Independent Dealer February 2025

INDEPENDENT DEALER

the official publication of WSA

Editorial & Contents A hard start to the year

It’s been a tough start to 2025 for many in the US. Freezing temperatures across much of the country have brought widespread disruption, while devastating wildfires have ravaged California, destroying homes and livelihoods alike. No doubt these events have affected many in the IDC and my thoughts are with all those who are involved.

As our news story on page 14 explains, one consequence of the California fires is that the annual City of Hope Tour, which launches the National Business Products Industry’s yearly fundraising campaign, has been switched to a virtual event. The upside of this move is that it has been made “open to all,” giving those who have never had an opportunity to visit the groundbreaking research center a chance to “attend” the event. I thoroughly recommend that if you are available on Tuesday February 4 (unfortunately, not very long after this issue

Rowan McIntyre, editor and publisher rowan@idealercentral.com

is published—apologies that couldn’t give you more warning) at 11:00am PST, you log into the call to hear from this year’s Spirit of Life Honoree John Fellowes and others about the fantastic work done by City of Hope. Details of how to do so are in the news story.

In unrelated news, we have published a number of articles in these pages about how judicious use of social media can help dealers with their marketing efforts and spread brand awareness, and it has come to my attention that we haven’t always practiced what we preach. With that in mind I’m hoping to put more work into our LinkedIn channel going forward, so please do check it out and maybe even follow us to see how I get on! 4

30 INDUSTRY INSIGHT

Gary Napthali, a director at UK-based business development specialist TSP, looks at the sales and customer proposition in the diversification scenario

34 SUPPLY SIDE: GOPD

We lean more about the Georgia-based e-commerce solution provider and how it can help independents

36 COVER STORY

Breaking away: Lisa Veeck explores how the breakroom continues to evolve in the modern office

42 COLUMNS

42 West McDonald: Using AI agents in the IDC

46 Tom Buxton: Where did custom contracts go?

48 Marisa Pensa: A checklist for pipeline momentum

50 Mara Gannon: Color your marketing green

52 Troy Harrison: Asking the “or what?” question

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Winner’s Circle

Richter Total Office turns 40

For many independent dealers, starting a business, while challenging, is pretty straightforward: set up shop and start selling. Some dealers, however, have a more unique origin story. One example of the latter is Richter Total Office, Souderton, Pennsylvania. When Al Richter opened his company 40 years ago, he was greeted by a lawsuit and a boss’s jealous wife.

“When Dad was 19 years old, he started working for a blueprint and drafting company,” recounts Al’s son and current Richter president, Andy Richter. “He wanted to move into sales, but the owner said he wasn’t ‘up to snuff’ for the role. So he left and started working in sales for a competitor. His original employer got mad and sued him. But here was a guy making $10,000 to $12,000 a year versus his old boss, who made much more, so the judge threw the case out.

“Dad kept selling, but his new employer focused mainly on blueprint paper and larger-ticket items, and soon some of his customers started

asking if he could get them drafting supplies. He asked his boss and the two men agreed that if Dad kept selling the blueprint paper, he could also sell the smaller drafting supplies on the side. Thus Richter Drafting Supply Co was established. This was working out until his boss’s wife found out her husband was having an affair with the secretary and came in and trashed the place.”

At that point, Al decided it would be easier—and probably safer—to go into business on his own, which he did in the fall of 1985, operating out of the basement of a rented first floor apartment in Lansdale, Pennsylvania. The business continued to grow and in late 1986, Al and Kim purchased a one-acre commercial property in Souderton, where the business is still located today.

Moving forward, demand from his customers—once again—dictated his next move. A few years later, customers asked if he could get them office supplies. In the Souderton area at that time, the only source of office

products was a small selection offered by a local Christian bookstore and secretaries were sent out to purchase items there. No one was delivering and Al wanted to accommodate that market, but this first required him to secure product.

“Dad was just a kid with nothing, but he applied to be an S.P. Richards dealer,” continues Andy. “Mike Maggio was the general manager for the Philly area at the time. He came out and visited my father and said, ‘Sure, we can bring you on.’ It’s one of the main reasons Dad says the company has been successful and the memory still brings tears to his eyes.”

Four decades later, the business Al started out of his home has a 10,000-square-foot facility and 21 employees, and services about 2,000 unique customers a year. In 2020, it rebranded to its current name, to better reflect its diverse product mix. In addition to office supplies, Richter Total Office covers the janitorial, breakroom and food service segments. Also under the Richter

Winner’s Circle

umbrella is Richter Office Interiors, the furniture division overseen by Al. Meanwhile, Richter Tech Solutions powered by MCIT delivers cybersecurity and IT solutions. Richter Mobile Shredding has operated since 2007 and now has four mobile shredding trucks in its fleet. Synergy Mounting Systems—a niche company Richter acquired about 15 years ago—sells mounts for everything from police car laptops and cellphones to TVs and other wall equipment. The company’s other acquisition was in 2019: Carroll’s Office Supply, a small dealer based in Norristown, Pennsylvania. The former owners of both acquisitions still work for Richter.

Like many independents, Andy believes Richter’s longevity lies mainly in its relationships and service: “Dad always told me if you stay close to your customers, develop relationships and provide exceptional service, you will get the sale without being the cheapest. With current customers and when we get new business, we want to build relationships. We want them to know we are not a ‘click, drop, done’ company. We are problem solvers. Some companies won’t want to pay that extra point or 50 cents, and that’s okay because that’s not a customer we want. Our customers value our drivers who put orders in the closet. They know they can call me on my cellphone. We are not reinventing the wheel here; we are just doing a good job.”

But that’s not to say the “click, drop, done” sector isn’t impacting Richter’s business.

“We are losing more business to Amazon than any other competitor,” Andy acknowledges. “Some local companies are cherry-pickers: they may buy their copy paper from us, but they still buy their little tchotchkes from Amazon. It’s incredibly impactful. We are still growing. We are doing awesome, but Amazon is a factor you

can’t ignore. You have to forge your own path. If you try to beat Amazon at its own game, it won’t work.”

Andy also credits the company’s success to an ethos that runs through his family: “I feel I am a fairly bright guy, capable and hardworking, but I also was born with the right last name. I am very proud to be in my family business and my job is not to screw it up! I have made little tweaks and updates, pushing more focus on janitorial supplies or expanding our furniture sales. We now sell 3D scanners and drones. But when it comes down to values, nothing has changed. We have the same culture, internal family, customer service and relationships.

“My whole business mantra is relationships, relationships, relationships,” he continues. “You need it with all three partners. You need to invest in your employees if you want them to work hard—you need to make them feel empowered to want to work for you. If you beat up your vendors, they will not help you out of a jam when you need it. And, of course, you need to have good relationships with customers.”

According to Andy, these relationships also make customers willing to pay a little more: “When we have a price increase, we explain to our customers how much we do for

them. We tell them that if they don’t want to pay the extra points, we can leave the order in the vestibule instead of in their closet. We explain the value we provide, and they appreciate it and accept the price increase.”

Although Andy worked in the warehouse and in various roles growing up, he didn’t officially join the company until 2014. “Being in the industry just a little over 10 years, I don’t know if I am qualified to give advice,” he admits. “But I guess I’ll sound like a broken record and say it’s all about relationships and service. Make your own way, because you can’t beat the big boxes at their own game. When I first entered the industry, I attended an S.P. Richards Young Executive Symposium. Justin Hummel [CEO of Hummel’s Office Plus] was there. I still remember what he said: ‘I don’t talk price on the first meeting at all. If we are talking price in that meeting, I’ve already lost the account because price is not the point. It’s about what I can bring to the table.’ Dealers need to talk about all the things they do right. We are problem solvers. We eliminate customers’ headaches. We tell them: ‘You won’t have to discover backorders; you will know what you have and it will be in your closet.’ All the service we provide makes a little higher price worth it.”

The Richter team

Al Richter (l) with Mike Maggio

OCOP Express expands with two acquistions

OCOP Express, Dallas, Texas, made two acquisitions at the end of last year: The Office Center, Longview, Texas, in November and Regency Office and Promotional Products in Dallas in December.

“The Office Center merger allows OCOP to expand further east and tie in its existing outlying customers with The Office Center’s account base to optimize deliveries,” said Ken Caldwell, OCOP president. “It also gives OCOP greater purchasing power and inventory to lower the cost of goods for that location that can be passed to its customer base.” Former owner Rickey Ables and his staff all stayed on and continue to operate the Longview location as The Office

Center, a division of OCOP Express.

As for the Regency acquisition, “It just made good business sense,” said Ken. “It is located only a few miles from our facility and we covered the same territory with deliveries. Regency had greater strength in the promotional product/advertising specialty product category and we were able to bring additional strength in the office furniture and supply sectors. We were able to cut operating costs by folding Regency into our existing warehouse, saving on lease and computer expenses and utilities. We also optimized deliveries by combining their routes with ours, saving fuel and payroll. The merger also allowed us to combine our purchasing power and

optimize direct-buy opportunities to improve the cost of goods and pass savings on to both our customer bases.”

Regency is slated to operate under the OCOP Express name; its former owner, Dallas Owen, now heads up the company’s promotional product category and all Regency’s staff have been retained.

IQ Total Source acquires Carroll Business Supply

IQ Total Source, Scottsdale, Arizona, has acquired Carroll Business Supply, a $2.5 million annual sales dealer in San Diego, California. Carroll’s, formerly owned by Lonnie Carrol and Tonya Carroll Langdon, will operate under the IQ Total Source name starting from mid-Q1 of 2025. This marks IQ Total’s fifth acquisition in three and a half years.

“IQ Total Source’s inaugural acquisition was Office Advantage in San Diego in late 2021,” said chief culture officer Ryan Puccinelli. “The addition of Carroll Business Supply significantly enhances our presence in the San Diego market, making us the largest independent dealer in San Diego County. This strategic move further strengthens our capabilities in Southern California.”

Lonnie Carroll is similarly pleased with the acquisition: “When my parents, Mike and Pam Carroll, founded Carroll Business Supply in May 1981, they envisioned a family business that could be passed down to their children. In

2002, that dream came true when my sister Tonya and I took over, transforming us into the largest and most respected independent office provider in San Diego County. After 43 years in business, it was time to look to the future, and we knew that partnering with IQ Total Source would be a perfect cultural and geographical fit to continue serving our loyal customer base.”

Local schools win in McCartney’s Keystone Education Showcase Giveaway

McCartney’s Workplace Solutions, Altoona, Pennsylvania, has announced the winners of its Keystone Education Showcase Furniture Giveaway.

As part of the company’s Keystone Education Showcase event, attendees had the opportunity to win free educational furniture vignettes designed to enhance classrooms and learning spaces. To enter the giveaway, school administrators and/ or educators submitted photos of their existing furniture and spaces, along with compelling descriptions of how the spaces are currently used, their vision for the future and how the new furniture

could help improve their environments and foster student success.

Smith System donated the furniture and McCartney provided free delivery, service and installation to the winning districts.

The winners were:

• Classroom vignette: West Branch Area School District

• Pre-K vignette: Penn Cambria School District

• Library vignette: Arrows Christian Academy

• Steelcase Vignette: Claysburg-Kimmel School District

“We were amazed by the creativity and enthusiasm demonstrated in each submission,” said McCartney furniture specialist Tracey Baker. “The winners truly showcased how thoughtful design can transform spaces and enhance learning for their students. We are always excited to meet and work with many local public districts and private schools. We care deeply about the quality of education in our area and hope these institutions will see us as a valuable local resource and partner to help boost student success in Central Pennsylvania.”

Perry Office Plus rebrands

Effective January 1, 2025, 105-year-old Perry Office Plus, Temple, Texas, has changed its name to Perry. The rebrand also includes a new logo and website address, perrytexas.com.

