value customer service and having a driver they know. Amazon is more of a threat to Staples and Office Depot and should become less of a threat to independent dealers moving forward.”

Charlie Kennedy, CEO of Kennedy Office, Raleigh, North Carolina,

observed more Amazon-fueled price shopping and a surprising uptick in furniture sales in 2024. Still, he is hesitant to make overall predictions for the year ahead: “I have no idea what it will bring. In 2022, people were back in the office and we felt things were returning to a more normal product mix. Then, in 2023, it shifted, and we saw a drop in furniture and general sales. Last year, it bounced back.”

Beth Freeman, executive vice president of FSI Office, Charlotte, North Carolina, highlights the trends she believes will prevail into 2025: “This past year, we saw more customers using technology—more punchouts, more integrated software systems, things that used to be reserved for large customers. There are pros and cons to this: it ties us in better with our customers, but there is an added cost for the technology and maintenance to keep it up. Also, technology is getting smarter, so it’s easier for customers to compare side-by-side pricing.”

Janitorial

All the dealers we interviewed emphasized that diversification is essential for independent dealers seeking growth. “A few mom-and-pop dealers can survive selling just office

products, but once you bring on an employee or want to operate on a larger scale, you have to get into other products to survive and grow,” Clark summarizes. “Dealers are increasingly looking at breakroom, maintenance, repair and operations, IT supplies— areas that are non-office products. This trend will continue.”

One of the categories dealers have turned to in recent years, ignited in part by the COVID-19 pandemic, is janitorial supplies. So how might this fare in 2025?

For Kennedy Office, ongoing success in the jan/san sector relies on commitment. “Our focus in jan/ san in 2025 is to get dispensers into customers’ facilities,” explains Kennedy. “Dispensers equal committed customers. They can buy can liners from us, but they are less committed if they don’t get dispensers that need refilling. The same is true of coffee brewers. These create consistent customers, which we need since people aren’t buying as many office products.”

Herald’s Jordan points to a less favorable trend in the janitorial supply sector. “Outside of acquiring a jan/san company, it is hard to compete in the sector,” he admits. “ISG can help some,

but you can’t buy direct from Georgia Pacific, Tork, Kimberly Clark and the big manufacturers with distribution protection and high minimums. Finding the right partners and lines to compete is an uphill battle. But I still think the sector will remain a focus for dealers.”

Breakroom

Meanwhile, Kennedy suggests that the boom in breakroom sales should continue into 2025 as employers seek ways to encourage employees to return to the office. “One thing that emerged in breakroom in 2024 is snacks,” he says. “We’ve been selling soda, coffee and drinks for a while, but snacks really exploded. As for the kind, people say they want healthy ones and we include them on the list. But what people actually buy are the unhealthy snacks— those are the ones they reorder. Various types of chips and granola bars are among the top sellers.”

The other dealers echo this assessment and Freeman adds a green factor to the mix: “There’s been more emphasis on sustainable food service items—cups, plates, straws. I

see this continuing. Part of the reason is there is less of a cost disparity between green and nonsustainable options than in the past. We also see manufacturers doing good things in these areas, like reduced packaging.”

Furniture

Furniture is highlighted as another promising space for independent dealers. “We’ve had better furniture growth than in the past, as there was a lot of government funding this year, especially in education,” reports Herald’s Jordan. “Dealers are also investing more in this sector than before, hiring designers and purchasing software. After all, getting a $200,000 order for furniture is easier than office supplies.”

So, what type of furniture is likely to be a focus in the new year?

“There’s a reason Hon is performing so well,” Jordan muses. “The company has an outstanding product, an outstanding warranty and a good price. It speaks a lot for the popularity of the mid-range furniture market outside architecture and design entities. I see

this continuing.” Jordan also suggests the trend toward soft, lounge-like furniture should remain dominant.

Clark agrees the mid-price range is the one to watch in 2025: “At A-Z, we’ve seen a big surge in furniture in the last couple of years, especially in mid-market lines. Customers aren’t buying the expensive lines as they want to refresh sooner—every three years rather than every 10. As for the trends, they follow what the manufacturers are doing, and their furniture is now more minimalist. Furniture for shared spaces and multifunctional areas will remain popular.”

Freeman predicts: “I see furniture continuing to do well, with no slowdown in 2025. FSI already has orders booked for the first half of the year. The projects are bigger in scope and revenue than in the past, and the less transactional-style furniture is selling.”

