Independent Dealer November 2024

INDEPENDENT DEALER

the official publication of WSA

Editorial & Contents

Rise of the machines

The unknown future rolls toward us. I face it, for the first time, with a sense of hope. Because if a machine, an ERP, can learn the value of a paper clip, maybe we can too…

I paraphrase, of course, the closing lines of the sci-fi classic Terminator 2: Judgment Day

You may have noticed that every industry event, every buying group or trade body seminar—even every trade magazine can’t seem to help but be preoccupied with those two little letters: AI.

AI is everywhere and for good reason. It’s here to stay; it is the one thing that is not unknown about the future.

I’ve just returned from a very enjoyable few days in Tampa at the Office Partners annual meeting (see page 14), where our very own columnist West McDonald spoke about how dealers should approach harnessing AI to help sales and marketing efforts, as well as everyday administrative tasks—without threatening the security of their business.

Rowan

McIntyre,

editor and publisher rowan@idealercentral.com

He also writes in this issue about how to use AI as an aid to writing marketing copy without sounding too much like a robot. He will continue to advise on all things AI going forward.

In another column, Mara Gannon of Fortune Web Marketing looks more generally at how AI can be exploited to help with sales and marketing strategies.

I make no apologies for continuing to ram this message home. We need to embrace this technology and understand how it can help us when used correctly; otherwise we run the risk of being left behind, like those who were slow to adopt online sales all those years ago—those to whom we have already said, “Hasta la vista, baby!”

36 INDUSTRY INSIGHT

Adam Noble of business development specialist TSP on why diversification requires a clear strategy

40 COVER STORY

Sustainable success: Green issues are once again front and center in many buyers’ minds. We look at how to make money and save the planet at the same time

46 COLUMNS

46 West McDonald: Writing right with AI

50 Tom Buxton: You can raise your prices!

52 Marisa Pensa: Onboarding excellence

54 Mara Gannon: Using AI to boost your marketing

56 Troy Harrison: Winning back lost business

Chris

We fulfilled hope and funded breakthroughs. $14.1

With profound appreciation, City of Hope thanks Harry Dochelli, Essendant, and the National Business Products Industry.

The leadership, dedication and generosity of Harry Dochelli, Essendant, and the National Business Products Industry during this year’s Fulfilling Hope campaign succeeded in raising $14.1 million. There’s another exciting Spirit of Life ® campaign ahead in 2025, led by John Fellowes, President and CEO of Fellowes Brands.

Special thanks to all of our 2024 Fulfilling Hope supporters

of Life® Honoree

Fellowes

Office Solutions, Yorba Linda, California, turns 40

Bob and Cindy Mairena started Data Extras in Yorba Linda, California, in 1984, making it the first independent dealer to sell computer supplies. From a facility the size of a garage and with only one employee, they sold everything from floppy disks (remember those?) to keyboards and printers. Along the way, the company evolved, adding office supplies, and in 1990 it changed its name to Office Solutions. The evolution hasn’t stopped since.

In 1997, the company acquired Office Express and added three more dealers in 2005. Today, 15 acquisitions

later, the company has three additional brands: bluespace interiors (selling contract furniture); Gale Supply Co. (offering janitorial products); and Keeney’s Office Supply and Interiors in Redmond, California.

“I think our longevity can be credited to our flexibility—we adapt to the changing world and environment, looking for new opportunities,” says owner and principal Nicole Mairena. “In 2010, we saw office product sales declining and becoming more transactional, with supplies increasingly being bought online, combined with the rise of Amazon.

We knew the segment would continue to shrink, so we started focusing on consultative furniture sales. In the beginning, we sold contract furniture. We added more furniture-specific salespeople and now offer complete interior design. We do $10,000 to million-dollar projects, which are relationship-based versus transactional. We got into janitorial equipment and supplies because we knew they were high-use, high-need products. We bought Gale Supply with a few sales reps, its relationships and its supply chain. Most school district contracts are up every five years;

Winner’s Circle

by law, they must put them out to bid. But by then, we had established relationships.”

When it comes to the effectiveness of the “buy local” trend, Mairena believes it depends on the location. “Office Solutions services so many different areas in California that ‘local’ can be far away,” she explains. “But in Seattle, being local and fostering a sense of community is very important. It’s why we kept the Keeney name. It’s been around for 70 years and people there want to buy locally. We even provide a Keeney’s newsletter. We keep it very local and it doesn’t include a sales pitch. We include information about local events, yoga poses you can do from an ergonomic chair and so on. When Halloween was approaching, we ran an article entitled ‘Is your email haunted?’ because it’s also National Security Month. We talked about places in the area that are said to be haunted and added a fun recipe for a Beetlejuice cocktail. It’s been very successful. We’ve gained a good number of click-throughs.”

Like most dealers in business for decades, Office Solutions has had its challenges, including navigating COVID-19. In this case, however, there were silver linings.

“When the pandemic first hit, we furloughed everyone, then brought them back as needed,” recalls

Mairena. “We had a number of seasoned salespeople in the office products sector; many chose to retire due to concerns about COVID-19 and the associated protocols. This enabled us to renew our workforce without layoffs.”

The company’s foothold in the janitorial segment also proved invaluable: “We had access to PPE through Gale and were able to purchase it when other companies couldn’t. People would buy PPE, plastic office dividers and floor distance decals, and then they’d see we had other office products and furniture. The cross-pollination helped us open new accounts. Overall, we were very profitable during that time.”

Fending off the competition is another challenge. “For office products, Office Depot, Staples and local dealers have been our main competitors,” says Mairena. “In furniture, it’s other dealers in Southern California and Seattle; and in janitorial, it’s regional dealers.

And as for Amazon? “It’s hit office products and is a big reason why we’ve moved away from transactional sales,” says Mairena. “People just want to order online. This is especially true in more fragmented companies where employees are supposed to buy from one company, but some just order from Amazon and turn in the receipt. For furniture, we go after

mid to large sales—offices with 500 to 10,000 people—so Amazon has had very little effect. In the janitorial category, we aren’t going after customers who would buy a product here or there. We sell to school districts, stadiums and hospitals, and Amazon doesn’t impact those sales.”

While Mairena is wary of predicting where the company might be in another 40 years, she has her eye keenly trained on the next five to 10: “We will focus on furniture and growing our dealership. This includes looking to acquire other furniture dealers in Seattle and in Southern California. At Gale, we will look to expand by adding more maintenance, repair and overhaul products. At Office Solutions, our belief is that if you remain idle, you will certainly perish. We instill the expectation that we need to welcome and embrace change. We are always considering adjacencies that will leverage our current customer base.

“We know what has worked for us, and don’t necessarily recommend the same approach for other dealers. They need to understand who they are and define their culture first. We embrace change and it’s one of our values that we instill in our new hires. We pay attention to the simple things around us that are changing and are sensitive to how they may impact us or open a new door of opportunity.”

EON acquires Same Day Office Supply

EON, Denver, Colorado, has acquired SameDay Office Supply, a company with locations serving Denver and Boulder, Colorado.

SameDay was founded in 1982 and, like EON, is a Women-Business Enterprise-certified, family-owned business with an employee-focused and customer-centric business model.

“[EON co-founder and CEO] Elena [Wuchner] and I have known the owners of SameDay Office for many years and been friendly respected local competitors,” explained David Sass, president of technology at EON. “Lori Weimar [president of SameDay] called to let us know she was approaching retirement and would like to discuss a potential sale. She was very clear that she would only consider selling to a local

dealer that would commit to taking very good care of SameDay’s employees and customers.”

It is understood that the SameDay name will be retained for the time being, with a gradual migration to the EON name and brands. All employees of SameDay will be retained. The merger will bring SameDay customers access to EON’s rapidly expanding printer, copier

and managed print services offering under its EON Technology brand.

“I believe this acquisition represents a win/win for all involved, particularly the employees and customers of SameDay Office,” concluded Sass. “It has been a great privilege to work with the outstanding leadership team at SameDay throughout this process—an awesome fit for EON!”

FriendsOffice acquires Business Essentials

FriendsOffice, Findlay, Ohio, has acquired Business Essentials, Bucyrus, Ohio. The company will operate near Bucyrus/Galion, Ohio, under the FriendsOffice name. The merger creates the largest locally owned, independent office products supplier in Ohio. The combined company will serve over 5,500 customers across Ohio, Michigan, Indiana, Pennsylvania and Kentucky.

“Witnessing the remarkable expansion and transformation of FriendsOffice has been exciting,” enthuses FriendsOffice CEO/CFO Ken Schroeder. “As we prepare to celebrate our 80th anniversary in 2025, we take pride in our ability

to acquire and integrate five businesses over the past year, effectively enhancing our scope and commitment to superior service. Business Essentials, a fellow local and independent office products enterprise that shares our unwavering dedication to personalized assistance, has proven to be an ideal addition to our growing collection of partners.”

Jeff Booher of Business Essentials likewise expressed his satisfaction with the merger: “After more than 40 years of hard work, dedication and our unwavering commitment to customer service, we have established ourselves as a dependable and reliable source of office products and office furniture in the

North Central Ohio market while being committed and involved in the communities we serve. It has been our pleasure and honor to serve our customers. By joining forces with FriendsOffice, we will strengthen our

McCartney’s hosts Keystone Showcase

purchasing power and expand our product and service offering, while remaining committed to offering competitive pricing and a quality customer service experience going forward.”

McCartney’s Inc. hosted an education-focused Keystone Showcase at its headquarters in Altoona, Pennsylvania. The event, which ran from October 21 through November 8, was held in the company’s interactive Worklife Center showroom, allowing schools of all levels and sizes to explore cutting-edge furniture designed to inspire students, support educators and create an environment conducive to learning. All schools, districts and organizations that participated had a chance to win free furniture upgrades.

“A lot of research in education now focuses on students and how they learn, and there are many different needs in the classroom,” says Tracey Baker, who heads McCartney’s sales, design and marketing efforts. “They are finding furniture matters in the classroom as much as technology. The best practice now in education is to have furniture alternatives to reach each student and how they learn best, including alternative areas and special spots to learn and to decompress. The right furniture helps educators adopt a new approach to teaching and provides them with the tools they need for it.”

