Independent Dealer Sept/Oct 2024

INDEPENDENT DEALER

the official publication of WSA

Editorial & Contents

Show of strength

Before starting this column, in which I was going to talk about Industry Week, I’d just like to take a moment to say that the thoughts of all those at INDEPENDENT DEALER are with those affected by Hurricane Helene. I, like many members of the IDC, was in Florida as warnings of the impending catastrophe were sounded; but I was also one of the vast majority of attendees at the show who managed to leave and return to safety before the storm hit.

I fully understand that wasn’t an option for many who live in the Southeast United States—including, I’m sure, some members of our industry, and our best wishes go out to them as they try to rebuild their lives.

To return to Industry Week, as it says in the news report on page 14, it was refreshing to attend a show that took such an upbeat and positive view of the current lot of the IDC. I don’t mean to imply that other shows have been particularly downbeat or gloomy; nor do I think we should we be sugarcoating things or offering false hope.

Rowan McIntyre, editor and publisher rowan@idealercentral.com

The messages at Industry Week weren’t blindly optimsitic, but constructively so. Vendors such as Steve Schultz and Ric Anderson both highlighted the opportunities that exist in an admittedly turbulent and uncertain present. Dealers including Myers Jordan and Jarrod Anderson talked on panels and in interviews not just about the problems new technolgy can create, but about ways to solve them and how we should be able to work together to ensure that the solutions can create future success.

So hats off to ISG for a great show and reinforcing a sentiment that has been expressed in these pages many times before—that the IDC really is Better Together!

Office Centre/Teacher’s Pet, Crowley, Louisiana

40 COVER STORY

Earn top honors in education: Our associate editor Lisa Veeck looks at how best to prepare for back-to-school sales and make money all year round in the education sector

48 COLUMNS

48 West McDonald: To chatbot or not to chatbot, that is the question—and here’s how to get it right.

52 Tom Buxton: Recession or not, there are some out there with money to spend

54 Troy Harrison: Accept no excuses with sales tech! 48

INDEPENDENT DEALER

Editor and publisher

Rowan McIntyre

Associate editor

Lisa Veeck

Head of media sales

Chris Turness

Finance and operations

Kelly Hilleard

Head of creative

Malone Office Environments turns 90

Since 1934, Malone Office Environments, Columbus, Georgia, has had one passion: the customer. It’s been the North Star that has kept the family-owned business at the top of its game for 90 years.

“Customer service has always been the foundation of our business,” says chief financial officer and office supply division manager Juanita Strickland, who spent years as a consultant before joining the company in 2008. “We say our number one priority is our customers, and it really is.”

Like many of today’s independent dealers, Malone started out as a Royal typewriter sales and repair company with four or five employees.

Sam Buracker Sr. purchased it in 1967. By the 1970s, it became clear that business needs were changing, including a gradual decline in traditional office products. So when Blue Cross and Blue Shield asked if it could supply partitions, the company said yes, launching into the furniture business. Subsequently, when Sam Buracker III took over the family business in 1999, the company was doing about $4 million to $5 million in annual sales. Today, Malone employs 26 employees and is on course to reach 2024 sales of $22 million. Furniture accounts for between two-thirds and three-quarters of this figure, with the rest divided between

office and promotional products and janitorial and breakroom supplies.

Few would argue that lasting nine decades as an independent dealer is easy. As Buracker observes: “There used to be five independent office product and furniture dealers like us in our area, and we are the only one left.” The pair attribute the company’s enduring success to several factors.

“First and foremost is our dedication to our customers,” says Buracker. “That started with Mr. Malone and has never changed. Even if a problem occurs and it isn’t our fault, we do what we have to do to make it right, even if that means eating the cost. The second thing is: we’ve done a good job of

City of Hope’s National Business Products Industry’s

We fulfilled hope and funded breakthroughs. $14.1 million

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

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

HNI/HON

Winner’s Circle

hiring. We have a great team.”

He cites Strickland as an example: “Juanita has incredible knowledge of office products and purchasing and is a huge reason for our success. Her knowledge of how to run that part of the business has been invaluable. Before she came on board, we did about $100,000 in office products. Now we average $300,000. For furniture, we hired an interior designer 15 years ago who is really good at what she does; our customers really like her. That is definitely a good combination.”

According to Buracker, the internet has transformed the landscape in which Malone operates: “The Internet has changed the way the world does business. Not as much with furniture— people still need to meet in person to buy that, although that will probably change at some point as well. But it has definitely altered the way people buy office products.”

He acknowledges that Amazon has had a similarly seismic influence: “Amazon’s buying power is tremendous and it can be difficult to compete because we don’t have that kind of buying power.”

Strickland observes that pricing pressures also come from other

sources: “The two traditional office product wholesalers charge a premium, so dealers end up buying a product at the same price their customers can buy direct. This last year was especially challenging, with our costs sometimes 20 percent above what Amazon charges and 10 percent higher than what our biggest competitors like Office Depot can charge. We can’t be competitive. Wholesalers need to get rid of the mentality that customers are willing to pay a premium so independent dealers can be more price competitive. When Essendant was bought, it was supposed to bring the costs down, but it hasn’t proven to be as much as we anticipated.”

Strickland suggests that joining forces with other regional dealers has

also helped in the price arena. “We teamed up with three other strategically located dealers in the area to form My Georgia Office Products Consortium,” she explains. “It enabled us to win a state bid in 2020 and we have kept it for the last four years. It helps us and the other local businesses. For customers, it’s seamless. We all use one platform and it uses zip codes to send the order to the closest dealer.”

For other dealers looking for longevity, Strickland advises: “Really check pricing and don’t use wholesalers’ pricing matrix. Smaller dealers that depend on it can end up losing business.”

Meanwhile, Buracker shares his key to success: “Treat your customers as you want to be treated and be good to your employees.”

Business Office Outfitters (BOO), San Diego, California, has acquired Arenson Office Furniture, also from San Diego. The deal was finalized on August 19, 2024. The merger creates a large, combined showroom and separate warehouse, and further expands BOO’s inventory and capacity to provide new and pre-owned furniture.

“This is a historic moment for both companies, bringing a combined 116 years of service to the San Diego business community,” says Kelly Sinclair, BOO co-owner with Jerry Sinclair. “We are thrilled to merge with such a longstanding and admired company as Arenson Office Furniture.”

Perry Arenson, the former owner of Arenson Office Furniture, will be retiring from his long-held family business, but the entire Arenson staff has transitioned to BOO.

“Both of our companies have a great reputation,” says Arenson. “It’s important for our customers to know that they will continue to receive the same great service and quality selection going forward with the Sinclairs and BOO.”

Winner’s Circle

West Texas dealer announces addition of three new shareholders

West Texas-based dealership Officewise has added three new shareholders from its management team, marking a significant step in the firm’s commitment to providing ownership opportunities.

The new shareholders bring a wealth of experience and expertise to the company. They are Cathryn Dail, the dealership’s general manager in Amarillo; Lindley Herring, business development manager at the Lubbock branch; and Lupe Zermeño, general manager of the furniture division in Lubbock.

“As current members of our management team, we are excited to welcome Cathryn, Lindley and Lupe as shareholders,” said president Tommy Sansom.