Kennedy Office is also contracting larger projects. “I can’t say why, but we have bigger projects than ever, with more people redoing their offices,” says Kennedy. “In the last two years, we’d get maybe one really big project a year. This year, it’s been consistent each month and we already have some big ones lined up for 2025, so I have a good feeling about furniture moving forward.”

In addition to shared soft seating, Kennedy has seen an increase in outdoor waterproof seating for hotels, banks and other businesses. There has also been an uptick in outdoor accessories such as trashcans that won’t blow away, umbrellas, patio tables and items for smoking areas. Indoors, light wood colors reign supreme and Kennedy doesn’t see this changing in the near future.

Buy local

Opinions on the “buy local” trend are mixed. “Amazon wouldn’t be the size it

is and be growing if more people were buying local,” observes Jordan. “The idea of, ‘Do me a favor and buy from me with higher prices because I am local’ won’t last indefinitely. But ‘buy local’ continues to be relevant if you can deliver the same level of service as Amazon.”

Kennedy echoes this sentiment: “A lot of people talk about buying local, then buy from Amazon. The funny thing is Amazon’s prices aren’t that great—people just get used to ordering from there. We have a lot of loyal customers, but even with some of them, once an item is a dollar over whatever figure they have in their head—whether it’s $50 or $100—they go online to check the pricing of e-tailers in general, and Amazon is the main one.”

Freeman agrees that price is still king: “People like to give you a lot of lip service—they talk about wanting to work with diverse local businesses— but when it comes down to it, you have to check off those boxes for them and still be the lowest price. Also, customer purchasing is more fragmented than in the past. Our sales approach is to be our customers’ single source, but some customers just see us as an office product or breakroom company. They don’t see independent dealers as broad and all-encompassing.”

Clark suggests that ultimately, the success of “buy local” campaigns will hinge on what dealers put into them: “The trend will stay strong as long as those saying it live it. If you say you are part of the community, you have to be part of it. We’ve invested a lot of money in networking and we participate in nonprofit events. We do local advertising and get involved in local organizations. If you continue to do these things, the message will be effective; but if you don’t participate in your local community, it won’t work.”

AI

AI exploded in 2024 and Jordan, for one, “hope[s] it is here to stay”: “AI has become a buzzword for many things, but adapting to new technology at some level is important. We use ChatGPT and Gemini to help with things like contracts, internal memos and building out a marketing plan.”

Kennedy Office has reaped similar benefits. “We are redoing our website and using AI,” reports Kennedy. “It has also helped us create marketing, emails and handbook policies. If we have a spreadsheet that is not divided right or needs to be in Excel, we use AI and it enters it in Excel for us. But we’re careful not to use it for sensitive or customer information. I definitely see AI growing in the coming years and becoming part of our lives. We just have to figure out what that means.”

Freeman also sees value in using AI to handle repetitive tasks and increase overall productivity, but warns that discerning fact from fiction could become increasingly difficult in the future.

Next-day delivery

Kennedy admits he still vacillates on the importance of next-day delivery: “With everything we are doing, it’s hard to promise next-day, especially for janitorial, and be competitive. It’s also hard because Essendant and S.P. Richards haven’t been great on stocking over the last few years, for various reasons, although they are improving. I see the importance of next-day lessening for customers, but we still do it and brag about it, as it’s one of the main things we do better than Amazon.”

Freeman also suggests next-day is diminishing in significance: “It’s less of a requirement than it used to be and customers are demanding it less and less.”

Tariffs and other economic factors

The potential impact of the incoming Trump administration is another known unknown for 2025. “If tariffs are imposed, this will affect us in some way, shape or form,” Jordan acknowledges. “We are a distributor of goods and a service provider—imports are a huge part of

our business and the supply chain. When the ports were shut down for two days, it affected us. Gloves are already back on allocations. Tariffs on Mexico will affect the American manufacturers that have operations there. But it won’t all necessarily be negative. We are just the middleman, so if tariffs raise prices for all of us, we will all be on the same playing field. The price increases may make things tighter for customers, but the increases will be across the board, so there won’t be a dramatic difference between suppliers.”

At FSI, concerns about possible tariffs are customer driven. “Something I hear customers saying they are keeping a close eye on is what happens with imports,” says Freeman. “They are looking to source products from countries other than China and to have multiple supply options. We are already trying to figure out some alternatives for our customers. But good luck finding something as simple as a small heater that isn’t made in China. It could get interesting.”