Storey Kenworthy volunteers help three charities Butler Business Products goes pink

Storey Kenworthy, Des Moines, Iowa, shows no sign of slowing down in its charitable activities. Some of the Workspace and Storey Kenworthy team used volunteer time to plant trees with Trees Forever in a local Cedar Rapids neighborhood. Trees Forever plants and cares for trees and the environment to provide shade and green space, often in underserved areas, empowering people, building community and promoting stewardship.

Next, the Workspace and Story Kenworthy teams organized an in-house volunteer event to paint rocks for United Way. The stones—designed to serve as a reminder of the good in the world, even in challenging times—will be shared at United Way programs, support groups and community events. United Way’s mission is to fight for the health, education and financial stability of all people in all communities.

Workspace and Storey Kenworthy team members also recently enjoyed volunteering with Meals from the Heartland, helping the nonprofit toward its goal of feeding starving children and providing thousands of meals to those in need.

“We have a long history supporting United Way and while the monetary donations are certainly an important part of the campaign, we are also making an impact with our time,” says Nicole Boyington, partner and executive director of the Workspace/Storey Kenworthy Foundation. “We like to encourage team members to get out in the community and understand the various needs and how time can be such an incredible gift. It sometimes provides a deeper understanding of how important these services are for so many in our community. Also, volunteering together is a great way to build relationships with team members. It is an important part of building a healthy culture and looking not inward but outward to see how we can work together to make a positive impact in the community.”

In honor of Breast Cancer Awareness Month, Butler Business Products, Katy, Texas, donated a portion of the proceeds from selected items to breast cancer research throughout October. To raise awareness and show support, the Butler team also donned crazy socks, ranging from polka dots to stripes and everything in between.

“Butler Business Products is dedicated to supporting breast cancer research and raising awareness because we believe in the power of community and the importance of hope,” says president Stacy Duke. “Our mission is not only professional but deeply personal, as I lost my mother in October 2023 to this disease. Our support shows our unwavering belief in a cure and the importance of early detection and education.”

Guernsey sponsors VIDA Thrive

Guernsey, Inc., Sterling, Virginia, recently sponsored a table at the VIDA Thrive 5K. One hundred percent of the proceeds directly benefited Thrive DC, an organization that offers life-stabilizing services to vulnerable individuals in the local community.

“Like every independent dealer, Guernsey actively supports local community organizations that provide important services to people in need,” says CEO David Guernsey. “Thrive DC is just such a community organization.”

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Secrets of Success

Commercial Business Supply, Chandler, Arizona

With so many dealerships closing or being acquired and their owners retiring, it’s refreshing to hear of a new independent office products dealer opening its doors. Sometimes, all it takes is a gentle nudge at the right time.

By 2020, Michael Thompson—founder and CEO of Commercial Business Supply, Chandler, Arizona—had been in sales for 30-plus years, including the last 13 years with the same dealer. But on September 1, at the height of the COVID-19 pandemic, he was let go.

“I had created a small LLC, toying with the idea of maybe going out on my own at some point,” he recalls. “When I lost my job, I figured now was the time.” Exactly one month later, Commercial Business Supply received its first order.

Learning the ropes

“The biggest challenge was the financial side of things,” continues Michael. “I’d touched on some of that over the years, but I was really always in sales and sales management.”

To gain the knowledge he needed, Michael partnered with a CFO for hire who taught him and his staff to get them started on the right track. He also turned to his mentors: “One of them suggested I not get my own fleet for deliveries. Another advised me to start by finding a good accounting person.”

A third mentor suggested a different route to ensure cash flow. “I can’t tell you all the time and headaches I spent developing a business plan to take to banks, only to have them tell me it looked great, but they needed two years of financials to give me a loan,” admits Michael. “I worried the money would be a big hurdle, especially since S.P. Richards wants money upfront to hold in case you are late with a payment. One of my mentors suggested I do a home equity line of credit instead, because it is usually easier and faster. I wish I’d known that earlier. I ended up not having to tap into that money, but it was a nice safety net.”

Secret sauce

Michael doesn’t hesitate when asked to spell out what has made his new venture such a success: “No. 1 is service. I am not sure why, but since COVID-19, when I go to the store or

Company info

Headquarters: Chandler, Arizona

Top management: Michael Thompson, founder and CEO; Stacey Montoya, director of administration

Annual sales: $2 million-plus

Main wholesaler: S.P. Richards

Online business: 98%

out to dinner or anywhere, it seems service has gone to the wayside. We give real service, handling what is needed when customers call or email and getting right back to them.

“No. 2, I am a big believer that you reap what you sow. We give 10 percent of our profits to charity, along with other monetary gifts, and volunteer for a lot of community giving-back activities, like distributing meals to those in need.

“The third part of the secret sauce is we are a consultative company. We approach our customers’ needs based on conversations. We ask what is working and what may be broken, and say, ‘Hey, have you thought about this?’” He also credits Stacey Montoya, Commercial Business Supply’s director of administration, as key to the company’s success.

But like any business, the company still has hurdles to overcome. Michael quickly ticks off the top three: “The first and biggest challenge is finding good salespeople. The second is finding good employees in general. I know from the ISG roundtable [during Industry Week] that this is a major problem for many dealers. The third is bad service from some vendor partners—so bad we’ve had to fire some.”

Hunting for unicorns

Michael has this parting advice for existing and new dealers: “Find a couple of good mentors. Consult customers and figure out what they need. And try to hire people with vision. Only eight to 10 percent of people have it, so it can be like finding a unicorn. But if you find them, hire them, pay them well and keep them happy.”

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Industry News

Office Partners hosts another great Gathering on the Gulf

Family-run buying group Office Partners hosted another successful and enjoyable annual meeting in Tampa, Florida last month.

Despite concerns over the recent natural disasters that have plagued Florida’s Gulf Coast (and surrounding states) in the weeks immediately preceding the event, the yearly Gathering in the Gulf, held once again at Tampa’s Airport Marriott, was well attended, with only a couple of dealers unable to make it.

Indeed, group president Matthew Hebert introduced a number of new vendors to the meeting, expanding the depth and breadth of the products and categories he can offer members. These included furniture manufacturer Special-T; tech provider Logicblock; MRO vendor Global Industrial; technology wholesaler TD Synnex; jan/ san chemicals vendor New Era SOS; visual communications manufacturer Flipside Products; and paper supplier OVOL USA.

As always, the event was extremely convivial, both relaxed and entertaining, while offering excellent learning and networking opportunities for members through a combination of formal meetings, one-on-one “speed-dating” dealer/vendor match-ups and, of course, an array of social events—featuring the excellent food offering that has become synonymous with this show.

Official proceedings began on Sunday afternoon with a meeting highlighting the opportunities available to members through the group’s GSA contracts. First, Bob Brodrick friom North American Marketing explained how to access

Office Partners’ own Service-disabled, veteran-owned, small business contract for furniture. Then, Mike Flaherty of Great Falls Paper Company spoke of the success his company has enjoyed supplying the US government and offered his fellow Office Partners members the opportunity to sell on his GSA contract.

The day’s official activities were concluded with a welcome reception in the Marriott’s penthouse restaurant; unofficial activities continued after the reception in the hotel bar.

The show proper started on Monday morning. The keynote speaker at the Dealer Meeting was INDEPENDENT DEALER’s newest columnist, West McDonald, who gave an enlightening talk on how AI applications can be used to help office products dealers improve their sales and marketing efforts. He highlighted the importance of implementing company-wide AI policies to guard against unsanctioned

use of the technology that could lead to security concerns. He also suggested carefully assessing workflow procedures in different departments of your business to identify where AI might be most effective; implementing an AI meeting assistant to automate note-taking and scheduling; and upgrading to enterprise-grade tools such as ChatGTP Teams or Microsoft Copilot Pro to ensure that sensitive company data isn’t compromised.

Next up, Mike Tucker from WSA addressed the room, explaining what the trade association does and the benefits it offers members.

Tucker was followed by a couple of marketing presentations. First up was 3M’s national account manager John Gartner, who outlined the company’s new products and sustainability initiatives. Then Tom Edgeworth of Baumgartens spoke about the profits that can be unlocked selling ID cards and security passes. We then heard

Matthew Hebert

from Mark Prosser, VP of sales at The United Group, who highlighted the advantages that Office Partners member receive due their automatic membership of the jan/san buying group.

The session finished with a few words from Matthew Hebert, who spoke about the group’s new vendor members, opportunities from Essendant’s PACE contract and the fact that members can now join AOPD as associate members to be able to sell on its GPO contracts through a reduced-rate fee.

A delicious lunch attracted all present back to the top floor of the hotel, before making their way to the Hillsborough Ballroom for the traditional dealer-vendor one-on-one meetings. A traditional fixture of the Office Partners event, they enable each dealer

to spend 10 minutes with each vendor before moving on to the next, prompted by the sonorant chime of a cowbell—an excellent way to ensure everyone sees everyone and has the chance to do important business, or catch up on the latest industry gossip.

Monday evening saw the traditional cocktail reception and gala dinner, featuring speeches from Matthew and his mother Diane. We also heard from Andy Ishii, director of corporate philanthropy at City of Hope, who discussed the National Business Products Industry’s efforts at fundraising for the organization. There followed a prize draw for those that had donated to City of Hope at the event to win tickets to events in next year’s fundraising calendar. A place on Office Partners’ annual fishing trip was won

Wuchner takes chair at WSA

completion of the one-to-one sessions.

Tabbies was the proud recipient of a place at Fellowes Brands’ City of Hope golf outing at Medinah, Illinois.

2024’s Gathering on the Gulf wrapped up on Tuesday morning as members and vendors reconvened in the Hillsborough Ballroom for the

As is now traditional, industry trade body WSA held its annual board meeting in Florida following the Office Partners event.

At the meeting, it was confirmed that Elena Wuchner—co-founder and CEO of EON, Denver, Colorado—has succeeded Charlie Kennedy of Kennedy Office Products, Raleigh, North Carolina as chair of the board. Kennedy was presented with a plaque by WSA executive director Mike Tucker, commemorating his five-year tenure as chair.

It was also revealed that the association’s finances are in good order following its partnership with jan/san trade body ISSA.

Plans were also discussed regarding the programs the trade body will offer. These include ongoing AI training updates for members, as well using the body’s links with ISSA to deliver valuable training to traditional office supply in how to assess customers’ facilities iwith the aim of opening up potential new business in the jan/san category.