“They are all Texas Tech alumni, each involved

in and committed to the communities they live in. Their combined expertise, passion and dedication to Officewise have been pivotal in our achievements to date. This move not only recognizes their significant contributions, but also strengthens our leadership team as we continue to pursue our mission of delivering exceptional

commercial interiors and business supply solutions to our customers.” Officewise, which celebrated its 115th anniversary last year, first opened its doors in Amarillo under the name Russell Cockrell. Over the years, it has made multiple acquisitions, and Tommy and his partner John Navarrete bought the

Strive employee makes a difference.

As many INDEPENDENT DEALER readers know, devastating fires in Eastern Oregon and Western Idaho have hit Meridian, Idaho, especially hard, meaning the area’s frontline firefighters have been in urgent need of additional supplies.

Amber Hall—an employee at Strive Workplace Solutions, Boise, Idaho—learned about a donation drive to assist the firefighters and asked if she could purchase some supplies from Strive’s Meridian warehouse to donate to this critical

company in 2012. At the time, it had 35 employees. Today, the number of employees has doubled and Tommy credits them with much of the company’s success. The addition of these three shareholders is a testament to Officewise’s commitment to fostering talent and leadership from within, ensuring a robust and dynamic future.

cause. Strive president Jeff Lurcook immediately recognized the importance of this effort and agreed. Hall generously paid for half of the supplies out of her own pocket and Strive covered the other half.

“Amber has such a great heart,” enthuses Jeff. “Her selflessness and dedication are truly inspiring. Strive is proud to support her and join this heroic drive for our firefighters. We thank her for reminding us of the power of community and generosity in times of need.”

Cathryn Dail

Lindley Herring

Lupe Zermeño

IBG and Guernsey host employee teambuilding and appreciation events

Interiors by Guernsey (IBG), Chantilly, Virginia, recently hosted an end-of-summer BBQ for all staff at its showroom in Chantilly. The event—which featured a corn hole competition and delicious food—was one of the company’s quarterly teambuilding events. Previous events have included a visit to a local beer garden and competitive and comical bowling.

“The end-of-summer BBQ was a great chance to celebrate another busy and productive summer of delighting our customers with successful furniture installations,” says executive vice president Phil Allin. “The team loves the chance to break bread and have some fun. Planning and ideas for the next event are always a topic and something to look forward to.”

In separate news, Guernsey—IBG’s parent company headquartered in Dulles, Virginia—just completed its annual All Hands event held for all 80 of the company’s sales, marketing and management employees. The event featured an inspiring talk led by Len Forkas, who touched

on leadership and team collaboration based on his diverse experiences as a philanthropist with Hopecam and a mountaineer, marathoner, CEO and family man. The all-day event included a BBQ contest and skills building.

“We host events such as holiday lunches at all Guernsey locations,” says president and CEO David Guernsey. “Given how spread out we are, the logistics of hosting a single event for all of our staff is a bit too challenging. But one way or another, we try to have something for all our employees to show how much we appreciate them and their hard work.”

A-Z Office Resource named as one of the 50 fastest-growing companies

A-Z Office Resource has been named one of the 50 fastest-growing companies in Middle Tennessee by the Nashville Business Journal In addition to appearing in the journal, the top 50 were recognized at a breakfast event at the Nashville Westin Hotel.

To compile the list, the journal ranked Nashville’s private companies based on their reported 2023 revenue to identify the 100 largest. They were selected as the fastest-growing based on revenues from 2020 to 2023.

“We are thrilled to be recognized as one of Middle Tennessee’s Fast 50 growing companies,” says A-Z Office marketing director Robert Phillips. “This award is a testament to the dedication of our team and the trust our customers put in us as their local office product partner. As we continue to grow, we remain committed to offering the personal service and competitive pricing that set A-Z apart.”

Office360 sponsors ride for shoe drive

Office360, Indianapolis, Indiana, sponsored the 2024 ReidRide, which raises funds to provide shoes for local children in need. The cycling event—which attracted 300 riders and 150 volunteers and visitors—raised $70,000, all of which goes directly to buying shoes for kids throughout Eastern Indiana and Western Ohio. The event was open to all riders, from children on tricycles to advanced bicycle enthusiasts, and featured various course lengths to accommodate different skill levels.

“Engaging in community support has always been at the heart of our values at Office360,” says principal Scott Nahmias. “It’s not just about donating products or checking a box; it’s about contributing to a cycle of positive impact.”

ReidRide was started in 2009 when 280 people rode across Wayne County, Indiana, with each registration paying for a pair of shoes for a local child in need. In the 15 years since its inception, ReidRide has attracted nearly 7,000 participants, covered 122,478 miles and raised more than $400,000 in corporate partnerships and $318,917 in registrations and donations.

Office Centre/ Teacher’s Pet supports MakeA-Wish golf tournament

For the third consecutive year, Office Centre/Teacher’s Pet, Crowley, Louisiana, sponsored and participated in the local Make-A-Wish Foundation’s golf tournament. The event attracted an estimated 134 golfers and 60-plus volunteers. Teacher’s Pet donated a signed Louisiana State University football helmet that sold for $2,100 and sponsored its team of four players.

“The event was held on an Indian reservation and casino. This year’s recipient was a tribal member’s child who has cancer,” says CEO Jason Guillory. “The boy is a huge basketball fan and the Make-A-Wish Foundation built him his own basketball court.”

Guillory related that last year’s recipient was a boy with spinal cancer who is a huge Houston Astros fan. The foundation granted his wish by hiring a limousine to take him to the game and hosting him in a suite overlooking the field. Before the game, he was allowed on the field and got baseballs, bats and player autographs. His father spoke at this year’s event, relating that his son’s cancer is now in remission.

“There are a lot of great foundations doing good work for children, but Make-A-Wish really tries to help local kids who are going through a tough time, so we like to give them as much support as we can,” explains Guillory.

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Secrets of Success

Office Centre/Teacher’s Pet, Crowley, Louisiana

As the name implies, Office Centre/ Teacher’s Pet, Crowley, Louisiana, combines two businesses in one. Office Centre offers 35,000 products focused on business needs, while Teacher’s Pet sells an estimated 65,000 items focused primarily on K-12 schools.

According to CEO Jason Guillory, nearly 70 percent of the company’s $3.5 million annual sales are to schools. Interestingly, online accounts for just three to five percent. The company has two retail stores and a seasonal satellite store, but these also account for a small percentage of revenue. So, what’s the moneymaker?

“We do a lot of what we call ‘backdoor retail business,’” Guillory explains. “Big-ticket items like classroom furniture, lockers, entire playgrounds—anything school. We do a little of everything, so we always have something going on.”

Building relationships

Guillory believes the company’s success is thanks to a few intertwined factors. “The first is personal service and relationships,” he begins. “We don’t have voicemail. Our customers talk to a real person when they call. We also do everything we can never to tell a customer ‘no.’ Just because it’s not in our catalog doesn’t mean we can’t find it. If a customer asks for something we don’t offer, I will try to open an account with a vendor that carries it. And when we do installs, we don’t just drop the items off.

We leave them ready for kids to play with in the playground and workers to start working at their desks.

“We also have an excellent group of people that I don’t have to micromanage, which makes my job easier,” he continues. “We have six inside people and eight sales reps—one’s been with us 25 years. Our reps know time management and are held accountable. When they go to an area, they know to see as many people as they can and build relationships.”