At A-Z, Clark isn’t worried about potential tariffs: “Tariffs don’t concern me if they are done correctly. Last time, they didn’t create more unemployment and the economy was okay. I am more concerned with interest rates and inflation, which

won’t come down until the government stops spending.”

Staffing is another issue. “The good are highly sought after and won’t stay unless they get paid a lot of money, which the big guys can pay,” Clarke continues. “But there’s also a decline in the quality of candidates. There’s not much in between the top and bottom of the barrel. The mid-level, who would take a post where they can learn and grow, no longer exists.

Pre-COVID-19, I would receive 50 to 60 resumes a day for a driver opening. Now, I’m lucky to get 50 a week. There’s been a slight uptick in applicants in the last four to five months, but it’s something to keep an eye on.”

Consolidation

Our interviewees suggested that M&A activity should remain healthy into 2025. “Consolidation will continue in all industries,” predicts Jordan. “I don’t know whether it will hit the wall once all the baby boomers have retired, but acquisitions are a wonderful way for dealers to stay in business and expand. I honor what has been built by the previous owners and see this as a way to preserve their legacy.”

Clark also believes consolidation will continue, with “more dealers buying

up non-traditional dealers, such as breakroom and jan/san companies.” Kennedy suggests some consolidation can be attributed to confusion: “I am 55 and am considered relatively young in our industry. Some younger people are going into the family business, but not many. Most dealers have expanded into different areas—breakroom, furniture and jan/ san—but we still call ourselves ‘office products dealers.’ We lean on our history, but we shouldn’t. It’s confusing for the next generation, who are not sure what we are as an industry.”

Advice

So, what final insights have our interviewees to share as we cross the threshold of a new year? “The thing that stands out to me is the need to change how we go to market,” says Kennedy. “Most of us have veteran sales reps who have not learned how to adapt to all the different categories we now offer. We try to repurpose those reps, but that’s not easy. It is also harder to find the right buyers, as we see fewer customers and sales teams have not adjusted to that. You need to hire some younger people and/or specialists in the different categories. Also, veterans don’t want to go out and find new customers. One thing working for us at Herald is looking at year-on-year spend for customers with multiple locations. Say six were active last year, but four spent a lot less—go to those branches and get them back. It’s easy, low-hanging fruit. We’ve had a few success stories doing this.”

Freeman recommends: “Stay aware of what is happening around you, but don’t take your eyes off your business. Keep moving but see the macro picture of what you need to focus on to do well; then, do it the best you can.”

Wishing you all a very happy, healthy, and profitable 2025!

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stop shadow AI and secure your dealership, before it’s too late MASTER AI GUIDELINES:

AI tools like ChatGPT are sneaking into your office right now. Employees are using these tools—often free versions—to make their work easier. But at what cost? When sensitive company data or intellectual property ends up on these platforms, you open Pandora’s box: corporate IP leaks, compliance breaches and cybersecurity threats. Welcome to the world of shadow AI. “Shadow AI” refers to the unauthorized or unregulated use of AI tools by employees, often without the organization’s awareness or proper guidelines in place.

For independent office product dealers, the stakes are high. You’ve worked too hard to build your reputation and earn customer trust to let them crumble because someone decided to brainstorm on ChatGPT. So how do you stop shadow AI in its tracks and use this powerful technology safely and responsibly?

Every single GoWest.ai engagement for AI transformation starts with developing these policies first. They are that important. Here’s your blueprint. This guide will help you create a structured approach to managing AI use in your dealership, ensuring

compliance and minimizing risks.

What is shadow AI?

Shadow AI is the unauthorized or unregulated use of AI tools within your organization. Employees often mean well—they just want to work more efficiently or creatively. But tools like the free version of ChatGPT don’t operate in a vacuum. Data entered can be stored and used to train these systems. That “brilliant idea” your employee typed in could one day surface in a competitor’s AI-generated solution. Scary, right?

Why you needed AI policies yesterday

AI is already transforming the office equipment channel. From automating customer service to optimizing inventory management, this technology is here to stay. But without guardrails, AI use can quickly spiral into a legal and ethical nightmare. This isn’t just about damage control; it’s about leadership. If you don’t set the rules, the tools will set them for you.