As always, we will keep you updated with any news and information about WSA in the pages of INDEPENDENT DEALER

“It was great to see the Office Partners family gathered back here in Tampa,” said Matthew Hebert. “I’d like to thank everyone—dealers, vendors and reps—for taking the time out of their schedules to be here with us. I’m already looking forward to next year.”

by Trista Walk from Tennsco Corp; while Cheri Miroballi from

West McDonald

Elena Wuchner

Industry stalwart Leazer announces AOPD retirement

Industry stalwart Mark Leazer has announced that he is to retire as executive director of AOPD.

Leazer, whose name is practically synonymous with the national accounts organization, was forced to step back from his role earlier this year due to ill health. It is now understood that after a further setback, he and his family have decided it would be better to focus his energy on his recovery rather than a return to work.

His role at AOPD will continue to be filled by AOPD’s general manager and director of national operations and marketing, Angela Sumner-Price.

INDEPENDENT DEALER wishes Mark all the best in his recovery.

Hospeco confirms Starr appointment

Leading PPE, safety and hygiene manufacturer Hospeco Brands Group has confirmed it has hired former Essendant senior exec Renee Starr.

Earlier this week, Hospeco announced that company veteran Bill Hemann was retiring after 38 years with the business. Now, the supplier has confirmed that Starr—who left Essendant last month—has been appointed to the new role of chief revenue officer (CRO).

A Hospeco Brands spokesperson said: “The newly created CRO position allows us to align and integrate various departments, including sales, marketing, customer success and business development, to ensure the company maximizes revenue growth. Hemann’s direct reports will roll up to Starr.”

AOPD MAKES BUSINESSES STRONGER TOGETHER

“There is no better resource in the IDC than AOPD’s staff, consultants, and fellow members when it comes to finding new, innovative, and different ways to grow your business.”

Lincoln Dix

Vice President at Storey Kenworthy AOPD Member since 2013

ISG promotes Ashlee Hunt, reports on Connexions 2.0 meeting

Independent Suppliers Group (ISG) has promoted Ashlee Hunt to director of marketing. Hunt joined the dealer group as marketing manager in April 2024.

“Ashlee has been instrumental in elevating existing marketing programs and strategies to enhance ISG’s outreach and engagement within the independent distribution community,” the group said in a press release. “Her dedication to providing top-tier resources and support has strengthened ISG’s relationships with both members and suppliers.”

In her new role, reporting to CEO James Rodgers, Hunt will lead the marketing team in developing and

executing strategies focused on driving member growth, fostering supplier partnerships and advancing brand visibility.

In June, ISG’s former VP of marketing, Janet Eshenour, transitioned to the role of senior meetings and events manager.

Meanwhile, ISG held its annual get-together for its Connexions contract furnishings initiative.

Connexions 2.0 took place at the iconic Merchandise Mart in Chicago, considered by many to be the home of the US contract furniture industry. It was the sixth annual event run by Connexions, powered by IS Contract.

This year introduced a new format

designed to enhance connection and productivity. Connexions members were organized into small, interactive groups aimed at fostering deeper, one-on-one interactions with vendors. Attendees experienced a variety of products first-hand, including seating, tables, acoustic panels and firesafe storage solutions.

Ashlee Hunt

SIM PLE

ECI Software Solutions wins six awards from TrustRadius

ECI Software Solutions has revealed that six of its products have received a 2024 Buyer’s Choice Award from TrustRadius, a leading platform for independent business technology reviews.

ECI’s products named to this year’s Buyer’s Choice list are: the M1 and Ridder iQ enterprise resource planning (ERP) solutions for manufacturers; the EvolutionX B2B e-commerce platform and Red Falcon ERP for distributors; the e-automate ERP for office technology dealers; and JumpTrack, ECI’s last mile delivery software.

“This recognition highlights the impact these solutions are making across a wide range of industries like manufacturing and distribution,” said Allyson Havener, senior vice president of marketing and community at TrustRadius. “Based on vetted customer reviews, it’s clear that these platforms are empowering businesses to streamline operations, enhance productivity and drive growth.”

“We’re incredibly honored to be recognized as a six-time 2024 Buyer’s Choice Award winner,” said ECI CEO Trevor Gruenewald. “These awards are especially meaningful because they reflect the direct voice of our customers and the tangible value our industry-specific solutions bring to their businesses. The awards also validate our strategic focus on delivering reliable, high-impact technology, reinforce our commitment to continuous innovation and motivate us to continue delivering exceptional value to our customers.”

Deflecto changes hands

Office channel vendor Deflecto has been acquired in a deal worth more than $100 million.

The US-based company has been bought by Acacia Research Corporation for $103.7 million. Acacia—whose main shareholder is private equity firm Starboard—is a Nasdaq-listed organization that purchases and operates businesses in the technology, energy and industrial/ manufacturing sectors. Prior to this latest transaction, Deflecto had been owned since 2017 by another private equity firm, Edgewater Funds.

“With attractive cash conversion characteristics, modest capital requirements and attractive value creation opportunities, we are pleased to add Deflecto as a key business to our growing portfolio,” said Acacia CEO MJ McNulty.

He added: “The transaction is expected to deliver immediate and significant revenue to Acacia and be accretive to free cash flow and earnings per share. We

Olson named HP print leader

HP Inc has announced that Tuan Tran, president of imaging, printing and solutions, has moved to a new role at the company.

On 18 October, Tran—who has led HP’s print business since 2019—was named as president of technology and innovation, effective November 1. He will be suceeded by company veteran Anneliese Olson. Olson has been with HP for 28 years, most recently as managing director of the North America market. Prior to that, she was COO, worldwide print.

believe Deflecto presents attractive near- and long-term value creation opportunities through product and operational optimization as well as strategic M&A.”

Under Acacia’s ownership, Deflecto will continue to be led by CEO Ross Pliska and the existing Deflecto management team. Pliska said the acquisition was the culmination of efforts since 2021 to significantly improve Deflecto’s financial and operational performance across the business.

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Paper Excellence rebrands as Domtar

Forestry, paper and pulp group Paper Excellence has brought together its operating brands under the Domtar umbrella.

The company has adopted Domtar as its new group name, but will largely maintain its Paper Excellence, Resolute and Domtar go-to-market brands in their respective business areas. The supplier said the move represents “a strategic alignment of the companies’ strengths, resources and expertise, creating a stronger organization poised

Xerox makes $400 million acquisition

Xerox has acquired a US technology services provider in a deal worth $400 million.

The print OEM has announced the acquisition of Illinois-based ITsavvy, a 20-year-old business that provides a range of tech and IT services in areas such as networking, cloud migration and workplace productivity. Established in 2004, ITsavvy now has annual revenue of around $400 million. It was acquired by private equity firm GenNx360 two years ago.

Xerox said the acquisition—which is expected to close in the coming weeks—would help it grow its emerging IT services capabilities as it looks to diversity its revenue streams.

“ITsavvy’s complementary offerings, aligned with our strong reputation, should accelerate growth in the US, Canada and the UK, while creating new avenues for us to help existing and new clients transform the way they work,” said Xerox COO John Bruno.

Deli appoints Harbinger National

Chinese stationery giant Deli is working with sales and marketing agency Harbinger National as it looks to grow in North America.

Deli is one of the largest office and stationery manufacturers globally, with 26 factories worldwide— including locations in China, Vietnam, Indonesia and a soon-to-open facility in the US. With offices in California and Texas, the company has become a strategic vendor in the private label segment, supplying well-known retailers such as Walmart, Sam’s Club, Target, Costco and Amazon. Recently, the business has been taking steps to accelerate the development of its own brand. Now, Harbinger has confirmed it has won the Deli account for the US and Canada for both branded and white-label products.

Harbinger CEO Mike Rowsey stated: “Since 1981, Deli Group has developed products that meet the needs, and exce the expectations, of customers across the globe, while offering the most cost-effective products to consumers. We couldn’t be more excited for the opportunity to work with the

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team to bring quality products and extremely competitive prices to our North American partners and customers.”

Jonathan Figanmese, sales director at Deli US, said the manufacturer would bring a “fresh, alternative choice” to the market.

He added: “Our partnership with Harbinger National is a game-changer. Together, we’re developing unique brand and product strategies that cater to a wide range of customers. We believe this collaboration will drive success for all parties.”

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Whitney Brothers introduces elevatED collection of early learning furniture

Children’s furniture manufacturer Whitney Brothers has launched the elevatED collection, a new line that comprises 46 individual and modular pieces for young learners and their activites including art, STEM/sensory, literacy development, play, tables, seating, lockers and classroom storage.

The range can furnish a complete classroom that supports the specialized developmental needs of infant/ toddler, preschool and kindergarten aged children. A coordinating workstation and organizer cabinets for the teacher complete the collection.

Each piece is constructed in textured white oak with white melamine structural elements and brushed nickel legs. There is also a commitment to sustainability as FSC certified wood is used and the collection has Eco-Certified Composite certification.

“The elevatED collection is a stylish, modern expression

of how early education furniture can play a central role in creating a dynamic learning environment for our youngest learners,” said Mike Jablonski, president of Whitney Brothers. “It’s another great example of the fresh design thinking behind the Whitney Brothers brand and illustrates our commitment to furnish learning environments that inspire and engage.”

Network Distribution appoints CCO

Janitorial, foodservice and industrial packaging dealer group Network Distribution has appointed James Timberlake as its first chief commercial officer (CCO).

Timberlake—who has been with the company since 2018—previously served as chief supplier development officer and played a key role in optimizing the supplier portfolio and strengthening relationships with Network’s distributor members and supplier partners.

As CCO, Timberlake will be responsible for overseeing the company’s commercial strategy and driving growth across key sectors. He brings over 30 years of experience in the industry, including leadership roles at Procter & Gamble, where he managed the North American professional distribution business.

MBM unveils new logo

South Carolina-based document destruction and digital print finishing solutions specialist MBM has announced the launch of its new logo. Designed to reflect the company’s evolving brand identity, the new logo retains MBM’s signature red color but introduces a contemporary look.