A three-way win

One of the company’s newer sales reps has been a triple win, as Guillory explains: “There was an office product dealer in a parish next to Crowley. We would try to get business from there, but its customers were loyal. When the company closed down, one of the sales reps and his wife started their own business. He had loyal customers and did well for six or seven years. Then, three years ago, he said he couldn’t do it anymore. So, I suggested he work with us. I told him I’d supply everything he needed, pay him a commission and all he’d have to do was sell. After lunch, he went out, made one phone call and came back and we had a deal. He’s doing great—he still calls on his customers and we have more business.”

Locally speaking

The buy local trend has been extremely

successful for Office Centre/Teacher’s Pet, partly because it is a two-way street. “I could go down the road 40 miles to buy a new car or insurance and maybe save myself a few thousand dollars,” says Guillory. “But we patronize those that patronize us and keep our dollars local.”

But while the company sells locally, it’s also happy to accept federal dollars: “The government spends a lot of money on school programs. The schools have to spend the money and because we have relationships, they spend a lot of it with us. They will tell us to send an invoice for X amount and then we send them the product as needed.”

Guillory has considered doing business in less rural areas in the state, including Baton Rouge and New Orleans, but has concluded that it wouldn’t make sense: “If I do business in a bigger town, I’d have to work twice as hard to get jobs and make the same or less. With a $100,000 project in a big town, I’d end up grossing 10 percent where I can make 25 percent in a rural area with a lot less headaches and travel.”

Headquarters: Crowley, Louisiana

Top management: Jason Guillory, CEO

Main wholesaler: Essendant

Annual sales: $3.5 million

Percentage of online sales: 3%- 5%

Industry News

Industry Week ’24 delivers positive vibes in the Sunshine State

The IDC’s largest annual meeting— Industry Week, powered by ISG— enjoyed its fourth edition in Orlando, Florida in September and was once again a resounding success, with close to 1,000 attendees and over 100 booths at the tradeshow.

This year’s show saw the return of the one-on-one vendor meetings for ISG’s Pinnacle dealers: with the first two days of Industry Week ’24 were devoted to the large-dealer group, with a dedicated members’ meeting and peer exchange groups for Pinnacle members in addition to the one-on-ones. Not even the looming threat of Hurricane Helene could dampen spirits at the show, although some allowances did have to be made for the impending weather.

On Tuesday, the event widened to include the rest of the ISG membership. The working day kicked off at breakfast as ISG’s chief operating officer Charles Foreman introduced a couple of presentations. The first was by Mike Tucker, executive director of industry trade body WSA, who announced recent changes to the organization’s board, and spoke about the benefits that the association can offer its members, its ongoing educational offerings in AI and jan/san and the recently formed manufacturers forum.

He was followed by Matt Dodd, senior executive director of corporate philanthropy at City of Hope, who highlighted t the marvelous work done by the California-based care and research center. Dodd then introduced former Essendant exec and industry legend Joe Templet, who spoke about his personal

experience of cancer and his treatment at City of Hope. To conclude the segment, Ian Wist, owner of Wist Office Products and ISG board member, discussed his dealership’s fundraising efforts and how they have acted as great teambuilding exercises while bringing in many much-needed donations—encouraging others to do likewise.

Breakfast was followed by the general session, which began with an upbeat and well-received welcome address by freshman ISG president and CEO James Rodgers. He talked with great passion about his first year at the helm of the buying group and shared results from the 2024 Member Census, suggesting that there is good reason for optimism regarding the growth of the IDC. He also touched on the central theme of the event—Better Together: Building Strong Partnerships, urging IDC members to work together to improve business for all.

Rodgers’ address was followed by another bullish speech by Rik Andersen, vice president and general manager of the week’s Premier Sponsor The HON Company. He focused on the dawn of the “amenity-driven workplace,” whereby employers providing workers with a space that is personalized,

convenient, flexible and stylish can help drive the return to the office.

The general session’s discussion theme this year was on the need for dealers to embrace and master the seemingly endless streams of new technology that are available to them. OPI CEO Steve Hilleard hosted a series of one-on-one interviews with four ISG dealers: Steve Danziger, founder and CEO of AAA Business Supplies and Interiors based in the San Francisco Bay Area, who spoke about maximising the effectiveness of DDMS, Microsoft Power Bi and MS Dynamics; Myers Jordan, president of Herald Office Solutions of Dillon, South Carolina, who illustrated the benefits and challenges of implementing advance e-commerce applications such as EvolutionX; Brandie Wilkinson, executive vice president of Office Solutions and Innovations of Spanish Fort, Alabama, who talked about his experiences with NetSuite ISG Edition; and Paul McKinney, CFO/COO at Eakes Office Solutions of Grand Island, Nebraska, who took on the timely issue of AI and general technology best practices.

Next up, chairman of the ISG board of directors Yancey Jones Jr gave his address, singing the praises of the

Dirk Beveridge

independent dealer and the collective spirit of the IDC. There were then special recognitions for two longstanding board members leaving their posts: Tim Triplett of Triplett Office Essentials in Des Moines, Iowa; and Thomas Jordan of Herald Office Solutions.

James Rodgers then returned to the stage to introduce the keynote speaker—Dirk Beveridge. Beveridge is an inspirational speaker who champions the “noble calling of distribution,” claiming that America’s distribution professionals offer an infrastructure backbone to the country that is worth $8 trillion. Over the last four years, his We Supply America Tour has traveled the country visiting over 90 distribution businesses, invigorating the workforce and suggesting that in the modern environment, their productivity is directly related to their wellbeing. Business leaders should therefore refocus away from traditional approaches—such as controlling, managing and, to a certain extent, leading employees—to become a “force for good” in their lives and in the wider community.

This summer Beveridge’s tour took in stops at three ISG dealers, Brame Specialty in Durham, North Carolina; EON Office in Denver, Colorado; and Walker’s Office Supply in Rocklin, California. He showed videos of his interactions with staff at the dealerships and all three reported positive reactions from their workforce.

Beveridge’s all-round upbeat and optimistic speech was followed by the presentation of the ISG Supplier Awards, which saw Avery win the gong for Supplier Growth Achievement; the Interplast Group scoop the Rising Star Award; RJ Schinner receive the Member’s Choice Award; Clover win out as EPIC Partner of the Year; and Newell Brands take home the Supplier Partner of the Year award.

The general session concluded with the announcement of the dates for next year’s Industry Week, which will take place at the Gaylord Rockies Resort and Convention Center in Denver, Colorado, November 3-7, 2025.

Continuing the Better Together theme, it will be hosted in conjunction with national accounts organization AOPD.

Lunch followed the general session, during which OPI director Janet Bell took to the stage to present the 2024 North American Office Products Awards, which included six product-focused categories and three that recognized outstanding individuals. The latter accolades went to S.P. Richards executive vice president Jack Reagan, who was named Professional of the Year; Daniel Benjamin, president of Benjamin Office Supply, who was crowned Young Executive of the Year; and recently “retired” industry stalwart Mike Maggio, who accepted the blue-ribband Industry Achievement Award via video

message as he was on a well-deserved European trip with, in his joking terms, “long-suffering” wife. (For more details about the awards see page 20.)