Why policies matter

• Protect corporate IP: Keep sensitive data from being exposed to public AI models.

• Ensure data compliance: Prevent accidental

West McDonald, founder of GoWest.

ai, is a recognized expert in AI solutions, with extensive experience across various technology sectors. His work focuses on generative AI applications and strategies for maximizing recurring revenue, guiding businesses toward innovative growth. West is dedicated to fostering a culture of learning and excellence through AI-driven innovation.

breaches of laws like the General Data Protection Regulation or the Health Insurance Portability and Accountability Act.

• Maintain ethical standards: Align AI use with your company’s values.

• Boost confidence: Employees and customers alike want to know you’re on top of AI governance.

Crafting your AI guidelines: step by step

Use this roadmap to create clear, actionable policies tailored to your business. Let’s break down each step with examples and some insights to make the process smoother.

Assess the current state

Before drafting policies, take stock of what’s already happening. Are employees trying to meet a tight deadline and turning to a free AI tool for quick answers? This is happening in many businesses today, whether you know it or not.

• Are employees already using AI tools? (Spoiler: they are.)

• What data is most at risk of being shared with AI?

• Which departments rely most on AI for efficiency? For example, your sales department might be using AI to generate proposal content, while customer service may be exploring ways to use it to answer client questions faster. Identifying these use cases will give you a clear picture of your current AI landscape.

Define approved tools

Clearly specify which AI tools are safe to use and under what conditions:

• Encourage the use of secure, paid versions like ChatGPT Team or enterprise-grade tools. These versions often come with enhanced security protocols that protect company data.

• Ban “free” AI platforms unless explicitly approved by IT. Free tools might seem convenient, but they come with risks. For example, data entered into these platforms could be stored or used to train their algorithms, making sensitive information vulnerable.

Set data boundaries

West McDonald

Establish what data is strictly off-limits when using AI tools:

• No client or customer information.

• No proprietary code.

• No sensitive financial data.

Here’s a simple rule of thumb: if you wouldn’t share it with a competitor, don’t share it with an AI tool. Picture an employee brainstorming with an AI tool and inadvertently sharing confidential client details. This could easily lead to a compliance breach. Trust me, we’ve seen it.

Establish usage best practices

Educate your team on responsible AI use:

• Fact-check AI outputs: AI can generate convincing content, but it’s not always accurate. Encourage employees to verify any AI-generated information before using it.

• Acknowledge AI contributions: Transparently note when AI tools have been used to create content. For example, if an AI tool helps draft an email, include a note like, “Drafted with assistance from AI.”

Develop an approval workflow

Not every AI tool is right for your business. Develop a clear process for evaluating and approving new tools:

• Employees submit a request to use a new AI tool.

• IT and compliance teams vet the tool for potential risks.

• Approved tools are added to a shared list accessible to all employees. For example, an employee finds a new AI productivity tool and wants to use it. By having an approval process, you ensure that any new tools meet your company’s security standards.

Define oversight roles

Assign specific roles to manage and monitor AI use:

• AI liaison: The go-to person for AI tool questions, providing employees with guidance on responsible use.

• IT team: Maintains a list of approved tools and ensures compliance with security standards.

• Legal/compliance team: Ensures adherence to privacy laws and IP protection, minimizing the risk of legal issues. Having clearly defined roles helps ensure accountability and that AI tools are being used properly across departments.

Train and communicate

Even the best policies will fall short without employee buy-in. Host regular training sessions that cover the following:

• Explain why these policies are crucial and how they protect both employees and the company.

• Show employees how to use approved tools effectively, offering

West McDonald

demonstrations and hands-on practice.

• Clarify the risks of shadow AI, perhaps by sharing real-world examples of data breaches or compliance issues caused by unregulated AI use. Training isn’t a one-off event; you’ll need to keep communication as an ongoing effort and adapt as new AI tools and risks emerge.

Tackling shadow AI: the golden rules

Before diving into the specific rules, it’s important to understand why managing shadow AI is so crucial. As outlined earlier in this article, “shadow AI” refers to the unauthorized or unregulated use of AI tools by employees, often without proper oversight. Shadow AI can expose your

business to unnecessary risks, including data breaches, non-compliance with regulations and even reputational damage. By following these golden rules, you can establish a framework that not only mitigates these risks but also turns AI into a true asset for your dealership.