“MBM has always been at the forefront of innovation and our new logo is a testament to how we continue to evolve while remaining true to the values that define us,” said said CEO and president Lindsay Hujsak. “This rebrand is more than just a visual change—it’s a renewed commitment

Ex-Envoy COO joins Imperial Dade

The former chief operations officer (COO) at jan/san, packaging and facilities group Envoy Solutions has joined rival Imperial Dade.

Jeff Roberts spent more than 40 years at leading regional distributor Waxie before taking on the COO role at new parent organization Envoy Solutions in early 2021. Following the merger of Envoy and BradyIFS in 2023, he was then appointed as chief revenue officer of BradyPLUS.

Now, Imperial Dade has announced Roberts has joined the company as senior vice president of business development and commercialization.

“Jeff’s extensive knowledge of our industry will be invaluable as we continue to meet the evolving needs of our customers,” Imperial Dade said in a social media post.

to our customers. We are constantly pushing boundaries to deliver the highest-quality products and services and this new look reflects that forward momentum.”

Alongside the logo update, MBM has moved to reaffirm its core values of innovation, quality, customer service, same-day shipping and reliability.

“Our customers are at the heart of everything we do,” continued Hujsak. “This rebranding is part of our promise to keep innovating and improving, ensuring that we not only meet but exceed the expectations of those who rely on us.

“MBM invites customers, partners and the business community to experience the new logo and explore the company’s renewed focus on driving value through top-tier products and exceptional service.”

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Credit card swipe fee legislation and the new lawsuit against Visa: implications for businesses and consumers

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

The battle over credit card swipe fees—the fees merchants must pay when customers use credit or debit cards—has intensified, thanks to recent legislative efforts and a new lawsuit against Visa. These fees, also known as “interchange fees,” have been a burden for many companies— especially small businesses, which operate on thin margins and are disproportionately affected by these extra costs. Legislative efforts to address the issue have stalled in Congress, but the new lawsuit could change the playing field, depending on its outcome.

The new lawsuit against Visa

Visa, one of the two dominant players in the credit card industry, is facing a lawsuit brought by a group of retailers which have accused it of anticompetitive practices, claiming that it has monopolized credit card processing by forcing merchants to use its network and not offering the choice to switch to cheaper alternatives. This follows longstanding complaints from retailers, especially smaller businesses, that the fees imposed by Visa and Mastercard make it difficult to maintain profitability.

The plaintiffs argue that Visa’s dominance stifles competition and drives up costs for merchants—and ultimately for consumers. If successful, the lawsuit could reshape how payment processing works, forcing Visa to allow merchants to choose lower-cost alternatives to process payments.

Pending legislation and its connection to the lawsuit

Meanwhile, Congress has been debating legislation that addresses swipe fees, with the Credit Card Competition Act being one of the key bills. This statute seeks to strengthen competition in the credit card processing market by requiring credit card companies to allow multiple networks for processing payments, not just Visa or Mastercard.

If passed, the bill would give businesses more options, potentially lowering fees. However, the new lawsuit against Visa complicates matters. A favorable ruling for the plaintiffs might force Visa to make the changes the legislation is aiming for, thus reducing the urgency for lawmakers to act. Alternatively, if Visa prevails, there may be increased pressure on Congress to pass the bill, as the courts will have failed to resolve the issue.

What we have been doing

It has been a busy year in Washington for the Workplace Solutions Association (WSA). We continue to challenge the General Services Administration (GSA) online marketplace and to advocate for new legislation that builds on the original INFORM Consumers Act, which requires business to verify they are legitimate. WSA is asking for these same simple, commonsense principles and requirements to apply to the GSA online marketplace. In addition, we have focused on fighting big banks, airlines and other Fortune 500 companies that want a continued monopoly on credit card fees.

This year, WSA has been working with its coalition allies to pass legislation championed by Senators Dick Durbin (D-IL) and Roger Marshall (R-KS), who continue to push for a Senate floor vote before the end of the year. With the clock ticking down,

meeting that deadline may be tough, but Senate Majority Leader Chuck Schumer has promised the senators a vote on this critical issue for small businesses. This is one of the important returns on investment for members of WSA. We may not be the biggest on the block, but we have as much fight in us as those on the other side with deeper pockets.

WSA’s lobbying team continues to walk the halls of Congress, knocking on every door to try to dispel the myths being put out there by the big banks. While big banks are using scare tactics to kill this legislation, our facts paint a very different story and are having an impact on every office we talk with. The bill doesn’t take away any rewards from consumers; it simply offers choice to small businesses. Why should we be forced to pay more in credit card fees when there are options that could save us money? None of these choices affects the rewards that consumers earn on credit card purchases. We believe the lawsuit against Visa will make our case and clear a path in Congress for this bill to reach the president’s desk.

What this means for small businesses

For small businesses, this legal and legislative battle has significant implications. Credit card swipe fees typically range between 1.5 and 3 percent of the transaction amount and are particularly burdensome for smaller businesses that process fewer transactions and have lower margins. Unlike large corporations, which can negotiate better rates or absorb the costs, small businesses have limited leverage in dealing with credit card companies. Here’s how the lawsuit and legislation could impact them:

• Positive implications:

o Lower processing fees: If either the lawsuit or the Credit Card

Competition Act leads to greater competition and lower fees, small businesses stand to benefit the most. Lower fees would mean significant savings, which could be used to reinvest in the business or reduce prices for customers.

o Level playing field: The bill would give small businesses access to the same competitive rates that larger businesses often enjoy. Currently, smaller merchants lack the negotiating power to secure better rates, which puts them at a disadvantage.

o Greater transparency: Both the lawsuit and the bill could push for greater transparency in how swipe fees are calculated, helping small businesses to understand the costs they’re being charged and make more informed decisions.

• Negative implications:

o Loss of consumer rewards programs: Some experts warn that credit card companies might respond to reduced swipe fees by cutting back on rewards programs like cashback and travel points, which are often subsidized by the fees collected from merchants. For small businesses, this could mean fewer incentives for consumers to use credit cards, potentially affecting sales if customers opt for payment methods without rewards.

o Security risks: Visa and Mastercard have highly developed security networks and forcing merchants to use smaller or lesser-known networks could increase the risk of fraud or breaches. Small businesses, which often lack the resources to recover from data breaches, might face increased vulnerability.

o Delayed resolution: The lawsuit could take years to resolve, leaving small businesses stuck with high fees in the meantime. If

the legal fight drags on without a clear outcome, small businesses might continue to bear the brunt of these costs until either the courts or Congress acts.

Pros and cons of the lawsuit for small businesses

• Pros:

o Faster relief: A victory for the plaintiffs in the lawsuit could result in faster changes to Visa’s practices, leading to lower fees without waiting for legislation to pass. For small businesses, this would offer immediate financial relief.

o Competitive pricing: If Visa is forced to allow competition in payment processing, small businesses could access cheaper options, reducing their transaction costs.

o Judicial precedent: A legal win could create a strong precedent

that prevents other credit card companies from engaging in similar monopolistic practices.

• Cons:

o Uncertain outcome: The lawsuit is no guarantee of success and Visa has won similar cases in the past. If Visa prevails, this could further delay or even derail legislative efforts, leaving small businesses with the current high fees.

o Potential limited impact: Even if the plaintiffs succeed, the ruling might be narrow, affecting only certain aspects of Visa’s practices. Should this happen, small businesses may not see the broader reforms they need without legislative action.

o Legal costs and delays: The lawsuit could drag on and small businesses may continue to face the same high fees for years before any changes come about.

Potential outcomes and their impact on small businesses

If the plaintiffs win, the result could be significant cost savings for small businesses, as Visa would likely be forced to allow more competition among payment networks. This would give businesses the option to choose a cheaper network, thereby lowering their transaction costs. Small businesses could thus benefit from an almost immediate reduction in swipe fees, and some might even pass these savings onto customers in the form of lower prices.

If Visa wins, however, it could build momentum for passing the Credit Card Competition Act or similar bills in Congress. Lawmakers might feel compelled to act, arguing that the courts are unable to effectively address the issue. In this scenario, small businesses would still have a path to relief, but this would depend on the speed and success of legislative efforts. A protracted court battle could also slow down the legislative process, leaving small businesses in a difficult position for the foreseeable future.

Conclusion

The outcome of the lawsuit against Visa and the fate of the credit card swipe fee bill are critical for small businesses. As the legal and legislative battles continue, these enterprises will be closely watching developments, hoping for relief from high charges that eat into their profits. Whether through the courts or Congress, meaningful change could reduce these costs and help level the playing field for smaller merchants in today’s increasingly digital economy. But the uncertainty remains for now, so small businesses will have to wait and see how these battles play out and how they will ultimately affect their bottom lines.

A mistake-less week

Mike Tucker, executive director, Workplace Solutions Association

After the sale of the NOPA headquarters building in Alexandria, Virginia, I inherited a leatherbound book titled National Association News 1917-1919. I pick it up from time to time and enjoy comparing the industry’s century-old news with what’s going on today. I recently came across this article written by John Ogren, chairman of the Chicago Stationers Association, in August 1919. I found it interesting and entertaining, and I hope you will too. Wow, has the industry changed…!

“Gross profit” is the difference between what you pay for your goods and what you sell them for. It is really unfortunate that the word “profit” should have been used in this connection, because often it is not profit at all. It is merely your “receipts.” Out of those receipts you must pay certain unavoidable disbursements, such as salaries of salesman and all other employees, rent, taxes, insurance, light, heat, telephone, delivery, wrapping materials, repairs, alterations, depreciation of building and equipment, etc.

But that is not all: you must also pay certain avoidable disbursements that by reason of their frequency have come to be looked upon as unavoidable and legitimate expenses such as breakage, spoilage, depreciation of merchandise, stolen goods, waste of supplies, mistakes of various kinds and a score of other leaks that are largely, if not entirely, avoidable and that form a very large part of your inventory shrinkage, and consequently must go down as disbursements, to the

detriment of your real profit at the end of the year.

Careful investigations show that the real net profit on most goods is very small after all of these disbursements have been made. But these disbursements must be paid before there can be any profit. Consequently, if anything can be done to reduce your avoidable disbursements, it is evident that you will thereby increase your profits.

“Efficiency” is a common word in business today. Efficiency concerns itself largely with stopping avoidable leaks.

Your chairman wishes to call particular attention, from time to time, to some of these leaks and to suggest some measures for their correction, which can be carried out with your co-operation.