The rest of the working day was taken up by the first part of the education program, which offered a selection of nine sessions on a range of industry topics hosted by both ISG staffers and external industry experts, including Dirk Beveridge; Paul Holland, a managing principal at Solomon Coyle; Jill Alberico, director of learning and workplace strategy at Global Furniture Group; Ian Hicks, chief executive officer of Special T; Dr Gavin Macgregor-Skinner, senior director of the Global Biorisk Advisory Council at ISSA; Steve Frusolone, founder of consultancy MarketSparx LLC; and Michelle Smith, sales manager at Avery.

The evening’s entertainment commenced with two mixers: one for ISG’s NEXT Young Leaders group and the other for Office Products Women in Leadership. These were followed by the official welcome reception, which was styled “An Evening in the Everglades” and provided a lively atmosphere for the assembled guests to indulge in a spot of networking, with both human and reptilian fellow revellers.

As attendees gathered for breakfast on Wednesday, yet more awards were presented. They began with ISG’s »

(left) Maria Johnson from Prima Software US and one of the reptilian revellers. (Above, l-r) Steve Danziger and Steve Hilleard

Member Excellence Awards, which went to the following companies:

• Online Marketplace—JA Wholesale, Murfreesboro, Tennessee

• Access Member—Business Equipment Company, Springfield, Ohio

• Shareholder Member—Brame Specialty

• ISG+ Member—United Business Supply, Bedford Heights, Ohio

• Pinnacle Member—Bulk Office Supply, Phoenix, Arizona

• EPIC Member—Blaisdell’s Business Products, Oakland, California

• Buy Direct, Sell Brands—The Supply Room, Ashland, Virginia

The Outstanding Commitment to Community Awards followed, which are given by ISG to independent dealer members who have gone above and beyond in the charitable work they do in their local areas. This year, Workplace Solutions Barefield of Jackson, Mississippi and Knowledge Tree of Memphis, Tennessee were recognized for their charitable efforts.

Following the awards ceremony, the RJ Schinner general session was hosted by the wholesaler’s president, Steve Schultz, who gave

a notably upbeat assessment of the current state of the economy and the resulting challenges facing the industry. The session contrasted markedly to last year’s wholesaler general session hosted by former Essendant president and CEO Harry Dochelli. Schultz focused on the “addressable opportunities” that IDC members can take advantage of considering the rapid consolidation that is occurring in the jan/san distribution channel. A more detailed account of Schultz’s presentation will appear in INDEPENDENT DEALER soon.

The remaining events of the final day of the meeting had to be rearranged somewhat to account for changing travel plans due to the impending arrival of Hurricane Helene, which would go on to devastat Florida’s Gulf Coast and the Southeast United States.

As a result the trade show was moved to the morning, directly after the RJ Schinner session. There was a real buzz of excitement on the show floor, heightened by the unusually early start, which a good number of attendees—from both the dealer and vendor communities—suggested they preferred. Booths were busy and orders were written.

The business of the show concluded

with a final round of seminar sessions. They included a ISG members-only panel discussion on direct buying—once again part of the core Industry Week message—led by Charles Foreman and ISG vice president of merchandising Jill O’Neill; a peer-to-peer discussion group entitled “Build the Future Together: Peer-Powered Strategies to Thrive”; and a Townhall Open Forum with the ISG Board of Directors.

As always, Industry Week ’24 concluded with a party. The Dance Through the Decades event featured bespoke cocktails, dancing and delicious food—all to the backing of a live band who played hits from the 1960s to the present day. A prize was also awarded for the tradeshow’s Tropical Treasures contest; and Chris Rhyne of Legacy Office Solutions in Brooklyn, New York was the lucky winner of the $2,500 grand prize after an entertaining game of Name That Tune, hosted by Charles Foreman.

“Industry week ’24 was an incredible event full of networking, education, celebration and reinvigoration of our channel,” James Rodgers told INDEPENDENT DEALER, in summing up the event. “Feedback from our valued members, suppliers, business leaders and respected guests has been overwhelmingly positive. Everyone took away a clear and direct message from our time together. Effective purchasing strategies, national account development and core category strength, paired with emerging category diversification, enable our channel not only to grow but also to thrive in today’s changing landscape. ISG continues to perform for all stakeholders and has evolved into a highly effective home for the independent business supply community. Our channel is opportunistic, our partnerships are strong and collectively we are Better Together!”

(l-r) Chris Rhyne, Charles Foreman and Stephen Anderson of The HON Company

AOPD re-awarded important OMNIA contract

National accounts organization AOPD has announced that it has been re-awarded a national office supplies and services contract with OMNIA Partners.

OMNIA worked with Region 14 Education Service Center which, as lead agency, managed this competitively solicited bid.

“AOPD is excited to announce that Region 14 has officially awarded us a new three-year OMNIA contract, with the possibility of two renewals,” said Tom Buxton, AOPD’s national sales manager. “Since 2011, when we first secured a ‘piggyback’ contract through Region 14 and NCPA, our mission has been to deliver an exceptional buying experience for cities, counties, states

and non-profits seeking to purchase from local suppliers.”

“The OMNIA contract has been the most popular option for AOPD dealers due to its broad scope and the strong support from the OMNIA team since their acquisition of NCPA in 2022,” he continued. “With OMNIA’s help, our dealers have successfully restored the contract to pre-pandemic levels, and we are confident that AOPD will exceed these numbers in the coming years.”

Matt Donaldson of AOPD dealer A-Z Office Resource, Nashville, Tennessee, remarked: “The AOPD OMNIA contract has been a big part of A-Z’s sales strategy for many years—specifically to pursue and

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retain key education accounts. It’s our go-to cooperative contract for end users that qualify. Our customers that use OMNIA enjoy the benefit of a previously bid pricing structure and increased flexibility to make buying decisions that fit their specific needs.”

Angela Price, AOPD’s general manager and director of national operations and marketing, summed up the organization’s feelings by adding: “I want to express my gratitude to the AOPD team, and especially Tom Buxton, for their tremendous effort on this contract since 2011 and for their work on this recent bid. We look forward to the new contract’s start date of October 1.”

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NAOPA winners named in Orlando

The winners of the 2024 North American Office Products Awards (NAOPA) were revealed at Industry Week in Orlando.

This is the fourth time the awards have been hosted by OPI in association with ISG as part of Industry Week, which brings together stakeholders from across the IDC gathered for four days of meetings, educational seminars, roundtables, networking and, of course, the NAOPA.

OPI director Janet Bell presided over the ceremony, which included six product-focused categories and three that recognized outstanding individuals. There was palpable excitement as for the first time there was a dead heat in one of the product categories, with the judges unable to separate two vendors in the Facilities, Breakroom, Safety & Infection Control category

The 2024 winners in the product categories were:

Best Product—Core Business Products

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Best Product—Facilities, Breakroom, Safety & Infection Control

Egal Pads: Pads-on-a-Roll

Satco Products: LED T8 Tube with Battery Backup

Best Product—Furniture & Design

Ghent: GRVT Mobile Collaboration

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Best Product—Technology

Kensington: SD4880P USB-C 10Gbps

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Newell Brands: Sharpie Creative Markers

The second group of awards recognized individuals who, in one way or another, have made—and continue to make—an outstanding

contribution to the IDC and who are at varying stages of their careers.