“Over the last several years, not only have we made headway in the janitorial arena, but we’ve also made multiple acquisitions and brought on new team members with specific expertise, giving us further access to new markets and new categories,” said president H.B. Macey. “The updated branding is another way we can convey these capabilities to our current and future customers.”

The company began as a small print shop in 1920. By the 1960s, it was being operated by J.W. and Ruth Perry, who eventually started using their own name. When the Macey family purchased the company in the 1990s, they continued the tradition.

“Perry is a name that not only honors our past but also propels us into the future,” said company owner Lynnsay Macey. “Our new brand represents the many possibilities we offer to help our communities thrive. Whether delivering essential supplies or designing workplaces that empower organizations to do their best work, Perry is here to support our customers at every turn.”

Illinois dealer forms new charitable partnership

DeKalb, Illinois-based dealer School Tool Box—known for its strong partnerships with charitable organizations within and outside its local community—has partnered with pediatric cancer foundation Cal’s Angels for 2025.

Each academic year, School Tool Box decides on an organization that its school supply kit customers can support by rounding up their purchases to the nearest dollar. President and CEO Doug Stice explained: “Four years ago, one of our employees suggested that we offer our online customers the opportunity to ‘round-up’ their purchase. The idea has been very well received by our customers.”

Previous partnerships have benefited Feed My Starving Children, a worldwide organization dedicated to ending hunger and hunger-related illness; and Shriner’s Hospital for Children, which has specialized locations throughout the US and Mexico that treat pediatric patients regardless of their insurance status or ability to pay. Thanks to the generosity of customers, over the last three years School Tool Box has been able to donate more than $75,000 to Shriner’s.

The dealership hopes that customers will embrace the new “Round-up” partnership with the same enthusiasm.

Cal’s Angels, based in the suburbs of Chicago, is named after 12-year-old Cal Sutter, who lost his battle with leukemia in 2006. Committed to awareness, research and support for families with individuals battling pediatric cancer, Cal’s Angels felt like a great fit for the School Tool Box team.

“We try to be responsible with our customers’ donations—we know it’s not our money, but we want to make sure we choose an organization that benefits children or families and that is doing great things with those donations,” said DeDe Zilz, operations manager at School Tool Box. “We also liked that there are events nearby we can volunteer at and support the organization that way too.”

For more information and to support Cal’s Angels, visit calsangels.org

Sundance Office supports the Women’s Resource Center through Sundance Cares Innovative Office Solutions rings in the holidays

Sundance Office, Broken Arrow, Oklahoma, donated $365.02 to its local Women’s Resource Center (WRC) as the final Sundance Cares donation for 2024. On the last Monday of each month, the company donates a portion of its sales to a different local charity.

In 2024, Sundance donated more than $10,000 through Sundance Cares, which included a recovery drive for tornado relief, cause marketing campaigns, event sponsorships and other donations. The company has donated over $85,000 since launching the program in 2011.

“Sundance is honored to raise money and awareness for the WRC in Norman, Oklahoma,” said president Tyler Condry. “WRC is a vital organization that helps victims of domestic and sexual violence, and the services it provides are 100 percent free and confidential. Supporting charitable and community-strengthening organizations like WRC is part of who we are as a business. It shows our customers that we are invested in the communities we serve.”

Also in December, through Sundance Cares, the company donated 10 percent of profits from its sales of Kimberly Clark products, raising $581.37 for City of Hope.

The desire to give back rang out loud and clear this holiday season at Innovative Office Solutions, Duluth, Minnesota. Each year, its team heads to the local Cub Foods store to ring the bell and accept kettle donations for the Salvation Army. More than 12 Innovative employees and some of their families participated in this latest bell ringer.

“This is one of my favorite community give-back opportunities that we do as a company,” said HR director Robin McMullen. “We can be out in the community to spread cheer while supporting a great cause. While we are not sure yet of the total amount raised, the generosity shown by so many made the experience worth it.”

Northern Business Products under new ownership

Effective January 1, 2025, Ryan Rackliffe is the new owner of Northern Business Products, Presque Isle, Maine. Previous owners Mark Carmichael and Scott Olson retired on January 2.

A native of Aroostook County, Maine, Rackliffe brings 20 years of management and retail experience. Current Northern staff have been retained to ensure a smooth transition.

“We’re confident Ryan will do a great job leading us into the future,” read a company statement. “Under Ryan’s leadership along with our amazing staff, we’ll be able to continue providing the same great service that our customers have come to expect.”

Secrets of Success

Carolina Business Supply, Charlotte, North Carolina

Good luck can strike when you least expect it. For example, you cross paths with another dealer while waiting for your order at Essendant Will Call, you start chatting and before you know it, you’ve landed a new job. That’s just what happened to Burt Reese, general manager of Carolina Business Supplies, Charlotte, North Carolina, 14 years ago—and he’s never looked back.

Carolina Business Supply was established in 2009 by Randy and Alice Dixon. The couple had a history in the office products industry but were missing one key factor: their own dedicated customer base. Undaunted, they worked hard to grow the business organically. In 2011, Burt—who had been working for a small independent dealer—joined Carolina Business Supply.

Roads to success

“We’ve always been committed to thinking outside the box,” says Reese. “The company was started a lot later than most of our competitors, so we always knew just copying what they were already doing wouldn’t cut it. We had to push the envelope to sell things most office dealers don’t. That’s why our name has been ‘Business Supply’ from the start.”

Some of the company’s more unusual offerings include contractor bags for a restoration franchise; pallets, zip ties and carton staples for a bicycle manufacturer to ship its products; trash bags for thrift stores to wrap customer purchases in; and gloves, hairnets, aprons and other food preparation supplies for a local commercial bakery.

Insight and honesty have also been crucial to the company’s success, explains Burt: “We do our best to be consultants. We have turned business down when buying something from us is not in the customer’s best interest. Recently, a law firm was moving and needed a couple of furniture dollies and asked to buy them from us. We told them where we’d gotten ours so they could save our markup. They appreciated it. We ended up selling them about $20,000 worth of fireproof filing cabinets

because we treated them right. We have great customers and see them as stockholders—as investors in Carolina—not just a way to make a profit. We’re not trying to get their very last nickel. We want to add value, and we want them to know we value their business and value them as people.”

The company has also found it advantageous to encourage larger customers to buy essential items in bulk, which saves them money and reduces deliveries.

Sage counsel in challenging times

While Burt acknowledges that Amazon is inevitably a threat these days, he doesn’t see it as existential. “The biggest challenge is keeping up with the changes in our industry and trying to be the solution driving that change,” he muses. “I heard someone use the term ‘solutionist,’ and it’s a great term. It may look different or affect different parts of our business, but change is never going away. Too often, dealers are put off by it; they act like, ‘Woe is me’ and wish the good old days would come back. Things may backtrack a little now and then, but the times are never going back to what they were, so you need to do what makes sense to move forward.”

Headquarters: Charlotte, North Carolina

Top management: Randy Dixon, co-owner and vice president of sales; Alice Dixon, co-owner and vice president of operations; Burt Reese, general manager

Annual sales: $4 million

Number of employees: 10

First call wholesaler: Essendant

Sales categories: Office products, 50%; janitorial, 20%; furniture, 10-15%; safety, 10%; packaging, 5-10%

Burt also advises: “Don’t assume anything. Ask questions. Don’t assume with a furniture order that you have to assemble it all. Ask. We found some customers have their own maintenance department and would rather see them working than pay them to drink coffee. Don’t assume things must be done a certain way just because they’ve been done that way in the past. Don’t be afraid to suggest a different way. Sometimes, people will say no; but often, they will be open to the idea and be pleased you asked.”

City of Hope to hold virtual tour

Due to the wildfires that have devastated much of Southern California, City of Hope’s National Business Products Industry (NBPI) will now be holding a virtual event—open to all—to kick off its 2025 Spirit of Life campaign.

The NBPI Executive Council meeting and City of Hope tours were due to take place on February 3 and 4. However, out of respect for the local community affected by the wildfires—with City of Hope staff members also impacted—it has now

been decided to shift to a virtual format.

The silver lining is those not originally going to California will now be able to “attend” online via the Zoom platform. The event will feature 2025 Spirit of Life Honoree John Fellowes and other industry leaders, with City of Hope promising special guests and exciting announcements.

The one-hour meeting will take place on February 4, starting at 11:00 am PST. You can join by clicking on this Zoom link. The password for the event is 937904.

In addition, to mark the launch of this year’s NBPI effort—Expanding Hope—Fellowes has recorded a short video, which you can watch here

Each year, the NBPI raises millions of dollars for essential cancer and diabetes research and treatment. Last year, for example, an incredible $14.1 million was presented to City of Hope at the annual Spirit of Life dinner.

Essendant highlights Rithum partnership

Essendant has said a strategic partnership with e-commerce company Rithum will offer a “powerful end-to-end solution for brands and retailers.”

The US wholesaler and distribution company has announced the collaboration as part of its growing Connected Commerce 3PL fulfillment offering. It said the deal with Rithum (the result of the merger between CommerceHub and ChannelAdvisor) will provide:

• seamless integration between Rithum’s commerce platform and Essendant’s fulfillment network;

• enhanced operational efficiency through scalable omnichannel order fulfillment processing;

• access to Essendant’s nationwide distribution infrastructure;

• improved inventory management and visibility capabilities; and

• streamlined order fulfillment and final-mile delivery services

“This partnership represents another step forward in our commitment to providing comprehensive solutions for our brands and retail partners,” said Essendant CEO David Boone. “By combining Rithum’s innovative platform with our extensive fulfillment capabilities, we’re enabling merchants to scale their operations more efficiently than ever before.”

ISG board news

US business products organization

Independent Suppliers Group (ISG) has announced details of its 2025 board, with Paul McKinney of Eakes Office Solutions,Grand Island, Nebraska, elected as chair.

At its annual shareholders’ meeting on December 18, 2024, the IDC’s largest buying group announced the re-election of four members to the ISG board of directors for a second term. They are:

• Yancey Jones, Jr., The Supply Room

• Paul McKinney, Eakes Office Solutions

• Ian Wist, Wist Office Products

• Brian Kerr, Kerr Workplace Solutions

Additionally, the following members of the board were elected to positions on the executive and finance Committees:

Executive committee appointments

• Chairman: Paul McKinney, Eakes Office Solutions

• Vice Chair: Justin Carpenter, Stationers Inc

• Secretary: Brian Kerr, Kerr Workplace Solutions

• Treasurer: Bryan Kristenson, Office Plus of Kansas

Finance aommittee appointments

• Chairman: Bryan Kristenson, Office Plus of Kansas

• Vice Chair: Justin Carpenter,

Stationers Inc

• Member: Mike Holland, Brame

• Member: Brian Kerr, Kerr Workplace Solutions

In a letter to its members, ISG extended its gratitude to the committee members for their leadership and commitment to advancing the goals of the group and the future of the IDC.

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ISSA readying for International Cleaning Week

Worldwide cleaning industry association ISSA has confirmed its International Cleaning Week will take place from March 23-29, 2025. Held for the past five years, International Cleaning Week is set to expand engagement opportunities by featuring new resources designed to showcase the cleaning industry’s critical role in protecting public health and boosting economic impact. These include the following innovations:

• A “Spotless Spaces” competition: This exclusive ISSA-member benefit allows cleaning and facilities teams to showcase their exceptional environments on a global stage.

Members can nominate their spaces by February 14 to highlight their critical work in maintaining clean, safe and healthy facilities.

• A partnership toolkit: This expanded resource features branded graphics, pre-written social media content and e-newsletter templates to help organizations maximize their International Cleaning Week participation.