First let us consider MISTAKES AND ERRORS, a bad common cause of losses in a retail store.

Among the common errors that are avoided by careful salesmen are the following:

1. Penmanship so poor that time is lost in reading it.

2. Writing down wrong addresses when deliveries are to be made.

3. Making change incorrectly.

4. Failing to list all the items purchased.

5. Mistakes in addition or computation (common but easy to remedy, if the salesman will take time to add correctly).

6. Failure to charge the sale if made on account.

7. Selling goods at wrong prices such as a larger article at the price of a smaller size; wrong computation of quantity discounts, etc.

To concentrate the thought of every member of your organization upon these mistakes and their avoidance. It has been suggested that the week of August 4th to August 9th be set aside as a Mistake-less week, directing every energy to have your store go through that entire week without a single mistake.

Will you spread this propaganda among your clerks and employees, by the proper display of the enclosed Bulletin?

Should you want extra copies, please phone this office and they will be sent to you.

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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Explore our free on-demand webinar to discover strategies to reduce costs, options for optimizing benefits for your team, and more!

THE BUILDING BLOCKS TO SUCCESS (PART I)

In the first of a series of four articles by UK-based business development specialist TSP, director Adam Noble explains why diversification in the business supplies market requires a clear strategy

Times really have changed in our industry. It is hardly necessary to point out that COVID-19 and the commercial Armageddon that followed were merely nasty accelerating agents in an already challenged sector. We were already in trouble from a whole raft of technological developments and a flood of online competitors led by a veritable tsunami: Amazon.

As independent dealers emerged from the national lockdowns—bloodied and bruised but still alive—the pre-existing issues remained. And that core, traditional market—well, it shrank further.

It is time for a new strategy: one that accepts these changes are real and permanent. One that recalibrates

our thinking, positively changes our expectations and mood, and embraces the unique benefits that dealers possess in their ability to adapt and evolve to seize opportunities.

This article is the first in a four-part series aimed at identifying the fundamentals of creating a new future. Before I get into the bones of this initial discussion on strategy, it’s important to highlight that TSP’s contribution to this debate is built on a foundation of both successes and failures in driving diversification in our respective businesses. We’ve had some planned wins, stumbled upon surprise successes, hit the occasional road bump and, of course, faced one or two

abject failures—all accompanied by a healthy degree of trial and error. These articles will have a decent sprinkling of realism; and it should come as no surprise to learn that there is no clear-cut way of achieving the endgame you seek (or think you seek).

What is strategy?

I’ll start with the term itself: “strategy.” In business, “strategy” is a word used frequently, often out of context—and which, if we are honest, is rarely given the time or execution it deserves by the dealer community. However, in the ever-changing landscape of the workplace supplies reseller market, a compelling and innovative strategy is

crucial to give your company a chance to win business, sell at the prices you want and grow profitably to survive and prosper. Perhaps more so now than ever before.

The first natural advantage of a good strategy arises because most businesses in our industry don’t have one—and your competitors don’t expect you to have one either! Simply having a strategy puts you at an advantage straight away.

Many common strategies are based on outdated assumptions that businesses today have the same choices and purchasing behaviors as they did in the 1990s. This assumes that customers need dealers to help them navigate the process of sourcing and purchasing products backed by a range of service options, with the dealer being the only company capable of providing this.

True: for a long time, dealers had a significant advantage—the good old days!—with the knowledge and supply chain relationships to give customers access to all the products they needed. Additionally, they could advise on sourcing all products outside of the core. But, as we know, a business today doesn’t need a dealer to help with purchasing.

One great yet simple example of this worrying change is when a startup opens its first office. In the past, these companies would turn to the Yellow Pages (yes, I’ve been doing this for a long time), find a business supplies reseller and call it up. The rep would arrive and sell desks, office stationery, paper, etc. This initial interaction would likely lead to another order, some repeat business and, voilà—you’ve got yourself a customer, possibly for five years or more. If it grows, you grow. Lovely. Rinse and repeat.

By comparison, a startup owner nowadays takes great pleasure in preparing a new office by shopping

online for everything and at no point thinks it needs anyone to help. All this stuff can be bought from anywhere, can’t it? The upshot is the company never engages with a dealer to take advantage of all that wonderful knowledge and advice at their fingertips. This presents a serious challenge: how do dealers become wanted and valued again?

And that’s just for new customers. What about existing clients? Let’s be honest: resellers have done an amazing job for customers over the years—achieving such a broad standard offering of thousands of products, available from multiple sources with pretty much the same levels of service. This makes it relatively easy for a customer to change suppliers if it really wants to.

A dealer’s core offering of next-day service, high stock availability, simplified ordering and competitive pricing has become ubiquitous and commodified. It has led to dealers being unable to sell at the prices they want (or need) to. With customers in control and holding all the buying power, they can dictate the prices they pay and where they buy their goods.

Resellers struggle to create a differentiated offering that customers value and are happy to pay for. As a result, price becomes the ultimate factor in the absence of differentiation, leading to the inevitable “race to the bottom.”

So, now more than ever, to survive and thrive in the workplace supplies industry, it is crucial for dealers to develop a compelling strategy that distinguishes them from their competitors and creates value that customers deem worth the price.

The first step in making a strategy real is working out the win in order to gain a sustainable competitive advantage—or, in other words, a significant, meaningful idea about how to win.

Why is strategy important?

A well-crafted strategy is a guide for growth, competitiveness and success; but it needs to be sustainable to give a business an advantage. Strategic decisions are typically associated with issues such as the following:

• Long-term company direction: Decide on the type of business you think yours should be.

• Scope of company activities: Should your business concentrate on what it is doing today or expand its offering by diversifying to added-value services?

• Advantage over the competition: Build a strategy that is better or different than those of rivals to give you an advantage.

• Strategic fit with the business environment: Work out what clients need and their business problems and ensure your business provides the solutions.

• Resources and capabilities: Can skills and knowledge within the business be exploited to expand the offering or is an investment required to boost capabilities?

Adam Noble is a director at TSP.

The challenge for dealer principals is to build a sustainable long-term strategy that will provide a “protective moat” through a differentiated offer. It is not about being unique—this is not important and in fact can be deemed as high risk to a buyer—but rather about being different relative to the buyer’s other options. This is achieved by creating both real and perceived value for the customer.

For dealers, the pivotal question is when to start looking at strategic options and choices. Below is a simple framework—a favorite of mine—that serves as a guide in making the decisions necessary to create a sustainable strategy.

Determining a strategy for your business is not an easy process; nor should it be created alone (if possible). Yes, there has to be a decision-maker at the end of the day; but a collective strategy—one invested in by as many people as possible—represents that crucial first step. While the vision for the business may originate from an

individual, the strategy to execute that vision necessitates wider buy-in. Securing that buy-in creates purpose, which in turn leads to higher motivational levels; and there are many soft benefits to a good strategy.

I’ve found the above model stimulates debate and discussion and is worth the time, as it will lead to clarity and that all-important buy-in.

It’s about choices

An often-misquoted statement attributed to Henry Ford about sales goes: “Selling is simple: find out what your customer wants and give it to him.” Ford actually said: “If I asked my customer what they wanted, they would have said faster horses.”

There is a clear lesson to learn from this when deciding on strategic options. If you ask your customers right now what they want, they will say better prices or faster/better service—but at no extra cost! If you base your future strategy on this, you will continue to be part of a very big field of likeminded

• Our guiding aspirations AN INTEGRATED CASCADE OF CHOICES

The purpose of the enterprise:

The right playing field:

• Where we will compete – our geographies, product categories, consumer segments, channels, vertical stages of production

suppliers in that race to the bottom. Rather than concentrating on what your customer wants, advised Ford, you should focus on what they need— but don’t expect them to know what that is. As the late Steve Jobs famously observed: “People do not know what they want until you show it to them.”

The starting point for determining a strategy lies in gathering information from multiple sources. To truly differentiate, it’s essential to gain input from customers, employees, investors (if you have them), suppliers and even competitors. Ask them what they think. I promise you will see some interesting variety (which is good, as it proves there is no one-size-fits-all solution everyone can copy); but you will also spot some common themes on which to base your decision-making.

When a good strategy is in place, it must be turned into a compelling and straightforward sales message: one that your clients (and salespeople) understand and that makes it easier for them to choose you—and harder for them to leave. Ultimately, it should deliver a proposition relevant to your target customers and provide the benefits of a car, not a faster horse!

What’s next?

The goal of this first article on diversification is to stimulate thinking— even action—on the important need for dealers to create a value proposition.

The unique right to win:

• Our value proposition

• Our competitive advantage

The set of capabilities required to win:

• Our reinforcing activities

• Our specific configuration

The support systems:

• The systems, structures and measures required to support our choices

I’m afraid the bad news is there is no silver-bullet solution. But the good news is there is no silver-bullet solution! If there were, everyone would do it and the race to the bottom would begin all over again—and the danger is, eventually, everyone would win!

In the next article, another TSP director, Steve Gorham, will look at how managed services and outsourcing can be key tools in your arsenal when it comes to diversification.

Black, Blue, Red, Purple or Green Ink

Black, Pearl White, Frost Blue

Forest Green Plastic Barrel

Black, Gunmetal or Champagne Metal Barrel

Green issues are once again front and center in many buyers’ minds. We look at how to make money AND save the planet at the same time!

By Lisa Veeck

Hurricanes caused by record warm water temperatures. Blazing heat searing much of the nation. Wildfires running rampant in the West. There’s no question: Mother Nature is not happy. As a result of these extreme climatic events, sustainability is slowly moving back into the spotlight, prompting many independent dealers to wonder if this time, the trend is here to stay.

Historically, sustainable products have often been far more expensive and less effective than their traditional counterparts. More recently, the COVID-19 pandemic brought sustainable product sales to a virtual standstill as customers and dealers scrambled to get hold of whatever personal protective equipment (PPE) and hygiene supplies they could from wherever they could. However, many dealers suggest that today, with the pandemic more or less behind us, the sustainable trend is not just returning but picking up speed.