Having aspiring future leaders is essential if the business supplies industry is to flourish in the years to come. The first of the individual awards—Young Executive of the Year—rewards exactly those: individuals that early on in their careers have made an impact on the companies they work for, their communities and the industry as a whole.

The shortlist for this award showed outstanding potential, but there could only be one winner: Daniel Benjamin of Benjamin Office Supply & Services, who has been leading the family dealership since 2019. Aged just 33, he’s been growing the business in a highly competitive region. His involvement on the Workplace Solutions Association board and his active engagement with other dealers reflect his broad outlook and in-depth industry influence.

The award for Professional of the Year recognizes highly accomplished

and established talent in the industry. The judges were looking for an inspirational senior executive whose dedication, leadership and vision positively impact both their own organization and the IDC at large.

The winner was Jack Reagan who has been in the office products industry for more than 40 years. For the past 23 years or so, he has been instrumental in the fortunes of wholesaler S.P. Richards (SPR), first as VP of merchandising and currently as EVP overseeing merchandising, supply chain and marketing.

Having accepted his accolade, Reagan returned to the stage to present the final award of the session—Industry Achievement, or the

“Old Guy” award, as he called it. This award recognizes someone who has made a truly outstanding contribution to the business supplies industry over the course of their career.

This went to one of the most eminent, well-known and likeable personalities in the industry: Mike Maggio.

With customary good humor, Reagan referred to his former boss as a “legend,” with one of the most unique industry careers in history, touching every part of the business at some point: as a dealer, manufacturer, wholesaler and, of course, at the helm of a buying group.

Maggio’s legacy will be remembered for many years. Unfortunately he was unable to accept his award in person, as

he was traveling in Europe with friends and family. He delivered an emotional speech via pre-recorded video message to the assembled Industry Week delegation. He acknowledged that despite having attended almost every industry event during his long career, his wife had finally been put first: “Right now, after years of my excuses and after 44 years of marriage, I’m with her and not with you.”

Having fondly remembered a number of individuals and their roles in his life, he concluded: “Winning this award is the greatest honor of my career and, quite frankly, a bit overwhelming. I hope that during the past 45 years, I’ve made a bit of an impact. It’s been a great ride!”

Starr departs Essendant

The head of Essendant’s Wholesale Commercial organization, Renee Starr, is to leave the company.

In a letter to customers and suppliers, Essendant interim CEO David Boone confirmed the experienced exec had accepted “a great opportunity” elsewhere. To ensure a smooth transition, Starr will stay on until mid-October; meanwhile, the distributor is actively looking for her successor.

Starr joined Essendant as VP of strategic and national accounts in 2015 after spending 16 years at Newell Brands. Following spells as VP and SVP of sales, her job title changed to SVP, Wholesale Commercial earlier this year following a reorganization along customer areas of focus.

Essendant makes fulfillment services appointment

US distributor Essendant has named Patrick Allard as president of its Fulfillment Services division, effective September 16.

In this role, Allard will lead the company’s third-party logistics (3PL) efforts, including the recently announced Connected Commerce services business.

The exec has more than 25 years of experience in omnichannel logistics and technology services. He has joined Essendant from Radial, a multinational

e-commerce fulfillment company, where he was chief commercial officer. Prior to that, he served as chief revenue officer of global e-commerce at Pitney Bowes and also spent 12 years at Newgistics.

“Patrick’s experience in business development, marketing and product sales, combined with his expertise in general business operations in B2B and B2C markets, will help us realize outsized growth in our 3PL and Connected Commerce services,” declared David Boone, Essendant’s interim CEO.

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Amazon orders workers back to the office

Amazon CEO Andy Jassy has said the company’s white-collar staff will be required to be in the office five days a week from January 2025.

A September 16 memo from Jassy to Amazon employees was shared on the tech giant’s website. In it, the CEO highlighted two key focus areas: organizational structure and set-up.

Regarding the former, Jassy referenced the number of managers Amazon has added in the past few years—something he said has created more layers and impacted the speed of decision making. Now, the company’s 30-strong senior leadership team has until early next year to increase the ratio of individual contributors to managers by 15 percent. The number of roles this might affect was not specified. Meanwhile, the news that has grabbed the headlines is a return to full-time office presence from January 2, 2025. In February 2023, Amazon told staff to be in the office three days a week; Jassy said this had

“strengthened our conviction about the benefits … of being together in the office” and there would be a return to the pre-COVID-19 set-up.

The move was largely criticized by Amazon staff on social media, with many viewing the mandate as a way of

ISSA names 2025 board

Worldwide cleaning and hygiene association ISSA has confirmed the make-up of its 2025 board of directors.

The board will be led by incoming president Laurie Sewell, CEO of leading facilities services company Servicon.

Returning from the 2024 board are:

• Past president/international director: Matthew Schenk, Midlab

• Secretary: Adam Camhi, Sunbelt Rentals

• Treasurer: Tom Friedl, Hospeco Brands Group

• Canada director: Brock Tully, Bunzl Canada Inc.

• BSC director: Ricardo Regalado, Rozalado Services

• Distributor director: Laura Ann Craven, Imperial Dade

• Distributor director: Debbie Sardone, Speed Cleaning

• Manufacturer director: Nicole Goulet, Diversey

• Manufacturer director: Bill Simpson, Ecolab

In addition, there are four new people joining the 2025 board. They are:

achieving staff cutbacks without having to pay severance. However, speaking to the local Washington state press, representatives from Seattle and Puget Sound— where Amazon has large campuses— said the move would be a positive for city center businesses.

• Executive officer: Rachel Sanchez, Prestige Maintenance USA

• Manufacturer director: Fabio Vitali, Sofidel

• Distributor director: Nick Lomax, S.P. Richards

• Manufacturer representative director: Mark Presho, Access Partners

The 2025 ISSA board members will formally take office at the association’s general meeting on November 21at the ISSA Show North America 2024, taking place in Las Vegas, Nevada.

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ECI expands cloud-based ERP offering, announces integration, appoints senior marketing exec

ECI Software Solutions has completed its acquisition of Khameleon Software, a cloud-based ERP software company that specializes in supporting project-based dealers.

The deal expands ECI’s distribution portfolio with technology designed to support long-term needs and future growth plans for its commercial furniture dealer customers. ECI currently offers TeamDesign, an integrated business and project management ERP platform specifically designed to increase productivity and profitability for commercial office furniture dealers and wholesalers. The addition of Khameleon’s cloud-based ERP aims to enhance ECI’s offerings, supporting dealers

to manage their project needs while scaling their business.

Khameleon’s team will be integrated into ECI’s Distribution division. Trevor Gruenewald, CEO of ECI, commented: “ECI serves a wide range of industries, including commercial furniture, and Khameleon adds a modern technology platform to our portfolio that solidifies a strong future for our customers. Khameleon’s customers can expect the same support they’ve always known with continued investment in product development, innovation and long-term growth planning.”

Meanwhile, ECI has announced a new integration of its EvolutionX B2B e-commerce platform with e-automate, its cloud-based

business management ERP software.

It said this development will provide dealers with “a fully customizable e-commerce platform featuring real-time data to improve the online shopping experience for their customers.”