Audit current use

Conduct an anonymous survey or utilize monitoring tools to identify which AI platforms employees are using. For instance, you might find that employees are using free AI tools to streamline customer interactions. Address any risky behavior immediately.

Close the backdoor Restrict access to unauthorized tools on company devices and

networks. This might sound harsh, but the risk of a data breach far outweighs the inconvenience of restricting access.

Make

compliance easy

If approved tools aren’t user-friendly, employees will inevitably look for workarounds. Choose effective and intuitive AI tools to reduce the temptation to go rogue. For example, ensure the tools you provide are as easy to use as the unapproved ones employees might be tempted to use.

Review and update policies regularly AI evolves fast. What works today might be obsolete tomorrow. Schedule quarterly reviews to keep policies relevant and effective, involving key stakeholders like IT,

compliance and department heads to ensure policies address current needs.

Final thoughts: make AI your ally, not a liability AI is here to stay and can supercharge your dealership if used wisely. But shadow AI is a ticking timebomb. By creating and enforcing clear policies, you protect your business, your employees and your customers.

The bottom line? AI isn’t the enemy (our entire business is based on AI use!), but lack of oversight is. Take charge of your AI strategy today and you’ll not only avoid disasters but also position yourself as a leader in the office products channel. Contact GoWest.ai at west@gowest.ai to get complimentary sample AI guidelines and policies and a statement of procedure.

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Tom Buxton

In addition to serving as national sales manager for AOPD, Tom Buxton, founder and CEO of the InterBizGroup consulting organization, works with independent office products dealers to help increase sales and profitability. Tom is also the author of a book on effective business development, Dating the Gatekeeper. For more information, visit www.interbiz group.com.

A CHRISTMAS POEM

At least once a year, Rowan allows me to write something that has nothing to do with the office products industry. This is that column, so beware—and prepare to possibly be offended.

Twas the month of Christmas and throughout the US

The “Blue Team” felt down, the “Red Team” felt blessed. The country was split in its manner of thinking It was “evil” or “brought to its senses,” some said without blinking.

Whether Red or Blue, I hope you don’t miss

That the most important day is coming with bliss.

The Savior of the World, not just of our country

Came to the Earth and, to say it quite bluntly:

He’s the Messiah, the King of the World!

Throughout the Bible His coming was foretold He came not for power, as a human would do.

Twas for love that Jesus’ story came true.

At Christmas, we celebrate the birth of the God/Man, Who came in perfection to suffer, to die and to rise again.

For the sins of the Blue Team, the Red Team and everyone else, Jesus sacrificed Himself to save us from ourselves.

This Christmas, let’s make the effort to remember, that we celebrate the greatest power this December.

The God/Man who taught

throughout His life. He lived, died, and rose again to abolish strife.

Earthly powers will come and go

Just look at history and surely, you’ll know, that empires crash, maybe ours will be next.

But Jesus Christ saves, as was foretold in His text!

Merry Christmas!

Many of you know Jennifer Northington for her generous heart and radiant smile.

Today, she needs our help as she battles breast cancer while struggling with everyday living expenses and secure housing.

Together, we can be her angels!

Every little bit helps keep her close to her care team and focused on healing.

Marisa Pensa

Marisa Pensa is founder of Methods in Motion, a sales training company that helps dealers execute training concepts and create accountability to see both inside and outside sales initiatives through to success. For more information, please visit www.methodsnmotion. com.

FIVE WINNING STRATEGIES FOR COMPETING WITH BIG-BOX RETAILERS

How can independent office product dealers thrive in a world where Staples, Office Depot and Amazon hold significant market presence?

The key isn’t to beat these giants at their own game—it’s to rewrite the rules and capitalize on your unique strengths. By leaning into personalized service, local expertise and agile operations, you can create a “Whole Foods shopping experience without the Whole Foods price tag.”

This article provides five actionable strategies to help independent dealers stand out, offering tools to not only survive but thrive in today’s competitive landscape.

Communicate the value of a personalized team Big-box competitors can’t replicate the human touch.

To resonate with today’s customers, emphasize how your personalized service offers support and expertise that go beyond the simplicity of point-and-click shopping, bridging generational expectations and delivering value that automated systems can’t match:

• a proactive team that looks for ways to stretch budgets, provide house brands and put time back into a customer’s day;

• real people answering calls instead of automated systems; and

• a concierge-level experience, handling special requests and custom orders.