ISSA executive director John Barrett called the event—which is sponsored by Tork and BradyPLUS—a “transformative moment for our industry.” It is immediately followed by the ISSA-hosted Clean Advocacy Summit, a Washington DC fly-in that allows industry professionals to engage with policymakers and advance the interests of the cleaning and facility solutions sector.

• Lower prepaids

• Lower minimums

• Annual One-on-One Show for all dealers to attend

• No contract!

Role change for Dave Guernsey

US business products industry legend Dave Guernsey is transitioning to a new role at the dealership he founded in 1971.

Guernsey stepped down as president and CEO at the end of 2024, but will continue to serve on the company’s board in the new position of executive chairman. He will remain actively involved, focusing on areas such as acquisitions, strategic planning and financial oversight in addition to his regular board functions.

Dave’s brother, Doug, will serve as the dealership’s CEO, with company veteran Gordon Thrall assuming the title of president. They will each take a share of the duties Dave has performed over many years. Also joining the leadership team is Jake Mages, who has been promoted to COO—although management of IT (normally part of a COO’s duties) will still be handled by Doug Guernsey.

“I hand over to the new leadership with the company in very good shape post-pandemic,” Dave Guernsey told INDEPENDENT DEALER. “I have great confidence in them as well as in the individuals we are readying to step up to fill vacancies becoming available in 2025 due to planned retirements.”

Pukka goes with Harbinger

Stationery vendor Pukka Pad has begun working with rep group Harbinger National as part of its push into the North American market.

The supplier has been growing its presence in North America for the past couple of years following the appointment of Alex Bonarius as Global Sales Director in January 2023. Now, Pukka has announced Harbinger will represent the company in the IDC, effective immediately.

Bonarius will continue to lead the overall sales effort in the IDC, but Harbinger will be the “face” of the vendor to the dealer community.

“Pukka Pads has made significant progress in North

Highlands adds Energizer

Sales and marketing agency Highlands has been appointed by Energizer Holdings to build its sales in the office channel across the US.

“Energizer is an iconic brand with a reputation for quality and innovation,” said Seth Raley, partner and president at Highlands. “We’re looking forward to bringing our expertise and extensive network to help Energizer expand its reach and success in the US market.”

“We are excited to partner with Highlands to support the next phase of our growth,” added Ray Glaser, director, North America Professional at Energizer. “Their proven track record in B2B sales and deep understanding of the market make them an ideal partner as we aim to expand our presence and deliver even greater value to our customers, consumers and end users.”

Xerox makes Lexmark move

Xerox is set to acquire fellow OEM print vendor Lexmark in a deal worth $1.5 billion.

In a late-December press release, Xerox announced it had agreed to buy Lexmark from its shareholders: Ninestar, PAG Asia Capital and Shanghai Shouda Investment Centre. The $1.5 billion figure includes debt and other assumed liabilities, with Xerox intending to finance the

Clover rebrands ARC business

transaction through a combination of cash on hand and committed debt financing.

“By combining Lexmark’s solutions with Xerox ConnectKey technology and advanced print and digital services, the acquisition will create a superior offering portfolio and underscores Xerox’s commitment to increasing value for clients and partners,” Xerox stated.

It added: “The transaction will also strengthen the ability of Xerox to serve clients in the large, growing A4 color market and diversify its distribution and geographic presence, including in the APAC region. The new organization will serve more than 200,000 clients in 170 countries with 125 manufacturing and distribution facilities in 16 countries. Combined, Lexmark and Xerox have a top five global share in each of the entry, mid and production print markets and are key players in the large, stable managed print services market.”

Lexmark was acquired by a consortium headed by Ninestar for $3.6 billion at the end of 2016. Today, its annual revenue is around $2.2 billion, with an adjusted operating margin of 9.2%—about double Xerox’s current margin.

The acquisition is expected to close in the second half of 2025, subject to regulatory approvals and the green light from Ninestar’s shareholders.

Together, Xerox and Lexmark will have a 25 percent share of the $14 billion global MPS market.

Clover Environmental Solutions has rebranded its America’s Remanufacturing Company (ARC) subsidiary.

Going forward, the business will be known as Clover Returns Management Solutions. Clover called the name change “a new chapter in the company’s mission to provide innovative, scalable and sustainable returns management and recommerce solutions for manufacturers and retailers.”

“Clover Returns Management Solutions will continue to focus on helping businesses optimize the value of returned goods while supporting a circular economy,” Clover wrote in a press release.

It added: “With expertise in reverse logistics, refurbishment and recommerce strategies, the company is uniquely positioned to deliver impactful solutions that align with its partners’ operational and sustainability goals.”

Clover acquired ARC in 2023 as part of its diversification strategy.

Furniture giants looking at positives

Leading contract furniture players MillerKnoll and Steelcase both reported mixed results at the end of last year, but said there are green shoots heading into 2025.

There is consensus that demand patterns will pick up in North America; the companies referred to internal and external indicators that are pointing to improved market conditions. A tailwind should accelerate return-to-office trends and there is a degree of optimism this will occur in 2025.

On MillerKnoll’s earnings call, CEO Andi Owen said customer conversations had shifted from “if” staff go back to the office to “when and how quickly.”

Steelcase CFO Dave Sylvester provided some more detail. “During the current year, demand from the financial services sector improved significantly and we believe there was a correlation with the stance many of those companies took about increased employee presence in their offices,” he stated during the Steelcase call.

He added: “We are seeing a similar shift in expectations regarding the number of days in the office across several large customers in the technology sector, where pre-sales activity and demand expectations are also beginning to improve.”

Sylvester said he would “fully support” efforts by the incoming Trump administration to get federal workers in the US back to the office. This, he believes, will be a driver of higher activity levels for Steelcase, although there could be negative consequences of workforce reductions if they are implemented.

Both sets of execs were quizzed by analysts on the potential impact of new or higher tariffs on goods coming

into the US, with MillerKnoll also addressing this issue in its prepared remarks.

“We’ve managed through similar tariff policy changes in the past and are looking at a number of options to mitigate if needed,” Owen noted, adding: “These could include identifying alternative sources of supply, options for advanced purchasing of imported goods and materials, and possible future price adjustments in response to tariff-driven cost increases.”

She continued: “We know from experience that our global manufacturing footprint and supply chain agility is an advantage. We will determine which combination of these responses is appropriate as more details [emerge].”

Steelcase would appear to have more exposure to potential tariff hikes. It has been buying additional inventory and is looking at ways of reducing exposure to China and Taiwan.

One area of concern would be duties on products coming into the

US from Mexico, where Steelcase operates several manufacturing facilities. However, Sylvester isn’t convinced this will play out as threatened because of the “significant inflation” across the US this would cause.

“That (inflation) seems to be something the administration wants to avoid,” he suggested.

MillerKnoll CFO Jeff Stutz revealed his firm does not have a lot of exposure to Mexico, but is watching what happens with China and Canada very carefully. The manufacturer inherited a facility in Toronto from its Knoll acquisition which makes wood casegoods.

Owen commented: “Based on our last round of experience with tariffs, we spent a lot of time and effort making sure we rationalize our manufacturing and our supply chain. We are a lot less exposed to places like China than we were in the past, but we have a playbook ready depending on what those tariffs end up being.”

MillerKnoll confirms PFAS elimination

MillerKnoll has said it is the first office furniture manufacturer to commit to removing PFAS “forever chemicals” from its North American production processes.

The company has announced it will not add any PFAS in North America from May of next year and will extend this commitment globally by fiscal year 2027. Gabe Wing, MillerKnoll’s VP of sustainability, said its products already meet or exceed global PFAS regulations, but the firm is “dedicated to setting the pace in creating products and spaces that go beyond minimum safety standards.”

MillerKnoll’s announcement comes after it was named as a “frontrunner” and “disclosure leader” in the latest

Chemical Footprint Project (CFP) report published by Clean Production Action. The CFP survey evaluates performance across four pillars of chemical safety: management strategy, chemical inventory, footprint

measurement, and disclosure and verification. Other frontrunners include Clorox, HP Inc, Reckitt and Walmart.

To find out more, the full 2023 CFP report can be accessed here.

New leadership at C-Line

The next generation has taken over at US office supplies vendor C-Line Products following the retirement of Jim and Judi Krumwiede.

Jim and Judi have moved into retirement after 40 years with the company—which celebrated its 75th anniversary last year. Taking the helm are their daughters, Jennifer Krach and Lindsay Gomez, who represent the fourth generation at the family-owned business.

Krach has assumed the role of CEO and president. She will set the strategy for the company and develop the corporate vision, drive business development initiatives and identify growth opportunities.

Gomez has been named COO and treasurer. She will manage C-Line’s day-to-day operations and ensure that strategic goals and objectives are met. She will also oversee financial management and budget activities, manage risk and streamline the company’s operational procedures.

“I want to thank Jim and Judi for pouring their hearts and souls into the company over the last 40 years,” said Krach. “Lindsay and I could

not ask for better leaders, partners, mentors, parents and friends. Their mark on C-Line is nothing short of extraordinary and we are immensely grateful for their passion, commitment and trust in us! As fourth generation, I am honored and excited to be stepping into my new role as chief executive officer and president, leading the company to its next major milestone of 100 years in business!”

“It has been 40 years in a fantastic industry,” said Jim Krumwiede. “I am so happy that our fourth generation is

going to move our company forward. I move into retirement a very happy father. Jennifer and Lindsay will do a wonderful job. I am sure my grandfather and Dad would be very proud. Thanks to all our loyal friends and customers.”

“It has been an absolute pleasure to work for this fabulous company for almost 40 years!” added Judi Krumwiede. “As I move into retirement, C-Line will remain privately held and family-owned for the next generation to explore new opportunities!”

Jennifer Krach (l) & Lindsay Gomez

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Flokk creates US subsidiary

Workplace furniture supplier Flokk has consolidated its presence in North America under a newly formed subsidiary.

The Norway-based group has established Flokk US, appointing a leadership team comprising senior execs that have come from its two US brands, Stylex and 9to5 Seating. Heading Flokk US as CEO is Frederik Fogstad, who has been with the firm since 2013, most recently as CEO of 9to5 Seating.

He is supported by Randi Pastrovic, currently SVP at Stylex, who will step into the role of chief creative officer; and Rich Oliver, who moves from chief commercial officer at 9to5 Seating to the same role at Flokk US.

Flokk’s statement referred to a “strategic expansion” into the US, but the development would appear to be more of a reorganization of what is already the company’s largest market some 12 months after its Stylex acquisition. Meanwhile, former Stylex CEO Bruce Golden recently transitioned to creative consultant for Flokk US.

Koozie acquires calendar product line Industry

Leading US promotional products supplier Koozie Group has strengthened its position in the calendar category.

The company—previously BIC Graphic North America—has purchased the product line of Skinner & Kennedy, effective January 13. Skinner & Kennedy—founded in 1900—produces a range of calendars, including commercial, desk pad, planner and custom styles, along with notepads and paper fans.

Skinner & Kennedy’s operations will now move to the Koozie facility in Sleepy Eye, Minnesota, with Koozie stating it intends to keep the acquired product portfolio “as intact as possible.”

The deal will allow Skinner & Kennedy CEO Chuck Pecher, who joined the firm in 1975, to retire. Meanwhile, Scott Michel (sales) and Harm Kurz (customer service) have joined the Koozie Group team. Koozie veteran Pam Baumann will play a “key leadership role” during the transition period, which is expected to take a couple of months.

Imperial Dade acquires in Maryland

The acquisition drive of US jan/san distribution giant Imperial Dade has continued unabated into 2025.