In further news, the firm has confirmed that Ray Wizbowski joined the company as chief marketing officer on August 1, 2024.

Wizbowski has over 20 years of marketing experience spanning multiple industries as well as both SMB and enterprise customers. Most recently, he was CMO at Diligent, a software-as-a-service company specializing in governance, risk and compliance.

New appointments at Highlands

International sales, marketing and e-commerce agency Highlands has made two new appointments.

The firm has appointed a new strategic account manager in the office channel. Kaitlyn McCrerey brings several years of experience from various roles at ODP Corporation. In her new position, she will focus on advancing key growth initiatives, particularly through Highlands’ partnership with the reseller.

“Her impressive experience and proven track record make her a key player in enhancing our product strategies and delivering impactful results,” said Jennifer McMahan, VP of strategic accounts.

Meanwhile, Shawn Zavsza has joined the firm as e-commerce account manager and will help develop digital strategies to increase brand awareness and drive prospects to conversion across leading platforms.

“Having grown up in a family of small business entrepreneurs, I understand the challenges of building a sustainable business,” said the Austin, Texas-based exec. He added: “I’ve seen first-hand how technology can make a crucial difference in helping SMBs stand out. I’m excited to help our customers drive success and support their entrepreneurial journeys.”

“I’m excited to welcome Shawn to the Highlands team,” said Dylan Allen, director of paid media at Highlands. “With his experience in online

merchandising, marketplace management and retail media, we’re confident that Shawn will play a key role in driving success for our brand portfolio.”

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Nestlé launches paper packaging across brands

Nestlé has replaced more packaging with paper alternatives to reach its sustainable packaging targets.

The vendor has introduced paperboard canisters for its Vital Proteins brand in the US, resulting in a 90 percent reduction in plastic compared with previous packaging. Developed at Nestlé’s Health Science R&D Center in New Jersey, the canisters feature a leakproof coverlid.

In the UK, the company has launched a high-barrier paper refill pack for Nescafé, allowing customers to refill glass jars. This solution reduces packaging weight by 97 percent and can be recycled in local paper waste streams. Additionally, the Nescafé Cappuccino range in Europe

has new packaging, featuring a paper body instead of the previous plastic can, meaning it’s fully recyclable in the paper waste stream across Europe.

These developments are part of

Nestlé’s broader initiative to meet its 2025 target of designing 95 percent of its plastic packaging for recycling and reducing virgin plastic use by one-third.

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EDmarket announces 2024 NexGen Rising Stars

The Education Market Association (EDmarket) has recognized the achievements of another cohort of young professionals in the education industry through the 2024 NexGen Rising Stars Awards.

The awards highlight outstanding individuals who are 40 years of age or younger and are nominated by EDmarket members, celebrating the contributions of these emerging leaders to education. The NexGen Rising Stars community serves as a year-round platform for collaboration, mentorship and idea exchange.

An EDmarket statement read: “After a comprehensive review of all the qualified nominees, we are proud to announce the 2024 NexGen Rising Stars whose outstanding achievements, dedication, and potential have truly set them apart.” They are:

• Janet Alford, Paragon Furniture, Inc.

• Betsy Andrusiak, Meteor Education

• Ashley Campos, ECLPS, Chula Vista Elementary School District

• Michelle Carpenter O’Guin, Modern Context

• Kaleb Davis, CEF, Inc.

• Lacey Fischer, Kimball International

• Jana Goehring, Business Furniture

• Emily Islip, ECLPS, Smith System

• Trent Kirchenheiter, Akers Business Solutions

• Jennifer McArt, ClearTouch

• Dustin McDermott, Marco

• Michael Ralph, Multistudio

• Bethany Smith, Meteor Education

• Jake Stacy, MiEN Company

• Victoria Veneziano, Meteor Education

• Candice Weyna, Lakeshore Learning

“We are thrilled to honor these exceptional young professionals who have demonstrated remarkable dedication, innovation and leadership in the education industry,” says Jim McGarry, president/CEO of EDmarket.

“Their contributions are not only shaping the future of our industry

but also setting a high standard for excellence and integrity. Their achievements inspire us all and we look forward to seeing their continued impact and success in the years to come.”

The NexGen Rising stars will be recognized at the Plenary Session at EDspaces, November 12 in Houston, Texas, and are invited to the EDmarket Leadership Roundup.

The statement went on to thank the distinguished panel of judges for helping make the program possible.

To learn more about the impressive list of NexGen Rising Stars, visit: https:// www.edmarket.org/nexgen/

TD SYNNEX appoints president of North America

TD SYNNEX has announced Peter Larocque’s successor following his transitioning to an advisory role from November 30, 2024 after 40 years with the business.

Reyna Thompson will become president of North America from December 1.

Having joined TD SYNNEX in 1993, Thompson is currently leading the North America Advanced Solutions business unit, focusing on cloud, security, data/AI and data center solutions.

“As Peter enters his next chapter, he leaves an impressive legacy of

service—whether mentoring thousands of co-workers or making a profound impact on local communities through TD SYNNEX Share the Magic, which has raised over $25 million for non-profits focused on serving children,” TD SYNNEX CEO Patrick Zammit commented.

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HP makes Workforce Experience acquisition

HP Inc has announced the acquisition of Vyopta, a digital collaboration management solutions provider.

Founded in 2007, Austin, Texas-based Vyopta offers analytics and monitoring for large, unified communications and collaboration networks. It helps customers in a number of areas, including technology troubleshooting, optimizing meeting room space and improving hybrid collaboration.

The acquired business will tuck into HP’s Workforce Experience division, which was established earlier this year. Financial details of the transaction were not disclosed.

HP Digital Services president Faisal Masud said the addition of Vyopta would help HP “deliver more AI-driven, streamlined and comprehensive insights that enable an agile, resilient and productive workforce.”

Meanwhile, at its Imagine event in California, the OEM unveiled HP Print AI, which it described as “the industry’s first intelligent print experience designed to change how the world prints.”

The first feature is called Perfect Output. This is designed to ensure printouts—such as fiddly-to-print spreadsheets—

look perfect every time and is available today via an exclusive beta program.

“Introducing AI solutions across our portfolio will simplify printing, ignite creativity and accelerate collaboration—all while ensuring customer data is protected and kept private,” said Tuan Tran, HP president of imaging, printing and solutions. “This is our first step in setting a new standard for printing.”

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Katun launches own MFP brand

Aftermarket consumables specialist Katun is looking to disrupt the OEM copier market.

The company has announced its first line of multifunctional printers (MFPs) called Arivia, which it claims offers “advanced security features, user-friendly design and top-of-the-line performance.”

The initial product launch features 11 A3 devices, comprising five monochrome and six color models. These range from small office environments to large workgroups.

“Our mission is to transform the office technology industry by simplifying business processes and offering reliable, innovative products,” said Katun CEO Kuoying Wang. “The Arivia product line is an important step on this journey and demonstrates Katun’s commitment to supporting our clients’ success.”

The announcement follows the launch of Katun’s new brand strategy based on the tagline “Success Made Simple.”

The company said the phrase represents its mission “to be a vital

partner to clients, making business easier and delivering high-quality and innovative technology.” The branding initiative includes a variety of elements, such as a new visual identity, company mission, core values and competencies.