To resonate with today’s customers, highlight how you can help them save time and stretch their budgets.

Proactively identify ways to make the purchasing process seamless.

Going beyond the doorstep Dedicated drivers are far more than delivery personnel—they’re the face of your company. They get to know customers’ office layouts and preferences, delivering exactly where needed, whether it’s a supply room or a specific desk. Unlike big-box retailers, your drivers provide a personalized experience that goes beyond a doorstep drop-off.

Whether you go to market with an inside or outside team (or a hybrid of both), pair this with an inside sales team that acts as the voice of your company and you have a winning combination of service and accessibility.

Stand out by offering:

• real-time order tracking and proactive updates;

• no hidden delivery fees;

• reliable deliveries that aren’t left out in bad weather or at risk of theft; and

• drivers who get to know the “lie of the land” in customers’ offices and place boxes exactly where they’re needed.

Big-box stores can’t match the care and flexibility you bring to every delivery.

Use analogies to paint pictures of great service Some customers are conditioned to focus on price and may push you or your sales team to do the same. The more you emphasize price, the more they will too. Winning on price alone means risking losing for the same reason.

Marisa Pensa

Use the power of analogy to address pricing but paint the picture of service. Here are two examples:

• “We’re like the Chick-fil-A of office supplies: reliable, fast and service focused, offering exceptional service without the premium price—right here in your local community.”

• “Buying from us is like getting a Whole Foods experience without the Whole Foods price tag: premium quality and care, but without the premium pricing.” If these examples don’t resonate, choose your own—maybe Starbucks, Wegmans or another company where people pay a premium for great service. The point is to stress that your customers

get this same exceptional experience, but without the premium price. Notice we avoid phrases like “lower prices” or “meet or beat.” Instead, focus on delivering an outstanding experience— typically without charging more.

Get the best of both worlds

You offer what big-box competitors can’t: the perfect balance of scale and service. Customers benefit from the extensive product selection and reliable deliveries they expect from the big players, but with the personal touch that only a small business can provide. When customers call, you know their names and their needs. If they require a fast solution, you can deliver without waiting on corporate approvals or wading through red tape. Your size allows you to be nimble and responsive; while your partnerships ensure you’re stocked and ready to compete.

care: Personalized service that builds lasting relationships.

Your customers won’t have to choose between convenience and care— they’ll get both, every time.

Meet the ordering preferences of a mix of generations

Cater to diverse communication styles across generations:

• Veterans/traditionalists (born before 1945): Formal and personal. Handwritten letters, in-person meetings or phone calls. They value respect and tradition in communication.

Position yourself as the best of both worlds:

• Big enough to deliver: Access to top brands and reliable delivery schedules.

• Small enough to

• Baby boomers (born 1946–1964): Phone calls and emails. They appreciate direct and formal communication but are comfortable with newer methods like email. Handwritten notes can also be meaningful, particularly for personal appreciation or thanks.

• Generation X (born 1965–1980): Email is highly preferred due to efficiency, but they also value phone calls for more important discussions. They tend to be more flexible in communication styles but appreciate clear, concise messages.

• Millennials/Generation Y (born 1981–1994): Primarily digital—text messages, emails and social media. They

appreciate quick, informal communication.

• Generation Z /Linksters (born after 1994): Highly digital—instant messaging, social media and text messages are most common. They are more likely to avoid phone calls and salespeople must earn the chance to talk by phone. They prefer visual content like videos or infographics for communication.

Providing a seamless mix of options ensures every customer, and generation, feels valued.

Ready to stand out against the big-box giants?

Independent office product dealers have a unique edge. By focusing on personalized service, fast delivery and local expertise, you can offer unparalleled value that big-box retailers simply can’t replicate.

Start today: pick one strategy from this list and commit to implementing it this month. Whether it’s enhancing your delivery experience or accommodating ordering preferences across a mix of generations, focus on what aligns with your strengths and customer needs. Then, track your results, refine your approach and watch your business grow.

Your next big win starts with one small, intentional change—take the first step today!

Mara Gannon

From products to partnerships: RETHINKING CONTENT CREATION

In today’s business environment, the office products and furniture distribution industry faces unique challenges. Customers have more information at their fingertips and expectations for personalized and engaging experiences have never been higher. To stay ahead, distributors need to rethink how they engage with their audience. This involves three interconnected shifts: creating immersive content, fostering stronger customer relationships and rethinking content creation. Whether you are a business owner, C-suite member or sales rep, these insights are about helping your audience while also staying ahead in a competitive market.