Evolving trends

David Guernsey, president and CEO of Guernsey, Inc., Dulles, Virginia, is one of them: “We saw interest in sustainable products fall off the train during the pandemic. Manufacturers stopped producing the products because they weren’t profitable. There was no demand for them—or for much of anything besides PPE—during the pandemic; and as sustainable products made up a small part of most manufacturers’ product lines, they were one of the first things to go. But since the end of 2023, we’ve seen significant renewed interest. Everything from paper with recycled content to water bottles—anything with a recycling component has taken off.”

Guernsey goes on to suggest that location may play a role in this: “Our market is in the Washington, DC area, and I think there is more interest here

than elsewhere. We have a presence in Harrisburg, Pennsylvania and Norfolk, Virginia, and the demand there is not at the same level.”

According to Greg McLeod, president and CEO of 1st Source Business Supplies, Minneapolis, Minnesota, sustainable products account for $3 million of the company’s $8 million annual sales. About two-thirds of those sales are in the upper Midwest, with the remainder in the Midsouth. Some of the most robust sustainable segments for 1st Source have been food service and entertainment, including movie theaters and casinos. While the company offers a broad range of sustainable products, one top seller is per- and polyfluoroalkyl substance (PFAS)-free food service containers.

“We recognized the dangers of PFAS five years ago, with them causing cancer and showing up in everything from bloodwork to breast milk,” says McLeod. “They are called ‘forever chemicals’ for a reason—they stay in the body forever. We knew there were containers made with bagasse [the fibrous waste product left over after the juice is extracted from sugarcane or sorghum stalks]. To make them more grease-resistant, the containers

were sprayed with PFAS. We kept looking and now sell one made of bagasse and bamboo. It is 100 percent environmentally friendly and PFAS-free.”

Earth-friendly cleaning chemicals are also big sellers for 1st Source. “We sell Betco environmentally friendly chemicals with probiotics,” continues McLeod. “We recently contracted with a movie theater chain that was having issues with the cleanliness and hygiene of some areas, including restrooms. The problem is that often, workers will mop the area, but the offensive substance gets into the grout and resurfaces quickly, along with the smell. Probiotics eat the bacteria, removing both the source and the smell. The cleanliness and hygiene last a lot longer. It feels good to sell something environmentally friendly and cost-effective that works great.”

Nicole Mairena, principal and owner of Office Solutions, Yorba Landa, California, has also seen an uptick in interest in sustainable products since the pandemic, but acknowledges: “We are not there yet. In furniture, we are seeing some sustainable fabrics, such as those made with 100 percent post-consumer materials. Overall, many people care, but sustainable

products often cost a bit more and companies are still dealing with inflation. The customers we find most interested in sustainable products are the design firms and many of them try to sway their clients toward them.”

Mairena compliments manufacturers for pushing the envelope in this regard: “More manufacturers are coming out with more sustainable products and their manufacturing processes are also becoming more sustainable. It’s easier to sell the concept when manufacturers, dealers and clients all want to move in that direction.”

However, sustainable sales are slower at McCartney’s, Inc. in Altoona, Pennsylvania. “Our market doesn’t care too much about sustainability—not like they do in a place like California,” reports Tracey Baker, head of the sales, design and marketing departments. “We have a lot of industry here and it’s a rural area, so there’s not as much money. Generally, sustainable products cost more.”

Finance director Randy Green chimes in with an example: “We offer carbon-neutral furniture that

is only a 5 percent upcharge and are disappointed the market hasn’t been quicker to embrace it.” More positively, he adds: “Many furniture manufacturers are closing in on having their operations become net-zero emissions and carbon neutral. The industry is moving in that direction.”

Both agree that some demographics are more environmentally committed than others. “Penn State University is one of our more conscientious customers,” Baker says. Green elaborates: “The younger generation is more conscious of the environment, but most aren’t in decision-making roles yet. This will transition over time.”

And Baker acknowledges that time isn’t the only issue: “Our area has trouble keeping younger people here, so there are fewer younger people to move into those buying positions.”

Obstacles to uptake

Most dealers agree sustainable products cost a bit more, which is arguably the most significant challenge. “It’s a great revenue generator for those customers that care, but you

have to find the right people,” cautions McLeod. “Most 1st Source customers have moved 100 percent away from Styrofoam, but it’s taken five years. Our experience has been it’s a tough sell for companies on a tight budget because foam containers are incredibly cheap. At this point, we only sell foam as a last resort and we don’t stock large quantities, so if they need truckloads, we are not a good source for them.”

It’s a similar story at Office Solutions, where Mairena emphasizes durability to cost-averse customers: “We explain that cheap furniture ends up in landfill in two to three years and needs to be replaced sooner. We encourage them to spend a bit more on a better-quality chair that is more sustainable because it will last 10 years or more. If a company just wants to check off that it has a chair for each employee, it probably won’t care and will buy the cheaper chair. But companies that are passionate about their projects know the health and wellbeing of their employees and ergonomics and sustainability go hand in hand.”

Yet even the most promising sustainability efforts can be derailed. “On some projects, sustainability sounds good and the customer gets excited about it; but after all the changes, the project can go from 50 percent sustainable furniture to 25 percent,” explains Mairena. “On the other hand, if a company wants a project to be, say, 60 percent sustainable, we can find the items so it achieves its sustainability goal.”

At McCartney’s, location is once again a factor here. “There’s a difference between DC, LA and Chicago and rural areas like where we are,” admits Green. “Here, the cost of living is up to 70 percent less, but that means 70 percent less income and profit for companies. So a five percent cost increase can be significant.”

Cover Story

Meanwhile, Guernsey suggests limited awareness is another obstacle:

“Understanding and responding to questions about what is recyclable or what is sustainable can pose a challenge. You need to provide factual information, which means a different conversation. There are many sustainable products and claims. What’s the difference between 50 percent and 30 percent recyclable paper? The answer is there isn’t really a meaningful difference, although 50 percent costs more. You need to be able to answer these questions and offer suggestions that make sense for customers looking to improve their sustainability.”

Less is more

While most dealers acknowledge the ubiquity of Amazon today, few see it as a significant threat in this category. In fact, many shine a searching light on Amazon’s multiple deliveries and individual packaging for customers keen to reduce their carbon footprint.

“McCartney’s makes one complete delivery to the customer where Amazon might make five or six,” says Green. “Consolidated deliveries provide a

more sustainable solution.”

Guernsey agrees: “Customers care about carbon footprints and have some angst over Amazon’s order sizes and delivery schedule. It’s not like you see a lot of Amazon deliveries being made with electric vehicles.”

Enduring sustainability

So how can independent dealers help promote a greater understanding of, and demand for, sustainable products? “We use manufacturers as a source of knowledge,” reveals Guernsey. “We have them present regularly to our sales staff and have them explain sustainability in a way that ensures our reps can then explain it to customers. There are other sources, like the internet, but manufacturers are more granular and have more to share. And if the sustainability trend continues to grow, we will all need to learn more about it.”

McLeod has three top tips: “First, you don’t need to be an expert. There’s a learning curve; if you wait to become an expert, you’ll never sell. Second, work it into every conversation. Ask what the customer is doing in terms of sustainability. This will tell you pretty

quickly how they feel about it—like if they just say, ‘Send foam.’ But no harm, no foul: either way, it shows you are more than just an order taker. It also plants a seed for you to revisit next year, since things change. Lastly, I probably shouldn’t give this advice away, since it works so well for us, but in the spirit of helping other dealers: samples, samples, samples! Get things in the customer’s hands. You can talk about a product all day, but people are tactile. Give them a sample to try.”

Meanwhile, Baker recommends: “Pay attention to the market. Listen to your customers’ needs and move along with them. You can make changes in sustainability because you care, but if you are not in sync with your market, it won’t go well. Not recycling is one of the seven deadly sins in my home, but you can’t expect all customers to jump on the trend.”

Green concludes: “Attempt to lead by example. You can suggest new approaches to sustainability and set a good example with your efforts. You can give them product choices that are more sustainable and explain why they. But ultimately, the customer will decide what to buy.”

Q:

Is recycled paper better than sustainably sourced?

A: You can’t go wrong with Paper Made Right®.

With Hammermill®, choosing an earth-friendly paper for your business is easy. Our Great White® contains 30% recycled content and is a reliable everyday office paper. But all of our papers, including premium options, are sourced from sustainably-managed forests. So whatever you choose, it’s made right for the planet. And that’s something to feel good about.

Sustainably Sourced

SFI® Certified

How to use AI for writing without sounding like a robot

Written by West McDonald and his custom

Edited by West McDonald and ChatGPT Canvas

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.

If you’re an office products dealer trying to speed up and expand your marketing efforts on a budget, you’ve probably turned to tools like ChatGPT or Claude. The problem? Far too many use these tools straight out of the box, leading to content that sounds stiff, overly complex and full of buzzwords.

(Ugh—never use the word “buzzword”; we’ll discuss that later.) There’s a better way to make AI work for you without losing that human touch. With a few key adjustments, you can make your AI-generated content sound engaging, authentic and uniquely yours. Let me show you how to use

AI while staying true to your corporate voice and making your content stand out.

Skip the “movie trailer” intro

You’ve seen it a thousand times: “In today’s fast-paced world …” or “In an era of rapid technological advancement …” Sound

familiar? That’s AI trying to sound profound. The problem is, no one actually talks like that. It’s like that guy at a party who tries too hard to sound smart. Sure, it might catch your attention at first, but soon it just gets exhausting.

Real people don’t need to set the scene with dramatic

AI writing assistant, “West Muse”

flair. We just dive right into the good stuff. So, let’s do that right now. Instead of padding your content with grandiose statements, start with something real, something specific, which grabs attention immediately. Think of the core message you want to convey and jump right in—your readers will appreciate the direct approach.

Avoid buzzwords that mean nothing AI loves to sound smart by cramming in as many buzzwords as possible. “Revolutionize,” “game-changing,” “disruptive innovation” … These words are all fluff. They might seem impressive at first glance, but they lack substance and fail to convey real meaning. If your writing is full of buzzwords without clarity or purpose, it’s time to refine and focus on delivering value instead. The key here is to be specific. Instead of using vague, flashy words, talk about what you actually do and how it benefits your audience. Use concrete examples, real outcomes and plain language that everyone can understand. Buzzwords might make your content sound exciting, but authenticity and clarity are what truly resonate with readers and build trust.