Kay Fernandez, VP of global marketing, said: “This is an exciting

time for Katun as we unveil our new brand strategy focused on empowering our clients and simplifying their business operations. Our new branding is a testament to Katun’s commitment to providing transformative solutions that meet the evolving needs of our clients.”

Imperial Dade acquires in Nevada

North American jan/san and facilities reseller

Imperial Dade has announced the acquisition of Inland Supply Company.

Founded in 1946 and led by president T.J. Elliot, Inland Supply distributes food service products and facility maintenance supplies throughout Nevada.

The deal marks Imperial Dade’s 16th acquisition this year and its 92nd overall under the leadership of Bob and Jason Tillis.

“The Inland family is humbled to join Imperial Dade. We share the same core values and dedication to our employees and customers, making this a perfect fit,” Elliot commented. Terms of the latest transaction were not disclosed.

Major acquisition for Epson Industry

Epson has spent almost $600 million on the purchase of digital print solutions provider Fiery.

The Japanese OEM has agreed to buy Fiery from an affiliate of private equity firm Siris Capital. Siris acquired Electronics for Imaging for $1.7 billion in 2019 before spinning off the Fiery business at the start of 2023. Earlier this year, Bloomberg reported that Siris was exploring a sale of Fiery.

US-based Fiery— founded in 1989—is a leading provider of digital front end (DFE) servers and workflow solutions for the print industry. DFE is a general term for software and hardware used to process print data and manage the printing process.

Fiery reportedly has a customer base that includes more than 2 million DFEs sold worldwide, mainly serving the commercial print, industrial, packaging, signs and display graphics, ceramics, building materials and textiles industries. It has a host of OEM partners that compete with Epson.

In 2023, Fiery generated sales of $201.5 million, achieving a pre-tax profit of $55.4 million.

Epson will spend around ¥84.5 billion ($594 million) on the acquisition, with the deal expected to close before the end of 2024. The OEM said the name and organization of Fiery would remain the same.

Dixon Ticonderoga confirms CEO change, acquisition and charitable donation

There have been a couple of recent under-the-radar developments at pencil and stationery supplies vendor Dixon Ticonderoga.

In a financial report published on September 19, parent company FILA confirmed that Steve Boyea had been appointed as CEO of Dixon Ticonderoga’s US and Canadian operations as of April 17. Boyea was previously the company’s sales and marketing chief, having joined the business in 2018.

Meanwhile, FILA has reported the acquisition by Dixon Ticonderoga of the Strathmore fine paper brand from Fedrigoni for $2.25 million, effective July 1, 2024. Strathmore was previously owned by Mohawk, which Fedrigoni bought earlier this year.

In other news, the vendor teamed up with the National Association for the Exchange of Industrial Resources (NAEIR), the nation’s largest in-kind philanthropy organization, to help make it possible for more schools and teachers to fill students’ pencil boxes this fall.

Dixon Ticonderoga recently donated approximately 12 million pencils to NAEIR, which in turn will make these pencils available for free to teachers, schools and other nonprofits through its online catalog

“We know that pencils are one of the most requested items from teachers,” said Sean Nobui, the company’s vice president of marketing. “The pencil is the starting point for so much of the classroom and making sure students have this critical tool is big step toward their success.”

In-kind giving, or product philanthropy as it’s sometimes called,

is a strong part of Dixon Ticonderoga’s corporate philosophy.

“We’ve partnered with the Kids in Need Foundation for over 20 years, providing support—usually through product donations— for teachers and students cross the nation,” Nobui said.

With headquarters in Appleton, Wisconsin, an office in Heathrow, Florida and a distribution center in Macon, Georgia, the company also donates products to school and community programs in those local communities as well.

It’s been easy to work with NAEIR, noted Nobui: “Steve Boyea, our CEO worked with NAEIR in the past. Their mission is very aligned with the values of our organization and we saw this as an opportunity to increase our impact this year.” In addition to pencils, crayons and markers were also donated.

Since its founding in 1977, Galesburg, Illinois-based NAEIR has received donations from more than 8,000 US corporations and distributed more than $3 billion in products. CEO Gary C. Smith said he and his staff are delighted to welcome Dixon Ticonderoga to its list of donors, which includes other familiar brands such as Crayola, 3M, Avery and PaperMate.

PFG makes foodservice acquisition

Performance Food Group (PFG) has announced a major acquisition in the Southeast of the US.

The foodservice giant—which includes B2B distributor Vistar and the AFFLINK dealer group—has agreed to purchase Cheney Brothers, a $3.2 billion broadline distribution business. PFG is paying $2.1 billion for Cheney Brothers, which serves customers in Florida, Georgia and the Carolinas.

The transaction, which has been approved by PFG’s board, is subject to US federal antitrust clearance and other customary closing conditions. It is expected to close in calendar year 2025. Cheney Brothers is still a majority-owned family company, but investment firm Clayton, Dubilier & Rice bought into the business in 2020 to help fund further expansion.

A judicial rebuff: US District Judge Ada Brown’s ruling against the Biden administration’s non-compete ban

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

In a significant setback for the Biden administration, US District Judge Ada Brown recently struck down key components of its efforts to ban non-compete agreements nationwide. The decision has reignited the debate on the role of non-competes in the US labor market and raised questions about the future of labor law reform under the current administration.

Non-compete agreements have been a common feature of employment contracts for decades. They typically prevent employees from working for a competitor or starting a competing business within a specified geographic area and for a certain period after leaving a company. The primary justification for them is the protection of trade secrets and intellectual property, as well as the prevention of unfair competition.

However, over time, non-compete agreements have expanded in scope and prevalence, and today they are often applied to employees who do not have access to sensitive information or whose roles do not involve competitive risk. This widespread use has led to growing concerns about the fairness and necessity of these agreements, particularly regarding their impact on workers’ mobility and economic freedom.

Recognizing these concerns, the Biden administration made the regulation of non-competes a key component of its broader agenda to promote fair competition and workers’ rights. In July 2021, Biden issued an executive order aimed at promoting

competition in the US economy, which included a directive to the Federal Trade Commission (FTC) to curtail the use of non-compete clauses.

Following this directive, the FTC took a bold step in January 2024, announcing a nationwide ban on non-compete agreements. It argued that non-competes constitute an unfair method of competition that harms workers by restricting their ability to change jobs and negotiate better wages. The ban was seen as a major victory for worker advocates and a critical step toward reducing income inequality.

The FTC’s sweeping ban on non-competes met with an immediate backlash from business groups, industry associations and some state governments. These entities maintained that the ban exceeded the FTC’s regulatory authority and infringed the rights of businesses to protect their trade secrets and customer relationships. The legal challenges quickly made their way through the courts, with opponents of the ban contending that it violated the FTC Act and the Administrative Procedure Act. The cases culminated in a high-profile lawsuit that landed in the US District Court for the Northern District of Texas, presided over by Judge Ada Brown.

On August 20, 2024, Judge Brown issued a ruling that struck down significant portions of the FTC ban. In her decision, she sided with the plaintiffs, finding that the FTC had exceeded its statutory authority in implementing the ban. She argued

that while the FTC has broad powers to regulate unfair methods of competition, it does not have the authority to impose a blanket prohibition on non-compete agreements across the entire economy.