The latest addition to the Imperial Dade family is S Freedman & Sons (SFS), a fourth-generation family-run business based in Landover, Maryland. The company—currently led by Jeff Freedman—was founded in 1907 and, according to its website, had grown to become one of the largest independently owned distributors in the Mid-Atlantic region before being taken over by Imperial Dade.

SFS is Imperial Dade’s 96th acquisition under the leadership of Bob and Jason Tillis.

BradyPlus chooses AI solution for forecasting and replenishment

US jan/san, foodservice and packaging reseller BradyPLUS is consolidating its existing forecasting and replenishment platforms under a new AI-driven solution.

According to a press release from software company Relex, the distributor will have “an automated, accurate forecasting and replenishment system that ensures the right products are available at the right time, leading to higher service levels and supporting its growth and operational efficiency goals.”

Keith Adams, SVP of sales for Relex in North America added: “Our forecasting and replenishment solution will help BradyPLUS reduce excess inventory, deliver high forecast accuracy and create a more responsive supply chain.”

Relex—founded in Finland in 2005—is a provider of unified supply chain and retail planning solutions that rely on AI and machine learning. Today, it has more than 1,800 employees and operates in 21 countries.

In memoriam: Doug Chapman, ACCO

INDEPENDENT DEALER is saddened to learn of the passing of Doug Chapman, a driving force behind the growth of business products vendor ACCO during a career that spanned six decades.

Doug passed away peacefully in Florida on December 30, just a few days short of his 97th birthday. Born in Canada in January 1928, he entered the office products industry in 1949 and, in 1957, was promoted to run the Canadian subsidiary of what was then called ACCO Products. Company owner Gary Industries lured him to Chicago, Illinois, in 1966 to head the whole business, with Doug leading the 1971 leveraged buyout of what had become ACCO World Corporation.

Under his leadership, ACCO continued to grow through acquisitions and international expansion. In 1983, the company went public and was acquired four years later by American Brands in a deal worth more than $600 million. Following this transaction, Doug stayed on for five years before retiring in 1993.

In addition to his many philanthropic endeavors, Doug served as president of the Canadian Office Products Association as well as chairman of the manufacturers’ division of the National Office Products Association. He was also a non-executive director of industry publisher OPI between 1995-1997.

In line with his wishes, there was

no funeral service, but more details of remembrance can be found in this obituary

INDEPENDENT DEALER extends its deepest sympathies to Doug’s family.

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The case for association health plans: a lifeline for small businesses

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

In today’s economy, small businesses face mounting challenges that threaten their ability to compete and thrive. Rising operational costs, an uncertain regulatory environment and the difficulty of attracting and retaining talented employees are just some of the hurdles they must overcome. Among these challenges, one of the most pressing is the skyrocketing cost of providing healthcare benefits. For many small employers, association health plans (AHPs) offer a much-needed solution—a chance to pool resources, access cost-effective healthcare and level the playing field with larger corporations.

The rising cost of healthcare for small businesses

Small businesses have long borne the brunt of rising healthcare costs. Unlike large corporations, which can leverage their size and bargaining power to negotiate competitive rates, small employers often find themselves at the mercy of volatile insurance markets. According to the National Federation of Independent Business, the average cost of providing healthcare for small businesses increased by nearly 10 percent in the past year alone. For businesses operating on slim margins, these costs are unsustainable, forcing many to cut benefits or forgo offering healthcare altogether. Our healthcare continues to experience double-digit increases each year. At the Workplace Solutions Association, we pay 100 percent of employees’ healthcare costs, but this gets progressively harder with annual rises of this magnitude.

How corporations benefit from large-scale plans

Large corporations enjoy significant advantages in the healthcare market, thanks to economies of scale. By covering thousands—or even millions—of employees under a single plan, they can negotiate lower premiums, better coverage and added perks like wellness programs and mental health services. This creates a competitive edge, enabling them to attract top talent while keeping costs manageable.

AHPs seek to replicate this model for small businesses by allowing them to band together under the umbrella of a trade association or professional organization. By pooling resources, small employers can access the same benefits and cost savings that large corporations have enjoyed for decades.

The history of AHP legislation

Legislative efforts to expand AHPs have a long and complicated history, reflecting the political challenges of healthcare reform:

• Affordable Care Act (ACA) of 2010: The ACA introduced stricter regulations for small group health plans, making it difficult for AHPs to operate across state lines. These restrictions aimed to ensure coverage quality but inadvertently limited the flexibility and affordability that AHPs could offer small businesses.

• 2018 Department of Labor rule: Under the first Trump administration, the Department of Labor issued a rule to expand AHPs by allowing more small businesses and self-employed individuals to join. This rule made it easier for associations to form and operate AHPs, including crossing state lines to negotiate better rates. However, legal challenges followed and a

federal judge struck down key parts of the rule, citing conflicts with the ACA.

• Bipartisan congressional efforts: Several lawmakers have proposed bipartisan legislation to support AHPs, focusing on expanding access while maintaining consumer protections. For instance, the Small Business Health Fairness Act has been introduced multiple times in Congress, aimed at giving small businesses greater access to AHPs. While these bills have garnered support, they have yet to pass both chambers of Congress.

• State-level initiatives: Some states have taken steps to promote AHPs by tailoring regulations to local needs. However, state-by-state approaches have created a patchwork system, limiting the potential for nationwide consistency and scale.

The benefits of AHPs

AHPs offer a range of benefits that address the unique challenges faced by small businesses:

• Cost savings: By joining forces, small businesses can negotiate lower premiums and administrative costs. Studies show that AHPs can reduce

healthcare costs by 10–20 percent, providing much-needed relief to cash-strapped employers.

• Comprehensive coverage: AHPs often mirror the options available to employees of large corporations, offering a range of plans that include medical, dental, vision and mental health benefits.

• Employee recruitment and retention: In a tight labor market, providing quality healthcare is a key factor in hiring and retaining skilled employees. AHPs enable small businesses to compete with larger firms by offering attractive benefits packages.

• Flexibility: Unlike traditional small group plans, AHPs allow businesses to choose from a variety of options tailored to their needs, offering greater control over coverage and costs.

• Improved risk pooling: By expanding the risk pool to include multiple businesses, AHPs reduce the impact of high-cost claims, stabilizing premiums over time.

Debunking

myths about AHPs

Despite their potential, AHPs have faced criticism and misinformation. Let’s address some of the common myths: »

• Myth 1—AHPs offer subpar coverage: Critics argue that AHPs skimp on essential benefits, leaving employees vulnerable. However, most AHPs are regulated under the same standards as other group health plans, ensuring they provide comprehensive and reliable coverage.

• Myth 2—AHPs destabilize the insurance market: Some claim that AHPs cherry-pick healthy individuals, driving up costs for others. In reality, AHPs are designed to expand access to affordable healthcare and their broader risk pools help stabilize premiums for all members.

• Myth 3 —AHPs are a backdoor for deregulation: While AHPs offer flexibility, they are subject to rigorous oversight to ensure they meet state and federal requirements. This balance allows them to innovate while maintaining consumer protections.

AHPs: a win-win for small businesses and employees

By providing cost-effective healthcare options, AHPs empower small businesses to compete on an equal footing with larger corporations. They reduce financial strain, facilitate better employee benefits and create a more equitable marketplace. For employees, AHPs mean access to quality healthcare at lower costs, enhancing job satisfaction and overall wellbeing. As policymakers consider the future of healthcare reform, expanding access to AHPs should be a top priority. Small businesses are the backbone of the American economy and equipping them with the tools to succeed benefits everyone. It’s time to recognize the transformative potential of AHPs and take action to ensure their growth and accessibility.

Greetings and happy New Year from WSA!

Mike Tucker, executive director, Workplace Solutions Association

As we kick off 2025, there have been lots of changes and developments affecting industry workers across the country, including:

• a new president of the United States;

• a new president of the Workplace Solutions Association (WSA)— Elena Wuchner of EON Office;

• extreme weather and environmental phenomena across the country, from bitter cold to raging wildfires; and

• college athletes starting to make as much as or more than industry professionals.

The list goes on; but hope springs eternal and we are counting our blessings and beginning the year on a positive note!

WSA is coming out of the gate strong in 2025, with several new membership programs to share.

Scholarship program

The 2025 WSA Scholarship Application Portal opens January 20. This year’s program will award $50,000 to outstanding students. Employees and immediate family members of all WSA member companies are eligible to apply.

AI training

WSA will launch a series of 10 AI training sessions focused on the needs and processes of the IDC. This

program is scheduled for the second quarter and will build on the training initially offered in 2024.

Accredited auditing professional training

This tailored jan/san training course will be offered in cooperation with ISSA. The program will train attendees in how to evaluate the cleanliness of customers’ facilities and make recommendations for improvement. By launching this new program, WSA aims to equip dealers to engage more deeply and start jan/san and cleaning-related conversations with customers to provide enhanced value.

Advocacy fly-in

This annual event has traditionally been invitation-only, but this year it will be opened up for member registration. The fly-in, scheduled for the last week of April, will give participants an opportunity to hear from congressional delegations and federal agencies about the impact of the new administration on small businesses and our industry. Topics include GSA schedules, Ability One, tariffs, credit card fees and more. This is just a selection of the new features and benefits rolling out for WSA members in 2025. Stay tuned for more details, updates and registration information in the coming weeks.

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.

To learn how we can help you please email or click the link:

Ryan Oursler at ryan.oursler@cbiz.com

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THE BUILDING BLOCKS TO SUCCESS (PART III)

Continuing our four-part series by UK-based business development specialist TSP, director Gary Napthali looks at the sales and customer proposition in the diversification scenario

This is the third installment in a series focusing on the drive and desire to deliver diversification in the office supplies and workplace sector. In this article, I will outline how sales fit into this scenario. But before diving in, here’s some context to The building blocks to success series.

In the first article (in the November 2024 issue of INDEPENDENT DEALER), Adam Noble kicked things off by explaining how to create a good business strategy for diversification. This was followed by Steve Gorham (in the last issue of INDEPENDENT DEALER) discussing the topic of managed services and collaboration with third-party suppliers.

Jumping ahead to the next issue, Adam will explore how diversification can be achieved by integrating new categories and services into your business through (in-house) managed investment. These two options of “third-party” and “in-house” are shaped by the ability and willingness to invest—in financial terms, operational capability and time/resources. They are also customer or target market-specific, driven by the needs and wants of the client.

Both propositions are valid and will deliver a pathway to diversification for any workplace supplies business. Nevertheless, the most likely scenario will be a combination of both approaches,

with internal investment (in-house) following third-party partnerships as one or more categories evolve into the successful ones. Those which do so will be determined by customer reactions to your diversified solution.

This still leaves the vital element of actually selling any new product, category or service; and here I detail several key considerations to ensure the crucial areas of sales are explored.

Where do you start?

In simple terms, there are two types of customers: those that already buy from you (existing) and those that don’t—yet (prospects). When it comes to existing customers, the primary reason they don’t purchase products from additional categories is because they aren’t aware you offer them. Simple and easy to resolve. Or is it? We’ll return to this point shortly.

Other reasons may include: they don’t need the product; the person you deal with isn’t responsible for the category; or they buy the product from another supplier. Let’s discard the “We don’t need it/buy it” objection immediately, as even the best salespeople can struggle with this. Unless, of course, they just don’t need it yet—which is an entire article in itself!

The two objections easiest to address with current buyers are: “We didn’t know you sold it” and “We buy it from someone else.” If your business

is sales-led—by which I mean you engage through proactive sales activities—it should be easy to let them know you now sell X, Y and Z. It’s risk-free, right? Well, not quite.

Although any business development model will tell you that selling to existing customers is the most likely way to succeed when introducing new products and services, there is still some risk involved. The danger lies in potentially undermining your current business by winning a new category and then getting it wrong—in short, reputational damage.