Watch out for hyphen overload

AI loves adjectives, especially the kinds that

come in pairs and need a hyphen to hold them together. “Human-centered,” “machine-generated,” “data-driven”—AI can’t get enough of them. Human writers tend to use adjectives sparingly because we know that less is more.

When you’re writing, try to limit the use of overly complex, hyphenated adjectives. Focus instead on choosing clear, powerful nouns and verbs that convey your message directly. Simple language is almost always more effective and helps ensure that your readers don’t get bogged down in unnecessary jargon or overloaded descriptions.

Simplify complex sentences

Have you ever read a sentence so long and twisted that you soon forget what the point was in the first place? That’s AI trying to show off. Instead of getting straight to the point, it piles

West McDonald

on clause after clause, trying to sound sophisticated. AI doesn’t know when to stop. Keep it simple and get straight to the point. Your goal should be clarity above all else. Break long sentences into shorter, more digestible pieces. Each sentence should communicate one clear idea. This makes your writing more engaging and easier for your readers to follow. Remember, sophisticated writing isn’t about using complicated language—it’s about communicating effectively.

Make transitions smooth

AI often uses clunky transition words like “Moreover,” “Furthermore” or “Nevertheless.” Human writers transition naturally. Don’t overthink. Just flow from one idea to the next. Instead of relying on formal transition phrases, consider how your ideas connect logically. Use natural

language that reflects how people speak and let the flow of your content guide the reader seamlessly from one point to the next. This makes your writing feel conversational and keeps readers engaged.

Use metaphors sparingly

AI desperately wants to sound creative, so it throws in metaphors like “tapestry” or “symphony” to describe things that don’t need to be dressed up. The problem? They don’t always make sense. Use metaphors only when they truly add value and fit the context naturally. If you’re paying attention, I used a metaphor earlier, I know. I couldn’t help myself! The key is to use metaphors thoughtfully. A well-placed metaphor can make your writing more vivid and engaging, but overusing them can make your message confusing or overly flowery. When in doubt, keep it simple

West McDonald

and straightforward. Use metaphors only when they add clarity or help paint a picture that enhances understanding.

End with impact, not a flag

Ever notice how AI loves to sign off with phrases like “In conclusion” or “To sum up”? It’s as if it needs to tell you, “Hey, we’re done here!” Humans don’t need to wave a flag when we’re wrapping things up. Human writers (or AI that truly writes like humans) just end with a point that sticks.

When wrapping up your writing, focus on leaving your readers with a lasting impression. Reinforce the main point in a powerful way that stays with them, rather than announcing that you’re about to end. Summarize key insights or leave readers with a thought-provoking

statement. Make sure your conclusion ties everything together neatly and provides a sense of closure without being overly formal.

Create a custom GPT that gets it right

If all this sounds like a lot to manage manually, there’s a solution: a custom GPT that takes care of all these nuances automatically. At GoWest.ai, we’ve created many custom AI writers for clients that do a much better job of creating content that aligns with their corporate brand, culture and the industry they serve. For office product dealers, this means having an AI trained to understand your customers, tailoring content that fits your voice and resonates with your audience every single time. With a custom GPT, you

get content that is clear, on-brand, not blatantly “AI written,” and ready to connect effortlessly with your market.

Bring

humanity to your AI writing

Hopefully, this article helps you understand how to better use AI for writing so that AI-generated content doesn’t sound mechanical or “Oh so AI.” With a few tweaks, you can make it sound authentically yours. Focus on being direct, using simple language and speaking clearly to your audience. Cut out the fluff, avoid unnecessary jargon and use a custom AI GPT to communicate in a way that’s easy to understand.

At GoWest.ai, we create custom GPTs that reflect your voice, style and tone so your content feels authentic,

not automated. I used a custom writing GPT (“West Muse”) to help write this piece and ChatGPT Canvas to act as my copy editor, and I can show you how to do the same. Whether you want to build a custom AI writing assistant with me or roll up your sleeves and try it on your own, I’m here to help. There’s so much potential in using AI to enhance your writing, but it’s all about using it wisely. Let’s make sure your content stays as human as you are.

Ready to build an AI assistant that speaks your language? Let’s get started. Drop us a line at west@ gowest.ai, or visit www. gowest.ai to learn more about us, and together we can ensure your writing is not just efficient, but also engaging, relatable and uniquely yours.

Tom Buxton

You too can raise your prices!

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.

You may have received some price increase notices from suppliers during the past few weeks. I congratulate them for two things:

• They notified you.

• They have the guts to raise their prices.

I can hear some of you saying, “How can you say that, Tom? I thought you were on the side of independent distributors!”

I am indeed firmly entrenched on the side of the IDC, but what many forget is that we need

healthy suppliers in order to stay healthy ourselves. And yes, we need to stay “competitive”—but guess what? Our competitors are raising their prices too.

For just a few sentences, I am going to sound very political. Prices are still going up, as are wages. There may be some “price gouging” going on; but from what I have seen in the marketplace, most companies are just trying to survive while supporting their shareholders, employees and customers. Remember, prices have increased over 20 percent

(or more) in the past few years due to government interventions and spending. And a natural result has been stratospheric wage increases. The most recent example is the longshoremen “mysteriously” ending their walkout after two days when promised 62 percent pay increases.

You can’t make this stuff up! If you think inflation is softening, just wait until after the election. Neither candidate is talking seriously about reducing spending and their plans for reducing the deficit of over $80,000 for

every man, woman and child in this country are at best overly optimistic.

So, what should you conclude from reading this article, which is so full of Thanksgiving cheer? I believe you should do a number of things:

• Have a plan to consistently raise your prices as your costs go up.

• The IDC is committed to human salespeople, so demand more of them.

• Outsource some of your current functions if it can save you money.

• Reevaluate your delivery

routes to make them more efficient

• Sell to larger customers which, more than ever before, want and need personal help!

• Don’t prospect for accounts under 20 people unless your company is rurally based.

• Force your salesforce to be organized by implementing a customer relations management system.

• Reevaluate your stocking strategy.

• Join groups like AFFLINK to gain janitorial/ foodservice expertise.

• Join groups like AOPD or EPIC to expand your footprint in the state, local and education and hospital spaces.

• Pick just two of these suggestions to work on immediately—and one of them should be raising your prices.

I know that I have thrown a lot at you in this column, and I am sorry for any frustration it causes. However, both the dangers and the opportunities for the IDC are too large to ignore the facts. As you approach the end of 2024, your company needs

a sales plan and a budget. If you want to discuss any of the points listed above, feel free to call or email me. I will not try to “pitch” you on my services—except for possibly helping your company make more money through the Margin Accelerator program (in partnership with ECI), which is currently assisting small and large dealers with total sales of approximately $300 million to maintain and grow their margins. If you don’t want to hear about it, I won’t bring it up. And I will spend at least an hour with you to help you build a plan for

next year—at no charge! Whatever you do, find someone you can trust to help you use the last few months of this year to make your company more profitable next year. Prices will continue to increase, and for many reasons that don’t need too much explaining, we can only hope that they won’t go down. (Deflation is worse than anything else you can imagine.) November and December are generally pretty slow months, so start planning for next year. And, by the way, raise your prices now!

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.

ONBOARDING EXCELLENCE: STRATEGIES FOR SEAMLESSLY INTEGRATING NEW SALES REPS

Onboarding is not just a checkbox activity. A well-structured onboarding program does more than welcome new sales representatives—it equips them with the skills, knowledge and confidence to excel from day one. Here are some essential strategies to empower your sales reps and drive your business forward.

Set the tone with culture and attitude

Start the onboarding process with a clear emphasis on your dealership’s culture and attitude. Whether you’re a small dealership where the owner is also the sales manager or a larger one requiring more deliberate interaction with top leadership, setting expectations early is key. Consider building a session on goal setting into your first-week curriculum. Whether your hire is just starting out in their career or a seasoned hand, personal and professional goals

matter. Here’s how you can foster this culture:

• The owner or manager shares their own goals.

• New hires hear from peers about their goals.

• New hires share their personal goals so the team can get a sense of what drives them outside of work, helping everyone understand the personal motivations behind their efforts.

I have seen how sharing goals can lead to everything from the creation of a charitable nonprofit to ticking off a “bucket list” item like riding a Harley on lunch break.

Sharing goals is like magic and when people are clear about what they want, this can help fuel motivation for sales activities.

Capture best practices from your elite salespeople and specialists

Capture the best practices of your top salespeople and specialists through video clips.

Consistency is key and short, two to three-minute clips can ensure new hires receive the same high-value tips and insights from your best performers without needing to coordinate busy schedules. Peer-to-peer videos can help new hires learn what works from those already succeeding, saving time and adding long-term value to your onboarding process.

A small investment in adding music to the clips or providing visual polish is minimal compared to the logistics of repeatedly gathering everyone in one room at the same time. This approach ensures a consistent, professional onboarding experience.

Capture client success stories

Help new hires learn at least five key client success stories. Stories provide credibility, demonstrate value and build trust with customers. A new rep won’t have their own stories yet,

but they can learn those of others. Capture impactful stories from other reps, using a simple format:

• What was the client’s problem before?

• Why did they switch to your dealership?

• What impact did your dealership have? These stories can be shared through team meetings or video clips, giving new hires valuable tools to gain confidence early. When I started my business 20 years ago, I didn’t have my own stories either: I had to learn from others, study their wins and share those stories until I had my own. Teach your team to do the same.

Introduce technology early and often

From customer relationship management (CRM) and enterprise resource planning (ERP) solutions to tools like ChatGPT, AI platforms and virtual meeting recording software, guiding new

salespeople to understand and adopt these tools early will accelerate the onboarding process and enhance productivity.

Technology is no longer optional for sales teams— according to Salesforce, 79 percent of salespeople say their role depends on tech tools.

Assess tech aptitude early in onboarding by:

• observing how quickly new hires engage with digital tools and systems;

• asking them to build email templates or proposals directly in the CRM;

• guiding prospecting efforts, follow-up tasks and pipeline updates in the CRM (if this isn’t happening, consider whether the reason is a lack of discipline or know-how); and

• checking if your new salesperson is taking notes and if they have screenshots to assist them instead of relying on memory alone.

Encourage hands-on learning from day one to ensure new personnel become proficient with the essential tools that will drive productivity.