Bringing products to life with immersive content

Think about how much easier it is to make a decision when you can truly see how something will

work for you. For example, what if a potential customer could walk through a virtual office, fully furnished with your products, or use an app to see exactly how a desk or chair would fit in their workspace?

That’s what immersive content does—it takes the guesswork out of choosing the right products. It’s not just flashy technology; it’s a way to make the customer’s life easier.

Here are some ideas to try:

• Virtual tours: Set up a virtual showroom through which customers can explore different office setups and styles.

• Interactivity: Offer a mobile app which enables users to see how different items of furniture would look in their space.

• Walkthrough videos: Share videos that show products in action, from sit-stand desks to ergonomic chairs, to give customers a better feel for what they’re buying.

Mara Gannon is the content marketing manager for Fortune Web Marketing. She has been writing professionally for seven years. When not writing, Mara likes the beach, her family, her two cats, punk rock music and Japanese food.

Immersive content needn’t be high-tech or expensive; even simple 3D renderings or detailed product walkthroughs can make a big difference.

Win the relationship before you win the sale

One of the most rewarding parts of this industry is helping people create spaces that work better for them. Whether it’s setting up a productive home office or designing an inspiring workspace for a growing company, you’re not just selling products—you’re solving problems and improving lives.

And that’s where building relationships comes in. When customers see that you care about their needs and want to help, they’ll come back to you—not just for this sale, but for the next one, too.

How to build trust

• Share what you know: Customers don’t expect

you to have all the answers, but they do appreciate when you share helpful insights. For example, you could write a guide about choosing ergonomic furniture or creating a sustainable office setup.

• Be available: Sometimes, it’s the little things—like following up after a purchase or quickly answering a question—that show customers you’re invested in their success.

• Celebrate wins together: If a customer uses your products to do something great—like redesigning their office or setting up a new headquarters—share

their story (with their permission). It shows you’re paying attention and care about their journey.

When customers feel seen and valued, they are more likely to trust you—and to recommend you to others.

Rethinking how we create content: what’s missing?

A lot of content out there feels the same: lists of features, promotional ads or overly technical descriptions that don’t tell a story. That kind of content might check the box, but it rarely connects with people on a personal level.

Instead, think about the kinds of questions your customers are asking or the problems they are trying to solve. Your content should feel like a conversation, not a pitch.

Steps to create better content

• Focus on people, not products: For example, instead of a brochure listing the features of an office chair, talk about how it can help reduce back pain for someone working long hours.

• Mix it up: Not everyone has time to read a long article. Try short videos, interactive quizzes or

visual guides to reach people in different ways.

• Start conversations: Use your content to invite feedback. For example, a social media post asking, “What’s your biggest challenge in setting up a home office?” can spark ideas for future content while engaging your audience.

Wrapping it all up

At the end of the day, the goal isn’t just to sell products—it’s to build connections and offer value. By creating immersive content, strengthening relationships and rethinking how we share ideas, we

can help customers make better decisions while also standing out as partners they can trust.

This isn’t about doing everything at once. Start small: try one new way to make your content more interactive or focus on one way to make your communications more personal. Over time, these small steps add up and will help you not only meet but exceed your customers’ expectations.

After all, this industry isn’t just about desks and chairs; it’s about the people who use them every day and how we can help them do their best work.

Troy Harrison

Troy Harrison is the Sales Navigator and the author of Sell Like You Mean It and The Pocket Sales Manager. He helps companies navigate the elements of sales on their journey to success. He offers a free 45-minute sales strategy review. To schedule, call 913-645-3603 or email troy@ troyharrison.com.

What if your foundational assumptions about selling are wrong?

Recently, I spoke at a small meeting of CEOs and a member of the group came up to me with an interesting question. First, he showed me a review that had recently been posted about his company—a tech services company—which read in part: “Most dishonest salesman I’ve ever dealt with. He lied and then tried to walk it back. I told him I was trying to buy tech support, not a cheap used car. Avoid!” I was shocked, but the CEO said: “Let me explain.”

As it turns out, the salesman had been executing a technique he had been trained in called

“negative reverse selling.”