If I asked 100 salespeople why they don’t provide X, Y and Z to their customers, I am willing to bet 80 or more would say it’s because they don’t want to risk losing the business they already have. Ergo, the journey to diversification nirvana starts with the internal sale: convincing your sales team to sell new offerings (or at least try to) before any customer engagement.

Motivating salespeople

I like to simplify motivation into two extremes: greed and fear. In this context, the greed aspect is obvious. If your customer buys more from you, this directly increases revenue, helps achieve targets, boosts income, strengthens job security and so on.

The second, less obvious benefit is heightened customer retention potential: the more products or services they purchase from you, the harder it becomes to switch to a competitor. Then there is the development prospect: the more customers engage with X, the more receptive they will be when you talk about Y and Z.

The fear side of motivation is less appealing, but it can’t be ignored. If you don’t offer these expanded services or products, someone else will. In a world where diversification is

progressing apace and necessity is the mother of invention, it is only a matter of time before a competitor turns your customer’s head.

Do I have your attention?

Let’s assume our salespeople are convinced and turn our gaze toward the customer. When engaging with an existing client, introduce the new offering independently of your existing categories. Don’t bundle it with everything else—at least, not yet.

The benefits of an enhanced single-source offering are customer-specific. Be comforted by the fact that if they are already purchasing hundreds of products from you, they will likely be open to single-sourcing. However, don’t lead with this approach. Use it as a secondary benefit: single order point, consolidated billing, fewer deliveries, one-throat-to-choke etc. This also represents a great opportunity to remind customers of the value you are already providing.

Initially, position this new category discussion as an independent solution. The “I didn’t know you did that” reaction is often married to “We get it from someone else”—which, if it’s a single category, is likely to be a specialist or an established provider. You need to unpick that relationship.

First, let’s imagine “I didn’t know you did that” was delivered as a “Thank the Lord you do!” reaction. The usual suspects of price and service levels, product quality, lead times etc. will need to be matched—although maybe not exactly. This kind of positive reaction is great if it is based on the current supplier not being very good, or simply not as good as you.

Do the discovery phase of the sales process again, focusing just on this new category, treating the customer as a prospect you know nothing about.

This is important because, when executed well, they will tell you exactly what you need to do.

You may only need to match some aspects of what the customer currently gets from their existing supplier if either the supplier is not meeting their expectations or they would prefer to get the product from you. Find out which one it is and why.

Alternatively, “I didn’t know you did that” may be married to “We get it from someone else we like.” This scenario is slightly different. Assuming the discovery phase has been done thoroughly, you now need to justify the switch to you. There are two options:

• Match the current provider but emphasize the benefits of a single (consolidated) supply initiative—in other words, you!

• Provide an enhanced package, whether that’s based on service, price (highly likely) or both.

Treating a new category as an independent solution is the only credible way to convince customers to explore it. If you can successfully address the “match or improve” challenge, you can introduce the single-source benefits as added value—which is always a more powerful sales message.

Gary Naphtali

Risk versus reward

Let’s move across the table and sit on the side of your customers. Unless you are saving them from current supplier inadequacies, they will view switching as a gamble. They may be afraid the good partnership and experience they enjoy with you could be undermined. They may also be concerned that, by moving their business to you, they risk losing their relationship with their existing supplier.

But there is good news. What worries your salesperson about diversification is now your best sales message: the risk you are taking. The message is simple—why would you try to sell a customer something new if there was a chance of jeopardizing the business you already enjoy? You wouldn’t.

You must provide both an incentive and a safety net for customers. The incentives are obvious: service, price, supplier consolidation, improved processes (purchasing, operational, financial) etc. The safety net comes in the form of assurances or guarantees you can provide and/or their ability to re-source products if ultimately you are not as good as you claim to be.

This leads to the question of which diversification categories to introduce first. “Thank the Lord” clients already have a business pain point, so for them the exposure is minimal. There is a prevailing issue, and you can solve it. We like these types of customers. Find them first.

The problem may be specific to a particular business; but if a category/ supplier situation is remedied by your offering, perhaps other customers might need the same help too. If it is a wider issue, that could well mean this diversification category takes off first.

The “We use other suppliers and we like them” buyer is different. Here, the perceived risk is much greater and added incentives could be required. You might need to start by supplying

products or services which are easy for them to re-source should you fail to deliver. The key here is discovery, discovery, discovery.

A response of “It’s not me who buys it” opens up another level of potential pain. This often arises in larger organizations where category purchasing is a siloed process. If you are selling a single-source solution, there is every chance you have sold from the top down. Great—this level of contact allows you to expand the single-source message across additional areas.

If this isn’t the case and there are decision-makers in the business you don’t already deal with, options are available. But first, you need to understand their procurement strategy— so go back to discovery and treating the customer like a new prospect.

Find out why purchasing is handled separately. What are the purchasing goals and objectives? Have they changed since you became a supplier? Why? Who is the senior decision-maker? Does the person responsible for the new category report through the same line as your current contact? Does your contact know if this is a problem area? Do they work together? Could they recommend you? What insights can you gather from your existing supplier relationship? There is quite a lot to unpack in this scenario.

Not a Pot Noodle

I hope there are valuable takeaways from the summarized and simplified content above. Reflecting on Steve’s and my experience at Anglo Office Group, where we aimed to drive diversification in our London-based, mid-to-large customer market, we tested various approaches. For instance, I certainly didn’t anticipate milk becoming our bestselling product when we introduced managed services to our proposition. But a “Thank the Lord” buyer issue led us to discover this was a category-wide problem and a partnership with an amazing supplier kicked open that door for us. This initiative was driven by our salespeople and their customers, not Steve and me. When we started talking to clients about new categories and services, milk became the “If you could do this….” conversation piece. In almost every instance, we started with one category or service and moved on to others only once we had proven ourselves. It wasn’t a quick process.

At Anglo, we had a saying: “This is not a Pot Noodle” (a brand of instant ramen similar to Cup Noodle). In other words, don’t expect instant success. It certainly wasn’t easy, but once we got going and could showcase successful examples, the perceived risk from the customer’s perspective was reduced considerably.

In the next article, Adam Noble will reveal the strategy and sales proposition he pioneered at The Irongate Group.

GOPD

Offering website innovation, flexibility and superior support at a more than affordable price

Twenty years ago, Donna Snyder and Jack Duncan, two office product veterans, identified the need for an e-commerce platform that was flexible, innovative and backed by superior support, compared to what was already out there for independent dealers of all sizes. The result was GOPD.

Founded in 2005, GOPD offers a complete website solution and back-office order automation backed by a team with more than 250 years of combined experience in the office products industry.

“We have all sizes of dealer customer,” says company president Snyder. “The smaller dealers are doing everything themselves and need our support and help

with automation. They call us looking for solutions to make their operations run smoother and they bring us great new ideas to help improve our product. Listening to our customers is what makes us successful. We are constantly enhancing our software and adding new modules. We understand our success depends on our dealers. If they are not successful, we are not successful. It’s a true partnership.”

This customer-centric focus on innovation has given GOPD a competitive advantage. “Many of our competitors have remained static and have not done a lot of upgrades to their software,” says director of sales Andy Ballard. “That’s

an area where we stand out. We are introducing new features and new modules all the time. If a customer says, ‘Hey, we need this,’ we try to make it happen.”

Flexibility, flexibility and more flexibility

Another cornerstone of GOPD’s e-commerce platform is its flexibility, which means the service is never all or nothing. “We offer solutions à la carte, so our customers can pick and choose what features they want and need,” Ballard explains. “Some of our clients start off with certain features that fit their needs and budget and years later get the full-blown software.”

Better still, those features can be turned on and off as required. Snyder gives an

example: “Some customers use our coupon module but only want it for six months. They contact us and we’ll turn it off until they want to use it again. They only pay for what they use.”

This flexibility not only saves customers money but allows them to test items.

“No two dealers are the same and neither are their markets,” says Snyder.

“This feature enables them to see how items sell in their specific market.”

Of course, customer requirements also differ by industry. “Hospitals and law offices are very different facilities with different needs,” Snyder elaborates. “GOPD allows dealers to customize their websites to a customer’s industry and highlight the »

products that are important to that segment. It also allows dealers to drive traffic to items they want to promote to a specific sector.”

GOPD’s Super Guest tool takes this ability to differentiate between industries one step further. Ballard outlines the benefits: “Super Guest enables people to shop without logging in. The software allows multiple shopping carts to be customized for office products, technology, janitorial, school supplies and furniture. Dealers can spotlight the industries they want. The customized carts highlight the dealer’s expertise in different industries, while all the orders still go through the one GOPD system. Super Guest even shows dealers what went into customers’ different carts, so they can promote those items to those customers.”

Dealers also appreciate that GOPD’s software is built on an open data platform, making it easy to integrate with existing programs customers may already be using, such as Excel and QuickBooks; while several GOPD customers have integrated punchouts.

First foot forward

The GOPD team provides training via Zoom and webinars. While both Snyder and Ballard agree the system is easy to learn and use, “We still do a lot of handholding until customers are comfortable with the system,”

Ballard says. “Training is essential. That is why we provide one-on-one custom training for each dealer.”

How long it takes to get fully up and running depends on the customer.

“Some can take 90 days, while others are up in 30 days,” explains Snyder. “The training doesn’t stop once they go live, however. We are always training on new innovations or modules, and support is always just a phone call away.”

So too is GOPD’s president, which Ballard believes is another USP:

“Donna is active in the company and always talks to customers. If customers want to talk to the president, they just call and ask.”

A top-notch platform at an affordable price

Continuous innovation, unprecedented flexibility and superior support are all valuable—but at what cost?

“We are so far below our competitors, we are almost

too affordable!” reveals Snyder. “One dealer that recently signed up with us told us they are paying one-third monthly of what they were paying, and most are saving anywhere from 20 to 50 percent. They are getting more features, more updated modules and paying less.”

In the past two years, GOPD has completely rewritten Customer Service, giving dealers a smooth order flow control, and Wholesaler Purchasing, letting dealers make informed decisions down to the item level. GOPD also added a powerful Sales Manager Dashboard with lots of history and analytics, along with an E-Commerce-based Quote/Order Entry system for dealer’s sales teams. GOPD has also greatly enhanced its interface with QuickBooks and NetSuite.

Sweetening the deal further is that unlimited support is included. “Many website providers have started charging for phone support,

or you have to email to submit a ticket to get something changed and it could take hours or even days to hear back,” says Ballard. “Our customers can call us or email us anytime, as often as they need to, and we will answer to provide the support they need. There’s no extra charge.”

Looking ahead

GOPD has come a long way in the past two decades, yet it refuses to rest on its laurels. “We will continue to listen to what’s important to our dealers and where their customers are going, since ultimately that’s who the websites are for,” says Snyder. “For example, one dealer wanted to increase its offerings of snacks and janitorial and medical supplies because its customers were returning to the office [post the COVID-19 pandemic]. The dealer called us; we discussed what was needed and made it happen.”

Lisa Veeck looks at how the breakroom continues to evolve in the modern office environment

By Lisa Veeck

Back in simpler times, breakrooms consisted of a drip coffee machine, Styrofoam cups, sugar, powdered creamer and a water cooler. There was maybe a fridge that required a monthly cleanout to remove forgotten lunches. Furniture was nonexistent, as employees were expected to grab a cup of joe and return to their desks to work.

If you are a dealer selling breakroom supplies today, you’ll know the average breakroom has come a long way since then.

Beyond the basics

Traditional breakroom fare—such as coffee, granola bars, candy, popcorn, pretzels, chips and a variety of sodas and waters—are still the bread and butter of all the dealers we spoke with for this article. Yet some are venturing beyond the tried and true, including EZ Office Products (EZOP) in Madison, Wisconsin.