Foster a culture of coaching and development

Creating a culture of coaching and development is critical for long-term success. Set expectations for regular interaction between managers and reps, focusing on:

• consistent one-to-ones with managers to review progress and challenges;

• pipeline reviews to assess prospecting efforts and sales activities; and

• weekly reviews of recorded virtual meetings (e.g., Zoom or Teams).

Fostering career development and providing ongoing coaching position managers as catalysts for helping teams grow.

Regular coaching also ensures that managers refer back to the goals set on Day 1, keeping reps aligned with both personal and professional development.

As Gary Hoover wisely stated, “Nothing is a more powerful agent for attracting and keeping talented people than a clear vision, especially if the organization is living that vision and achieving its goals.”

It’s important to tie your onboarding program back to those personal goals. Revisiting goals reminds your new hires of their purpose, what drives them and how the dealership can help them achieve those aspirations. From the start, your reps will feel connected and motivated to push forward, knowing

Marisa Pensa

their growth matters to the dealership.

Set up your reps for long-term success

Are you looking for a program to help onboard your new hires? We can help! Check out our two new courses that are coming soon (see image below).

With a structured roadmap unique to the supply industry—incorporating roleplay, AI-powered flash drills for memory testing and continuous coaching—your new sales reps will feel empowered to hit the ground running.

Mara Gannon

When and how to use AI TO BOOST YOUR MARKETING

As AI continues to change how businesses work, its use in digital marketing is becoming more important.

AI isn’t just a passing fad; it’s a helpful tool that can speed up marketing tasks, tailor customer experiences and enhance advertising plans. Companies wanting to improve their marketing need to know how best to use AI to achieve this goal. So, let’s dive into when to use AI in marketing and how it can help in creating and designing content.

Identifying when to use AI in your marketing strategy

AI can significantly enhance your marketing strategy when used at the right

moments. For instance, its ability to process large datasets in real time is invaluable when you need to swiftly analyze customer data, segment audiences or predict future trends. It’s particularly effective for automating repetitive tasks, such as sending personalized email campaigns or managing weekly deals, freeing up your team for more creative and strategic endeavors.

AI can also be leveraged when you’re looking to improve personalization in your customer interactions. It can analyze customer behaviors and preferences, enabling you to deliver more tailored content and

recommendations. This not only enhances the customer experience but also boosts engagement and conversions.

AI can additionally be a gamechanger during peak campaign periods when speed and efficiency are paramount. By automating data analysis and customer segmentation, AI allows you to execute campaigns more effectively and with greater precision.

Lastly, AI is useful when testing and optimizing your marketing efforts. By continuously analyzing performance metrics, AI can provide actionable insights and suggest adjustments, ensuring your

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

campaigns remain effective and relevant. Integrating AI at these critical junctures can lead to more impactful and efficient marketing strategies.

Enhancing copywriting with AI: from blogs to ads

AI has transformed how we approach written content, making it easier to generate compelling copy across various formats. Whether you need fresh blog ideas or eye-catching ad copy, AI tools can streamline the writing process. For instance, when deadlines are tight or creativity feels stifled, AI-powered writing assistants can produce drafts and suggest edits,

freeing you to fine-tune the message and ensure it stays true to your brand voice. These tools can also analyze previous high-performing content to offer data-driven recommendations, helping you craft more engaging material. However, it’s crucial to maintain human oversight to preserve authenticity and intellectual integrity in your communications.

Using AI for visual content: imagery and design

Visual content is pivotal in capturing audience attention and AI can elevate your design game to the next level. AI-driven design tools are incredibly versatile, allowing you to generate custom images, recommend engaging layouts and even create unique graphics that resonate with your target audience. For businesses with limited design resources, these tools offer a cost-effective solution to generate professional-grade visuals in no time.

And AI’s capabilities extend beyond just creating visuals. AI can also analyze the performance of your imagery, providing valuable insights into the types of designs that promote the most engagement. This data-driven approach helps you refine your visual content strategy, ensuring each piece you produce is aligned with audience preferences. For instance, AI can assess color schemes, image placement and other design elements to recommend tweaks that could boost effectiveness. Moreover, AI can streamline your workflow by automating repetitive design tasks, freeing up your creative team to focus on more strategic initiatives. Whether it’s creating social media graphics, email banners or website visuals, AI tools can significantly reduce the time and effort required, while maintaining high-quality standards. With AI, you can keep your visual

content fresh and engaging, ultimately enhancing your overall marketing efforts.

Paid versus free AI tools: pros and cons

Choosing between paid and free AI tools can be a balancing act for businesses. Free tools are a great way to dip your toe into the world of AI without any financial commitment. They typically provide essential functionalities that can help automate basic tasks and give you a sense of what AI can do. However, their limitations often include less customization, fewer advanced features and minimal customer support. These tools might suffice for small-scale projects or businesses just starting to explore AI in marketing.

Paid AI tools come with a broader range of capabilities that can significantly enhance your marketing efforts. They often offer advanced analytics, more robust integration options and superior customer support. The higher degree of customization and advanced features can make a big difference in tailoring campaigns to meet specific business goals. For instance, paid tools can provide deeper insights into customer behaviors and preferences, enabling more precise targeting and personalization.

The investment in paid AI tools can lead to increased efficiency and improved performance, which may

outweigh the initial costs. The choice between free and paid tools should be guided by your specific marketing needs and budget considerations. Whether you opt for a free or paid solution, the thoughtful integration of AI can transform your marketing strategy and drive better results.

Integrating AI into your existing marketing workflow

To effectively integrate AI into your marketing workflow, begin by pinpointing areas where automation and data insights can yield the most benefit. Collaborate with your team to identify specific tasks that can be streamlined, such as customer segmentation, content creation or performance analysis. Selecting the right AI tools is crucial, so focus on those that align best with your marketing goals and existing processes. Training and support are essential: ensure your team feels confident using these new technologies. Regularly evaluate the impact of AI-driven efforts and be flexible in adapting your strategies based on performance data and team feedback. By weaving AI seamlessly into your workflow, you can enhance efficiency and drive more impactful marketing results. Unsure of the next steps? Reach out to your marketing team and test a few AI models to see which work best for your business.

Troy Harrison

Troy Harrison is the Sales Navigator and the author of Sell

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

WINNING THEM BACK: how to regain lost business

How strong are your relationships with your customers—particularly your top customers?

When I work with my clients, I always like to ask how strong their customer relationships are. I usually hear, “Our customers love us,” or words to that effect. “Great,” I say—and then I ask the most important question: “What percentage of your customer base would allow you one big mistake in your service and continue doing business with you?” Usually, the room gets very quiet at this point. The room gets quiet because when I ask that question, people begin imagining that scenario.

That’s what I’d like you to do right now. Think about any of your top ten customers. You’ve been doing a great job for them, maybe for years. It’s been a while since there have been any major mistakes. Now, imagine that you’ve made a big one—the kind of mistake that goes all the way to decision-maker level. Can your relationship withstand that?

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

• The occasional buyer: The occasional buyer does spend money with you, but they don’t really identify with you. Every purchase is a new buying process: your offer is weighed against the competition and whoever makes the best offer at that time gets the business. Make a mistake and you might get eliminated from the list—or at least get demoted.

• The habitual buyer: The relationship with the habitual buyer is deceptive. As the name suggests, these customers buy from you (all the time or nearly all the time)—but out of

habit, not necessarily out of any particular identification or affinity with you. They buy from you because they buy from you, but there’s no loyalty there. Make a mistake and they will break the habit.

• The loyal customer: This is what we all want. Not only does the loyal customer buy from you; they know why, they can articulate what you do for them and they will evangelize about you to other potential customers. More to the point of this article, one mistake won’t kill the relationship.

Here’s the truth: if you’re only one mistake away from

Troy Harrison

losing the business at any given time, your relationship with your customer isn’t very strong. Strong relationships will withstand a service issue—even a big one. The strongest will withstand multiple issues. If you feel a lot of your customers are “one mistake away”, don’t feel bad. Your competitors are probably in the same situation. We’ve talked before about how to build stronger relationships; today, let’s talk about how to win back lost business.

First, you must understand that your biggest obstacle in regaining a lost customer is fear—yours and theirs. You fear going back to the customer because you don’t want to be rejected again.

did your best to take care of them. The customer looks at the entire company as one person. Either say, “We screwed up and we’re sorry,” or “I screwed up and I’m sorry.” If your customer wants to vent, let them—and empathize with them. They’re angry and, without venting that anger, they won’t be able to move beyond the current issue.

Your customer fears doing business with you because they don’t want to get into another bad situation. First, you have to overcome your own fear. If your customer is open to persuasion, you can help them overcome theirs. You can do so through a few simple steps:

• Eat crow: To recover from a mistake, you must first admit that you made one. You do so by admitting and apologizing. What’s important here is not to pass the buck when you apologize; the customer doesn’t care if it was the bad ol’ shipping department that messed up their order while you, the honest salesperson,

• Make good: In advertising, there is a concept called a “make-good” that kicks in when promises are unfulfilled. For instance, if an advertiser buys an ad for a particular TV show with a particular ratings expectation and the show delivers well below that expectation, the advertiser may well receive a “make-good”—a free ad that completes the exposure expectation. Whatever business you’re in, you can figure out a “make-good” gesture. What’s important is that the gesture be proportionate to the screwup. Cause a company downtime costing $30,000 and a $15 candy basket may not be good enough. “Make-goods” are designed to assign some of the burden to you; so if you want the business back, you should be prepared to make it worthwhile.

• Re-sell. Now it’s time to rediscover why your customer was doing business with you in the first place. Ask some good questions and present some powerful benefits that remind the customer why they enjoyed your company as a supplier. Re-present and re-close. If it’s appropriate, gently remind your customer about the positive relationship you’ve had with them.

• Above all, don’t compete with your customer: Sometimes, the customer is so upset or disillusioned that they aren’t willing to change their minds. When this happens, it’s important not to make a contest of the dialog; when you argue with your customer, you always lose. If the customer is dead set on not accepting your apology or re-sell overtures, it’s best to let the problem rest for a while.

Depending on how serious your service issue was, winning your customer back can range from easy to impossible. If you are fortunate enough to regain their business, don’t allow yourself to end up back in that same position—work to strengthen the relationship until it can withstand some service issues. Whatever you do, make sure you do it with class and integrity.