The (dumb) idea behind this technique—a cornerstone of a fairly popular training system—is that the salesperson pretends not to see a match between their product and the customer’s needs, saying something like: “You know, I’ll be honest, I really don’t see a fit here, but it looks like you do. Can you tell me why you’re so excited?” The idea is twofold. First, you’re trying to manipulate the customer into “proving” that they are worthy of the product by convincing YOU of the sale; second, you’re trying to get the customer to tell you their buying reasons.

As it happens, the salesman asked the negative reverse selling question and the customer responded by saying, “Well, if you don’t see a fit, I guess we’re done here. You’re the expert.” At this point, the salesman attempted to walk it back, telling the customer that he really did see a fit—and the customer responded, “So you just lied to me. Now we’re really done.” Sales call OVER. Negative review posted. And this customer would have been one of the company’s top five customers had it won the business.

You see, the salesman thought he was just executing an old sales

technique, and that the customer understood this. The customer—one of those younger buyers I keep talking about—felt that it was a lie, not a technique. The problem here isn’t just that the technique is bad (it is), but that the foundational assumption on which it is built is no longer true.

The assumption is that the customer won’t hold a little white lie against the salesperson. That may have been true in the days when customers expected this behavior from salespeople. But the younger generations do not expect this, which leads to my point: many of the foundational

Troy Harrison

assumptions on which common sales techniques have been built are no longer true. The reasons for this are generational, cultural and technological. Today’s buyers are more informed, more empowered and more knowledgeable than ever—and they cut less slack. This is not only true of the under-40 cohort; more senior buyers are learning from the younger buyers. Let’s take a look at some foundational assumptions that are becoming obsolete:

• Buyers expect salespeople to fudge a bit. This foundational assumption underpins

a number of sales techniques, such as that mentioned above, where salespeople play somewhat fast and loose with the truth—and they do so because buyers expect it. However, younger buyers don’t have that same cultural expectation. What past generations perceived as “fudging a bit,” they perceive as lying—and they have zero tolerance for lying.

• People buy from people they like. Seems elementary: they have to like you before they buy, right? Errrr… not so much anymore. I’ve written about this before, but younger buyers form relationships in the inverse way to older buyers. Older buyers had to like you first; then they’d move to business issues. Younger buyers are business first and, if you can help them solve their business needs, then you get an opportunity to form a personal relationship with them. In fact, many younger buyers see salespeople opening by asking about their personal lives not only as phony (it is), but even as a bit creepy. So, stop looking for the damned fish on the wall and focus on business.

• You can keep your pricing, contract terms etc. a secret. A few years ago, I was working with a client who mentioned his top competitor and

said, “Boy, I sure wish I could find out what their contract terms are.” So, I Googled, and sure enough, one of their customers had scanned and posted the competitor’s contract. He smiled—for a second. Then he asked, “Wait, is ours out there too?” Sure enough, 30 seconds later, his own contract was on the screen. Here’s the funny part: his terms were WAY friendlier than his competitor’s. I told him that he should post his contract on his company website and lean into it. He didn’t—but the lesson is still valid. I don’t care how “secret” you think your key business terms are. They’re out there and someone skilled with Google or with AI search tools can find them. Lean into it. Embrace transparency before it’s forced upon you.

• Do something good for someone and they’ll tell one person; do something bad to someone and they’ll tell 10 people. As my example at the start of this article shows, people now have the capability to tell the entire world what you’ve done, whether good or bad. I should point out that the tech company had a number of excellent reviews of its service, so the one-star review for the salesman stuck out like a sore thumb.

• Start by offering a high price, because you can always go down when the customer cuts your price, but you can’t go back up. One interesting characteristic of millennials and Gen Z is this: not only do many of them not want to negotiate (actually, most people of any generation don’t), they don’t know how to negotiate. In fact, many younger buyers will simply hear your offer of a price, decide whether it represents good value to them and either buy or not buy. If you’re hitting them with an artificially high price, they won’t try to cut you—they’ll just move on and buy elsewhere. More than ever, this is making negotiation itself an obsolete strategy. You’re better off quoting a fair but profitable price and standing on it than inviting (demanding) negotiation with an artificially high offer.

These aren’t the only foundational assumptions that have changed, but for now, they’re the most important and impactful ones. This has major implications for salespeople steeped in old techniques that are built on these assumptions. My advice? Update. Get in tune with what today’s buyers really want. Selling today demands new techniques built on the new realities.