“We’ve found a breakroom supply sweet spot servicing companies that are big enough to have a cafeteria or other food service option, but not big enough to be serviced by Sysco or other large national foodservice wholesalers,” says vice president Gary Molz. “We got into this niche because we knew we could deliver a better service than our competitors. We are used to getting calls and delivering a box of pens by 9:00 am the next day, so we figured we’d use this same level of service in another category.”

While EZOP doesn’t go so far as to sell food, it supplies all the tangible fixings—from plates, cups and coffee stirs to napkins, flatware and takeout containers—with one stipulation: the products must be sustainable. “Our company is very sustainable itself,” explains Molz. “It’s our ethos; it’s who we are. We help our customers be more sustainable. If customers aren’t

interested in being sustainable, they are not our customers.”

While sustainable products have long had a reputation for being more expensive, Molz insists this is not the case today. “Manufacturers have come a long way in developing sustainable options and the cost is close,” he claims. “The quality is also better.”

At Great River Office Products, St. Paul, Minnesota, vice president and sales director Dan Schmidt acknowledges that cost is a key factor for many customers in their breakroom supply choices: “People want cheaper generics instead of the more expensive brand names for things like paper plates and cups.” That said, he reports there are some name brands and other specialty items customers are willing to pay for: “We sell Keurig individual coffees; people don’t seem to care about the plastic. We also sell a lot of Bubbly water, all flavors of LaCroix and fruit juices, including cranberry, apple, pear and Tropicana. If customers want a unique product, we’ll bring it in for them.”

Strive Workplace Solutions, Portland, Oregon, enjoys annual sales of over $15 million, with breakroom accounting for between $750,000 and $1 million. In addition to packaged goods, the

company previously offered fresh produce, but this business has evaporated since the pandemic. “We used to sell a lot of fresh fruit like strawberries and blueberries, but after COVID-19, people wanted them in 2 to 3-ounce single-serve containers,” explains Strive president Jeff Lurcook. “We aren’t set up to do that at a price customers would be willing to pay. We offer Green Rabbit products through Essendant, including frozen food like frozen pizza and pretzels. Customers order it through our website and Green Rabbit ships it direct with no logo, so it looks like it all goes through us. The newest items we offer are Twinkies and Hostess cupcakes.”

Other customers are looking for products that Strive can’t sell. “Beer and wine are very popular in breakrooms in some of the more progressive companies,” says Lurcook. “One customer has beer and wine on tap. They have to get those themselves, though, because we are not licensed to sell alcohol.”

At Walker’s Office Supplies of Rocklin, California, some breakroom sales trends have shifted post-pandemic. While bottled water is a traditional breakroom staple, the way it is supplied has changed since COVID-19.

“We sell to a lot of construction sites, where they used to order those five-gallon, orange coolers bottles of water,” says president and co-owner Jarrod Anderson. “Now, they need individual bottles. We just sold nine pallets of Crystal Geiser to a customer this week. A pallet holds 84 cases of 24 bottles each.”

The company’s coffee offering also takes a different twist. “We partner with a local coffee roaster that brews a coffee exclusively for Walker’s,” explains Anderson. “It’s high quality and we private label it with both our names.”

Like Strive, while Walker’s sees some companies offering alcohol in their breakrooms, it is not licensed to sell it. But that’s not the most unusual breakroom product Anderson recalls receiving a request for: “It was baby formula—and we got it!”

Getting comfortable

Since the pandemic ended, companies have been trying to entice people back into the office by giving their breakrooms a glow-up,

transforming them into hotspots for both collaboration and relaxation. “One of our customers even has a coffee shop,” reports Schmidt. “For furniture, Great River customers are buying higher seating, furniture with data ports and more tables and booths that allow people to talk and collaborate or sit and have some privacy. We are seeing a lot of polymesh and more stone and natural wood. More customers are also going for brighter colors like florescent orange and green—colors that look fresh and welcoming.”

Lurcook agrees that this trend is continuing into 2025: “We’ve been seeing cleaner and more modern-looking breakrooms, with lighter colors. We are seeing a lot of white and chrome, including white countertops. For furniture, instead of darker wood, we are seeing more of what I call driftwood, the lighter gray.”

At Walker’s, it’s a similar story. “People want to provide a more robust environment for clients and staff, especially in California where you have companies like Google and Facebook,” observes Anderson. “They want to jazz

up the breakroom to provide a place to escape work for a minute. They want furniture in more vibrant colors, including ones that tie in with their company colors.”

And in Walker’s case, helping customers brighten their breakrooms even extends to artwork. “We try to use local photographs and put them on canvas,” continues Anderson. “For one bank with regional branches, we took photos from their local areas to give them a hometown feel.”

Meeting the challenges

Molz acknowledges that stocking and selling food breakroom supplies can be tricky: “It’s not like office products— snacks like chips and pretzels are challenging to source direct when you are not buying a pallet. Most have a two-week shelf life and many chips change monthly. Also, the food industry makes things at certain times of the year, so manufacturers don’t necessarily have what is on our website when we need it. With office products, the customer creates a PO and we fill it. Many snack manufacturers are used to selling to retail stores where they just put what they have on the shelves to sell. They don’t understand we presell to our customers what they need. So, the manufacturers will fill and ship what they can; if the customer orders 10 items, the manufacturer will just ship the eight it has in stock. This leaves us scrambling to fill the rest of the order because the customer is used to our office product service. Stocking things like granola bars is also challenging because people are used to the plethora of options at the grocery store. We considered partnering with a grocery store and doing Instacart, but it’s not profitable.”

For EPOZ, supplying customer events is one solution to the short shelf-life problem. “We are local

and very rooted in the community,” Molz elaborates. “We service a lot of nonprofits, like our local United Way. They don’t use many office products, but we found we can help them buy things like water and snacks for their events. Sourcing from us is far more efficient for them than trying to source 50 cases of water and 1,000 bags of chips from wherever they can get them. A lot of businesses have events for their employees. It’s easier for them to order from us than go to Costco or Sam’s Club to get what they need themselves. Convenience saves money and goes to their bottom line.”

Meanwhile, Schmit reveals that some of the wholesalers’ breakroom offerings and pricing can fall short: “We sell a lot of popcorn, but wholesalers don’t carry the quantity. They also charge such a high price for some items that we are buying more direct from manufacturers.”

Schmit goes on to suggest that the wholesalers’ digital focus may be inadvertently impacting on sales. “I think S.P. Richards made a mistake in discontinuing its breakroom catalog,” he muses. “People liked to flick through it at their convenience and see things they might not have thought of or

know we offer, versus having to use a computer. When they go online, they usually know what they want and order just those items.” He also suggests the demise of sales reps in the industry has been a retrograde step: “Keurig doesn’t have sales reps visit independent dealers anymore. They just send out an email blast.”

All of the dealers interviewed agree that while the threat from Amazon remains ever-present, when it comes to breakroom—as in other categories—it all boils down to service. “It’s a buzzword, but it’s all about the customer experience,” Lurcook summarizes. “Amazon can supply breakroom supplies, but it will leave them at the front desk with the receptionist. We know where everything goes and will put it away for them. We also rotate stock, moving dated items that will expire to the front.”

Getting started

For those contemplating a break into breakroom, Strive’s Lurcook advises: “This is a category you have to have, since office products are not going to keep you afloat. Extensive breakroom products are available, so try to meet your customers’ requests.”

EZOP’s Molz suggests: “Proceed slowly. Don’t look at the category like office products. It takes a lot of effort: the products change, which makes it hard for dealers with an office product mindset. But in the case of EZOP, we have committed to supplying breakroom. We think it is something we can do well. We just need to figure it out and how it fits into our distribution model. It’s up to us to figure out how we can efficiently get and distribute what the customer wants at a profit.”

Great River’s Schmidt also highlights the importance of a shift in perspective: “Think outside the box. Don’t assume customers don’t want to buy something because it costs a little more. In breakroom, it’s not about price; it’s about convenience. They know they can go pick it up themselves for less. They don’t want to, so push convenience.”

Walker’s Anderson has some practical counsel to share in conclusion: “Narrow what you sell in the category to make it easy for your sales reps and show them how to install things like the coffee brewers. Oh, and if you sell pallets of water, use two tie-downs. Nothing’s worse than having bottled water spill all over the road!”

AI AGENTS IN THE OFFICE PRODUCTS CHANNEL: CUTTING THROUGH THE HYPE AND PREPARING FOR OPPORTUNITIES

The noise around “AI agents” has been deafening in the last month or so. And as I do this AI stuff for a living, my ears are practically bleeding right now! Headlines promise fully autonomous tools that will revolutionize industries, with capabilities like managing schedules, automating orders and even providing seamless customer support. For office products dealers—coping with tightening margins, the rise of e-commerce giants like Amazon and Staples, and the shift to remote work—these promises sound like a dream come

true. But let’s take a step back and look at what’s real, what’s overhyped and how you can start preparing to profit from AI agents.

Spoiler: They’re not magic wands. At least, not yet.

What are AI agents?

AI agents, in theory, are digital tools that can autonomously complete complex tasks. Think of a smart assistant that doesn’t just respond to commands but proactively manages tasks like reordering supplies when stock is low, updating customers on service tickets or scheduling deliveries. Imagine an

AI capable of juggling these responsibilities while seamlessly integrating with your customer relationship management or inventory system to optimize operations. The promise of AI agents is to take routine work off your plate so you can focus on strategy and growth. Salesforce suggests it is leading in this—I’m sure you’ve been hearing loads about its “Agent Force,” which is a very early version of an AI agent. A good first iteration, but not what I would call ready for the masses.

The future promise of AI agents is even more ambitious. They could

evolve into tools that don’t just execute tasks but also predict and adapt to business needs in real time. For example, an advanced AI agent might identify patterns in customer inquiries, proactively offering solutions before problems arise. It could analyze market trends and suggest strategies for gaining a competitive edge. In real terms, it’s like a digital co-worker that learns, improves and collaborates over time, reducing friction in your daily operations.

Sounds amazing, right? But here’s the reality check: we’re not quite there yet.

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.

Tools like ChatGPT Operator are exciting developments, but they’re still in the early stages. While today’s AI agents can handle repetitive, rule-based tasks with impressive speed and accuracy, they require human management for complex or nuanced decisions. This is why it’s crucial to prepare now, so you’re ready to leverage the full potential of these tools as they mature.

The gap between reality and hype is real

While tech companies often tout AI as being ready to handle “everything,” the reality is far more nuanced. Current tools excel at specific, well-defined tasks but struggle with ambiguity. For example, an AI might be great at scheduling an appointment but might falter if a client’s request is unusually complex or outside its programmed parameters.

The opportunities AI agents could bring to office products dealers Streamlining operations AI agents could become invaluable for automating the repetitive, time-consuming tasks that bog down your team. Imagine an AI tool that:

• automates supply reorders based on usage trends;

• tracks service requests and keeps customers updated without manual intervention; and

• schedules maintenance calls for your techs, optimizing their routes to save time and fuel. By freeing up your staff from these operational details, you’ll have more bandwidth to focus on strategic initiatives.

Boosting agility in a tough market

With hybrid and remote work becoming the norm, the office products market has shifted dramatically. Needless to say, it’s been a minute. Moving beyond that, AI tools can help you adapt faster and make the transition less painful:

• Use AI to analyze usage patterns and recommend solutions tailored to your customers’ needs For instance, an AI agent could track trends in janitorial supplies like paper towels or cleaning products, flagging when usage spikes or dips and recommending adjustments. This proactive approach not only adds value but also positions you as a trusted advisor to your clients.

West McDonald

• Create dynamic pricing models that adapt to market changes in real time. For example, if a surge in demand for certain supplies like paper or pens is detected, AI can adjust pricing to reflect market conditions while offering bulk discounts for loyal customers. These real-time adjustments can ensure you remain competitive without sacrificing profitability.

• Respond faster to customer inquiries, even outside regular business hours, using AI-driven chat support. However, it’s critical to implement the right disclaimers and guidelines to avoid misuse. Unscrupulous actors might attempt to manipulate AI tools to hallucinate or make false promises your business cannot or would not deliver. Establish clear boundaries for your AI systems to ensure they maintain credibility and align with your company’s values.

Competing with the giants

E-commerce behemoths like Amazon thrive on speed, personalization and convenience. AI agents can help you compete by leveling the playing field:

• Personalize customer interactions based on past purchases or service histories. For example, an AI agent could analyze a client’s frequent purchases of janitorial supplies

like cleaning agents or disinfectants, then recommend cost-saving bulk packages or subscription options for recurring deliveries. This could also include tailored promotional offers, such as discounts on related items like trash bags or dispensers, strengthening relationships and driving repeat business.

• Use predictive analytics to anticipate customer needs and proactively offer solutions. Imagine receiving an alert from your AI system indicating a client’s paper inventory is running low based on their past ordering cycle. Your sales team could preemptively reach out with a replenishment offer, bundling paper with other high-demand items like pens, sticky notes or filing supplies to maximize efficiency and customer satisfaction.

• Automate follow-ups and reminders, ensuring no opportunity falls through the cracks. For example, after delivering a batch of office essentials, the AI could automatically schedule a check-in email or call a few weeks later, offering assistance or suggesting complementary products such as breakroom supplies or ergonomic accessories. This ensures ongoing engagement without burdening your team with manual follow-ups.

West McDonald

Navigating the risks and challenges

Safeguarding privacy and data

security

When using AI tools, customer trust must come first. AI agents often rely on large amounts of data to function effectively. This means sensitive customer information could potentially be at risk. The following steps can help mitigate these risks:

• Develop strict data governance policies that define clear protocols for managing sensitive customer information. For example, create rules specifying who has access to AI tools and what data can be input into these systems, such as prohibiting the sharing of personal

identifiers or confidential business details. We’ve developed a Statement of Procedure to make developing these policies simpler—just ask.

• Limit the types of information shared with AI tools (when using “free” versions). For example, ensure that AI is only fed anonymized data when performing tasks like generating sales reports or analyzing customer trends. This minimizes risks associated with data breaches or misuse. Pro tip: You don’t have to worry about this when using ChatGPT Team edition or MS Copilot Pro. They are designed for privacy and business use. Again, just ask us—we’ll clarify for you.

Avoiding over-adoption

Not every business problem requires an AI solution. I know, I know —crazy coming from me, as solving problems with AI solutions is what we do at GoWest.ai for a living, right? But we believe balance is key. It’s easy to get caught up in the promise of “automation everything,” but some tasks still need a human touch—especially in industries like ours, where personal relationships and trust are key. Carefully evaluate whether an AI solution genuinely adds value before implementing it.

Managing expectations

and asking for help

Adopting AI is not an overnight transformation. Successful implementation requires time, training and

iteration. Setting realistic goals both for what AI can do and a timeline for results will help prevent frustration and wasted resources. This is exactly why companies like GoWest.ai came to be. Acting as an “on-demand” chief AI officer, they add the bench strength you need to navigate AI’s complexities without the cost or hassle of trying to do it all yourself. By providing tailored strategies and expert guidance, they can help you avoid common pitfalls and ensure your AI journey delivers real, measurable value.

Preparing for the AI-driven future

Start with education

Before diving headfirst into AI, take the time to understand what’s out »

there and how it applies specifically to the office products industry. Focus on educating your team about existing AI solutions like predictive analytics for supply management or chatbots for customer service. Hold team workshops or training sessions to explore how these tools can be used to enhance efficiency and customer satisfaction. For example, demonstrate how AI tools can automate reordering processes for janitorial supplies or streamline customer follow-ups for high-volume accounts.

Consider inviting experts from GoWest.ai or similar organizations to provide hands-on demonstrations, helping your team not just understand AI but also get a practical sense of how to stay ahead of the competition by preparing for the next generation of AI agents. This foundational education will ensure your business is positioned to lead rather than follow as the AI landscape evolves.

Experiment with existing tools

You don’t need to wait for futuristic AI agents to start benefiting from automation. Tools like ChatGPT can already do the following:

• Draft marketing materials tailored to specific customer segments. For example, AI can analyze purchase trends to create customized promotions

for office essentials, such as bundling janitorial supplies with commonly ordered items like paper or breakroom products. These tailored campaigns can drive higher engagement and customer retention.

• Analyze sales trends. For example, AI can review historical purchase data across products like paper, janitorial supplies and stationery to identify seasonal demand spikes or underperforming items. This insight allows you to adjust inventory levels, offer targeted promotions or bundle complementary products, increasing sales efficiency.

• Assist with basic customer inquiries, such as checking the availability of commonly ordered items like paper, pens, or cleaning supplies. For example, an AI chatbot can instantly provide clients with stock levels or recommend alternatives if a preferred item is unavailable. This allows your team to focus on more complex customer needs while ensuring routine questions are answered promptly and efficiently. Use these tools to test the waters and learn what works for your team. Assign a few team members to explore how AI fits into their daily responsibilities and gather feedback on the experience.

Get ahead before the AI wave hits

Start building your AI foundation now, before

fully autonomous AI agents arrive. Learning the basics of AI tools today will prepare your team to handle more complex solutions tomorrow. By getting comfortable with current tools, you’ll avoid being overwhelmed when the next generation of AI becomes widely available. Take the initiative to build an AI adoption roadmap tailored to your business’s unique needs.

Plan for continuous learning

The world of AI evolves quickly and staying ahead means committing to ongoing education. Set up regular training sessions, subscribe to AI newsletters and inform yourself about new tools that could benefit your business. A culture of continuous learning will keep your team agile and ready to adapt.

Eyes open, feet forward AI agents are an exciting prospect, but they won’t solve all your problems overnight. What they can do is help you become more efficient, agile and competitive in a challenging market. By staying informed, starting small and focusing on practical applications, you can set your business up for success—with or without the hype.

Ready to take the first step? Experiment with the tools already available, keep learning and position yourself for the AI-driven future. It’s not about jumping on the bandwagon; it’s about charting your course.

Contact GoWest.ai at west@gowest.ai or visit www.gowest.ai to learn more about how to prepare for and profit from AI.

Tom Buxton

WHERE HAVE ALL THE CUSTOM CONTRACTS GONE?

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.

Is there one price that will work for a customer, every time?

In my opinion, the answer is no and yes! (“Gee whiz, Tom—thanks for the clarity that statement provides …”)

Office solutions dealers can sell tens of thousands of products to various types of customers, but too many assume that the “perfect” price exists somewhere for all customers. Some dealers purchase “web scrapes” that supposedly match the pricing plans that our large competitors provide to their customers. Others apply matrices provided by various vendors, including Interbizgroup, but use only the lowest levels in the hope that customers will compare prices on items where they

are competitive. Does this sound familiar?

Here are some of the challenges your company faces if you price in this manner:

• Your decisions to use only one or two sets of low-priced matrix plans will drive your margins way down. Our large competitors buy better than we do, and with all the inflation we have absorbed in the past few years, lowering our prices to stay competitive could destroy everything we have worked for.

• There will always be a product that will be priced higher than a customer—or more often, a rep—thinks is fair. Under that pressure,

many dealers reduce the price for everyone just to make the problem go away.

• The consequences of the above actions will mean your company can’t afford to retain some of its best people, because your profits are shrinking while costs are rising. If this spiral continues, your company will need to either sell or go bankrupt.

Sorry, I know that the paragraphs above aren’t cheerful; but the good news is that the pricing “death spiral” need not be part of your company’s future. An independent office dealer can grow, even in these challenging times—and many are. But! Some of your decisions about pricing must

change.

Those decisions should begin with creating or recreating some customer-specific contracts. I am not suggesting that every small purchaser should have custom-priced items, unless it has the potential to become a medium ($2,000 gross profit per year) or large ($10,000 gross profit per year) customer.

Ask your medium or large customers to meet for an account review and take the time to create some custom pricing for their most important items. This doesn’t mean that you need to lose money on the items you put on a custom contract, and quite often there are substitutes available that can

save your customer money while making you more on your bottom line. Also, if someone from your rep team says that one or many of your prices are too high, ask them who is buying and how long it has been since they met with that customer for an account review. If the answer from your rep is that they haven’t done one in a while, write them up and tell them to come back after they have met with their top 10 accounts.

And while we are picking on reps, there are some other things you should consider. If your company is like many of those we assist with pricing planning, you

will have six to 10 times the number of small customers as you have medium or large entities that actually make you money. And your small customers churn constantly and consistently. Your company cannot grow when your reps are prospecting only 20-person and smaller accounts, while ignoring the types of businesses that actually need the services you provide more effectively than your large competitors. Consequently, when it comes to your smaller customers, consider compiling a top 100 list and using a high matrix for everything else. Also, evaluate whether you should

pay your reps for long-term small accounts that waste your company’s resources. If there aren’t other lines of business—like janitorial, promotional products or furniture opportunities— within small accounts, ignore them. Whether you do or don’t, they will probably go away anyway, so save some delivery resources.

Again, I am not advocating that your company return to the days when there were 750 custom contracts for 750 customers. But too many dealers have decided that maintaining specific pricing for individual customers is too difficult. Respectfully, you are incorrect if you believe

that. Your best accounts will be more secure and your overall profitability will rise if you take better care of the customers that actually pay your bills. And if you want to outsource contract updates, we can do that mind-numbing work for you.

If you feel like discussing any of the issues I have highlighted, email or call me. There is no cost or obligation, because I have been in your position and there is no reason why, despite the challenges your company faces right now, it can’t grow in 2025.

Coming up next month: how to leave your low margins and competition behind!

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.

YOUR CHECKLIST FOR PIPELINE MOMENTUM AND GAME-CHANGING RESULTS

Imagine a pilot preparing for takeoff. They don’t just hope the plane has enough fuel or assume the weather will cooperate and all the gears and instruments are fine. Instead, they follow a checklist—a precise, deliberate process that ensures a successful flight.

Just as a pilot’s checklist guides them through critical preflight preparations, you need your own checklist to navigate the sales process effectively. Whether you’re selling supplies with a monthly or weekly reorder pattern, or you have a longer sales process including office design and furniture, intentional conversations and smart questions will ensure your opportunities move toward closure with fewer surprises.

Our forthcoming book, Pipeline Momentum for Game-Changing Results by

Marisa Pensa and Stacia

Skinner, highlights the importance of building and using a “question bank” to uncover critical information.

Let’s dive into how you can use this tool to evaluate the “Four Rs”: right person, right value, right timing and right pricing.

Why questions matter

We all need a bank of qualifying questions to ensure we have the necessary information to advance the sale. For example, consider the “right person.” While no one intentionally sets up a meeting with someone who can’t make decisions, today’s sales environment can involve multiple decision-makers—especially when expanding beyond general supplies. If you bluntly ask, “Are you the decision maker?”, the answer is unlikely to be revealing. Instead, you need to approach with

more nuanced questions that get to the heart of decision-making dynamics. Let’s explore some examples for each of the Four Rs. These questions serve as your preflight checklist to avoid shortcuts that could frustrate your progress. They will help you stay on course and provide clarity should things start to stall.

Question bank for the Four Rs across all IDC categories

Right person

• Questions for self-assessment:

w “Who am I talking to and why that person?”

w “In addition to this contact, who else will be involved in the decision-making process?”

w “Have I invited the people with the right responsibilities (e.g., technical leads, financial approvers, operational stakeholders) into the conversation?”

• Questions for your contact:

w “In addition to yourself, who else typically likes to have their input considered? Should we include anyone else in our next call or meeting?”

Right value

• Questions for self-assessment:

w “Who will be better at their job because of how we approach deliveries, service, etc?”

w “Will my solution enable the customer to control costs, elevate employee morale (e.g., coffee brewers), impact office culture or put time back into their day?”

w “Can I confidently detail the impact I will bring to the customer’s business?

• Questions for your contact:

w “Based on our discussion, what do you think would

benefit you most: finding ways to save time in your day or eliminating the hassle of …?”

Right timing

• Questions for self-assessment:

w “What factors suggest this customer has a genuine, significant need that can be addressed with our dealership?”

w “Do I know when they placed their last order and their typical order cycle?”

w “When they place their next order, will it be from us?”

w “Do I have a commitment that they will in fact order from us next time they order?”

• Questions for your contact:

w “When was your last order (e.g., supplies, coffee, cleaning supplies)?”

w “How often do you typically order those products?”

w “Can you see yourself placing your next order with me or on our website?”

Right pricing

• Questions for self-assessment:

w “For new investments like a coffee brewer, furniture or technology, has the customer allocated the necessary funds and do I clearly understand their funding process?”

w “Do I understand the

customer’s budget constraints and how this purchase fits into their financial priorities?”

w “Have I addressed potential objections related to price and justified the ROI of this investment?”

• Questions for your contact:

w “If we are in the ballpark of what you’re currently paying and can provide even better service, would you place your next order with us?”

Similar to a pilot’s preflight checklist, these questions can guide you through the complexities of the sales process, helping you avoid costly missteps and maintain

Marisa Pensa

momentum. If you’re unsure about any aspect of the sale, revisit this list, identify the gaps and ask yourself which questions will bring the clarity you need.

Remember, every flight needs a checklist and every sale deserves one too. By consistently focusing on the Four Rs—identifying the right person, delivering the right value, aligning with the right timing and ensuring the right pricing—you’ll navigate your sales journey with precision and purpose. With these qualifying questions in your toolkit, you will be well equipped to land the right results every time.

Mara Gannon

GREEN MARKETING:

PROMOTING SUSTAINABLE WORKPLACE SOLUTIONS

Sustainability is a big deal for businesses everywhere, and companies that make and supply office products and furniture have a unique chance to lead the way in transforming the market. By effectively marketing your eco-friendly options, you can demonstrate your commitment to the planet while meeting and even exceeding consumer expectations of greener choices.

How office products and furniture impact the planet

The environmental impact of traditional office supplies and furniture is significant. Here’s a snapshot:

• Paper waste: According to the Environmental Protection Agency, office paper makes up 20 percent of all landfill waste in the US.

• Plastic usage: Tons of plastic are used to make office supplies like pens and binders, but only

9 percent of this gets recycled.

• Furniture disposal: Over 9 million tons of office furniture are tossed into US landfills every year, much of which could be reused or recycled.

• Carbon emissions: The production of an item like a standard desk chair can result in the release of more than 72 kilograms of carbon dioxide (CO2).

Be proactive about sustainability

Sustainability is no longer just a “would-like”; it’s a “must-have.” Here’s why:

• Consumer demand: The most recent research suggests 75 percent of millennials are willing to spend more on sustainable products. With millennials and Gen Z making up a large chunk of the workforce, their preferences are increasingly influencing buying decisions.

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

• Regulatory compliance: Government agencies are rolling out stricter environmental laws. Companies that adopt green practices now can stay ahead of the curve.

• Brand reputation: Going green boosts your image and builds trust. Ignoring sustainability could potentially alienate eco-conscious customers and partners.

• Cost savings: Sustainable practices often pay dividends in the long run. Using recycled materials and improving energy efficiency can cut costs.

So, how do you grab attention and make a splash with your eco-friendly workplace solutions? Let’s explore creative, impactful marketing strategies that can elevate your brand, connect with green-minded customers and make sustainability a cornerstone of your story.

Highlight product certifications

Certifications help validate your products’ sustainability. Make sure your marketing materials mention the following gold standards:

• FSC (Forest Stewardship Council) for sustainably sourced wood;

• BIFMA LEVEL® for green furniture;

• Cradle to Cradle for circular design; and

• Energy Star for energy-efficient office equipment.

These certifications can boost customer confidence and set your products apart.

Tell your sustainability story

People love relatable stories. Share how your company is making a difference, from sourcing eco-friendly materials to cutting production waste. Use social media, blogs, emails, videos and other media to spread the word. For example:

• showcase behind-the-scenes efforts, like turning old furniture into new pieces;

• highlight collaborations with eco-friendly suppliers or nonprofits; and

• promote any donations you make to green initiatives.

Offer eco-friendly incentives

Make it easy for customers to choose sustainable options with perks like:

• discounts on bulk orders of green office supplies;

• free recycling programs for old furniture or electronics; and

• subscriptions for items like recycled paper or refillable pens.

Educate consumers

Help your audience make informed choices by:

• sharing office waste reduction tips;

• publishing guides on setting up an eco-friendly

workspace; and

• hosting webinars or writing blog posts that explain how certain products are designed to reduce waste or save energy.

Leverage data and metrics

Back up your claims with hard stats, such as:

• “Our recycled chairs cut CO2 emissions by 30 percent compared to standard models.”

• “Using our refillable pens saved five tons of plastic waste in 2024.”

Visuals like infographics can make this data easier to understand and share.

Collaborate with influencers and thought leaders

Collaborate with eco-friendly influencers, thought leaders or even local sustainability champions. Whether it’s co-hosting a session on sustainability at a conference, creating social media content or partnering on a community project, these alliances can amplify your message and showcase your commitment to greener practices.

Innovate

and diversify

Stay ahead of the game by regularly updating your product offerings with:

• modular furniture that’s easy to repair or upgrade, extending its lifespan and reducing waste;

• office supplies crafted from innovative materials like bamboo or upcycled

plastics, combining functionality with eco-conscious design;

• smart office devices equipped with AI-driven energy management systems, helping businesses monitor and minimize power consumption;

• ergonomic desks and chairs made from reclaimed wood, offering both comfort and sustainability;

• refillable markers and pens designed to last longer and reduce single-use plastics;

• solar-powered desk lamps and chargers that cut down on electricity use; and

• multi-functional storage solutions crafted from recycled or repurposed materials.

Become a trailblazer in sustainable solutions

Marketing sustainable workplace products isn’t just about boosting sales—it’s about creating a culture of environmental responsibility. By showcasing certifications, sharing your story, offering incentives, educating customers and continually innovating, you can lead the charge in sustainability. The stakes are high, but so are the rewards. Companies that prioritize sustainability don’t just help the planet— they position themselves as leaders in a market that’s increasingly driven by eco-conscious consumers. The time to act is now.

Troy Harrison

THE “OR WHAT?” QUESTION: FOUR LEVELS OF SALES MANAGEMENT

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.

Recently, a sales manager asked me an interesting question: “What do I do when my top performer simply refuses to follow our new prospecting process?” It’s a common problem, and it brings us to what I call the “or what?” question. You see, whenever you tell salespeople to change their behavior, they’re thinking (even if they don’t say it out loud): “Or what? What are you going to do about it if I don’t?”

Here’s the thing: there are four distinct levels of control available to sales managers and they should be used in a specific order. Let me explain.

Level 1: Authority and respect

This is where you should start—and it’s more powerful than most managers realize. Once you’ve earned your team’s respect through your expertise and leadership, many behavioral changes can be induced through simple influence. “Based on my experience, this new approach will improve your results” can be surprisingly effective when it comes from a leader the team trusts. In other words, at this level, you are selling behavioral change to your people. They do it because you want them to do it.

But here’s the catch: you need a clear answer to the “or what?” question, even at this level. You don’t have to use it proactively, but you should have it ready to use if you are challenged. The consequence here is primarily the loss of your good opinion and support. Don’t underestimate this. In sales, future opportunities often depend on your manager’s recommendations and backing. I once worked with a sales organization where the top performer had amazing numbers but couldn’t get promoted because his past managers

wouldn’t endorse him. His disregard for their guidance had cost him tens of thousands in potential earnings and set him on a different career path from that which he very much wanted.

Level 2: Activity management

Let’s say you’ve got a salesperson who isn’t buying in through respect alone. The next step is to implement specific activity metrics. For instance, if you need a greater focus on new accounts, you might require tracking of daily prospecting calls. Or if you’re trying to

Troy Harrison

emphasize the investigation phase of the buyer’s journey, you might track discovery meetings that include technical resources.

The beauty of activity management is that it creates accountability without feeling punitive.

The “or what?” here is straightforward: fail to hit the metrics and you’ll find yourself in daily coaching sessions, reviewing call logs and having documented performance discussions. I recently saw a manager turn around a struggling rep by implementing simple tracking of the number of C-level conversations per

week. Within two months, not only were the activities up, but the rep’s pipeline had doubled.

Level 3: Compensation adjustments

This is where things start getting serious. I’ve seen too many managers jump straight to this level—usually with poor results. Changing compensation should be your third option, not your first. You might adjust territory assignments, modify commission structures or implement specific bonuses for desired behaviors.

The “or what?” is obvious here: don’t adapt, earn less money. But be careful. I once saw a company adjust its compensation plan to drive new account acquisition only to see account retention plummet as its best relationship managers chased new business instead of maintaining existing accounts. A mid-year compensation adjustment was required to fix the problem, which created even more chaos. One of the worst things you can do with salespeople is constantly mess with their money; therefore, any compensation change should be something you’re willing to commit to for a few years, not a few weeks or months.

Another company I worked with tried to use compensation to force adoption of its new customer relationship management (CRM) system, cutting

commission rates for deals that were not properly documented in the system. Their top performers started looking for new jobs, while their mid-tier performers began entering fake data just to check the boxes. As I’ve noted before, CRM adoption can be made relatively easy and painless through effective management and training. Remember, compensation changes are like surgery: necessary sometimes, but not your first treatment option.

Level 4: Direct mandate

This is the nuclear option: “This is no longer optional. This is how we’re doing it.” Simple, direct and usually a sign that you’ve got bigger problems than just the behavior you’re trying to change.

The “or what?” here is crystal clear: comply or face progressive discipline, up to and including termination. If you have reached this point, you’re probably dealing with either a critical compliance issue or a complete breakdown in the manager-employee relationship. I recently consulted with a company that had to take this approach with its entire sales team regarding a new pricing structure. The results weren’t pretty: it lost three reps and had to spend six months rebuilding its pipeline.

Here’s the key point: many sales managers start

at Level 3 or 4, jumping straight to compensation changes or mandates. This is a mistake. Start with influence through earned respect. Move to activity management if needed. Use compensation changes sparingly and strategically. Save direct mandates for true emergencies or when all else has failed.

Remember, at each level, you must have a clear answer to the “or what?” question before you start. Your salespeople will test you—maybe not explicitly, but they’ll probe to see if you’re serious about the change you’re requesting. Clearly thinking out the progression of consequences in advance isn’t just good management—it’s survival.

One final thought: the best sales managers rarely need to go past Level 2. If you find yourself frequently resorting to compensation changes or mandates, it might be time to look at your hiring process or your own leadership style. Because in sales management, as in sales itself, the best solutions usually don’t require force. I worked with one sales manager who didn’t need to make a single compensation adjustment in five years. His secret? He hired well, led by example and built such strong relationships with his team that his influence alone was usually enough to drive change. That’s not just good management—it’s sales leadership at its finest.

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