Judge Brown’s ruling was based on a careful interpretation of the FTC Act, as well as an analysis of the legislative intent behind the act. She concluded that the FTC’s actions represented an overreach of its regulatory powers, and that any sweeping changes to non-compete laws should be made by Congress, not a federal agency.

The ruling also touched on the economic implications of the ban, with Judge Brown expressing concern that the FTC’s actions could disrupt business operations and lead to unintended consequences for employers and employees alike. She emphasized the importance of balancing workers’ rights with the legitimate interests of businesses in protecting their intellectual property and maintaining a competitive advantage.

Judge Brown’s decision was not issued in a vacuum; it was shaped by a complex interplay of legal arguments, political pressures and economic considerations. The lawsuit against the FTC ban was backed by powerful business interests, including major industry associations and lobbying groups, which argued that the ban would have a devastating impact on businesses across the country.

These groups marshaled a broad coalition of stakeholders, from large corporations to small businesses, which shared concerns about the potential consequences of the ban. Their arguments were bolstered by legal experts who questioned the FTC’s authority to implement such a sweeping regulation without explicit congressional approval.

Politically, the case also became a

flashpoint in the ongoing debate on the proper role of federal agencies in regulating the economy. Conservatives and business-friendly Democrats criticized the FTC’s actions as an example of regulatory overreach; while progressives and labor advocates defended the ban as a necessary step to protect workers’ rights in an increasingly unequal economy.

Judge Brown—a Trump appointee with a reputation for strict interpretation of statutory authority—was ultimately persuaded by the arguments that the FTC had overstepped its bounds. Her ruling reflects a broader skepticism among many federal judges about the expansion of regulatory powers of executive agencies.

The ruling has significant implications for both workers and employers. For workers, it represents a major setback in the fight to eliminate non-compete agreements, which many argue are a key factor in wage suppression and job immobility. Without the FTC ban, millions of workers may continue to be bound by restrictive non-compete clauses that limit their ability to pursue new job opportunities and negotiate better pay.

For employers, the ruling is a relief, allowing them to continue using non-compete agreements to protect their business interests. However, the decision also raises questions about the future of non-competes and whether new legal or legislative challenges could emerge. Employers may need to prepare for a more fragmented legal landscape, in which state-level regulations and ongoing litigation create uncertainty around the enforceability of non-compete agreements.

The ruling does not mark the end of the debate on non-competes. Instead, it is likely to intensify efforts to reform or regulate these agreements at both the state and federal levels.

Some states, including California and Massachusetts, have already enacted strict limitations on non-competes and Judge Brown’s ruling could inspire others to follow suit.

At the federal level, the ruling may prompt Congress to take up the issue, potentially leading to new legislation that clarifies the legality and scope of non-compete agreements. While such legislation could be difficult to pass in a divided Congress, the issue of non-competes has gained bipartisan attention in recent years, raising the possibility of future reforms.

In the meantime, the FTC may seek to appeal Judge Brown’s ruling or revise its approach to the regulation of non-compete agreements. The agency could explore more targeted regulations that focus on specific industries or types of workers, rather than imposing a blanket ban.

Alternatively, the FTC could work with Congress to pass new legislation that explicitly grants it the authority to regulate non-competes.

Judge Brown’s ruling against the ban on non-compete agreements represents a significant legal and political development in the debate over these controversial contracts. While the decision is a setback for worker advocates, it is far from the final word on the issue. The battle over non-competes is likely to continue in courts, state legislatures and potentially Congress.

As the legal landscape evolves, both workers and employers will need to navigate a complex and uncertain environment. For now, non-compete agreements remain a contentious and polarizing issue, with high stakes for the future of labor law and the US economy. Whether through judicial rulings, legislative action or regulatory reforms, the fight over non-competes is poised to shape the future of work in the United States for years to come.

Engagement: the key to growing jan/san sales

Mike Tucker, executive director, Workplace Solutions Association

As most of you know, the Workplace Solutions Association (WSA) is a division of the International Sanitary Supply Association (ISSA), the worldwide association for the cleaning and facility solutions industry. This partnership started four years ago with the aim of helping independent dealers grow in the jan/san category to complement their office products sales. The merger turned out to be timely, as many of our members leveraged ISSA resources during the pandemic and since.

Over the past several years, I have researched numerous training programs offered by ISSA, wholesalers and manufacturers. These courses focused on products, techniques and disinfection, but didn’t seem like the best fit for our members.

Recently, I participated in the Cleaning Management Institute’s Accredited Auditing Professional Training Program via ISSA. The class trains building service contractors, facilities managers and cleaning professionals to conduct thorough audits of a facility’s cleaning products and procedures, focusing on issues such as:

• the value of disinfection and cleaning for health;

• defining customer expectations for cleanliness and measuring fulfillment; and

• making recommendations for improvement involving:

o implementation of corrective measures;

o green cleaning practices;

o safe maintenance practices and materials; and

o frequency and time standards. The course, aimed at preparing cleaning and facility service professionals to audit large facilities, takes four hours and contains 200 slides. The goal: helping customers improve the quality of cleanliness in their buildings and create a healthier environment for employees.

Could a modified, simplified version of this training help office products dealers engage with customers? Can we address their challenges and offer solutions based on programs and training currently available from ISSA?

New jan/san training for office products dealers?

WSA and ISSA are investigating a new program/strategy to help dealers initiate jan/san and cleaning conversations with customers. This training would focus on cleaning for health, addressing questions like:

• Are you or your cleaning service cleaning for health and infection

prevention and disinfecting properly?

• How do you measure/verify success?

The program would include a no-obligation evaluation of a customer facility to recap, document and audit what is currently being done and how frequently; as well as which products and tools are being used. Professional measurement devices would be utilized to check high-touch surface areas for germs and contamination and monitor indoor air quality.

Findings would be used to develop recommendations for improvement; and successful completion of the evaluation and training could result in third-party certifications and/or accreditations for the facility via ISSA.

WSA/ISSA plans to engage with independent dealers like you to explore how this new training could help meet your needs at events and beyond this fall. Stay tuned for more details and please contact me at miket@issa.com with any questions or recommendations for the program!

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It’s not news that successful independent dealers are constantly seeking out new product categories to offset the steady decline of traditional office products. You can no longer make a living selling filing solutions, correction fluid and legal pads in today’s corporate offices. Dealers are thus focusing on jan/san, furniture, breakroom, acquisitions and more for growth opportunities.

As far back as the 1980s, dealers

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By Lisa Veeck

Fall is the time of changing leaves, pumpkin-flavored everything and, for students, the return to school. For most independent office product dealers, who have been preparing for this since early summer, it is a challenging yet profitable season.

Market percentages

Education accounts for 35 to 40 percent of the $6 million-plus annual revenues of VIP Office Furniture and Supply, Hinesville, Georgia. While the company sells to some university systems, the bulk of its education sales are K-12.

So what are its hot-ticket items?

“Markers and dry-erase boards are huge,” says president Barbara Pilkinton. “So are composition books and easel pads, which are used in the classroom daily. We sell some electronic add-ons, like mice and keyboards, but not a huge amount of them.”

Arkansas Office Products, Jacksonville, AR, has annual sales of $2 million, an estimated 15 percent of which are in the K-12 education sector, with the bulk coming from K-6. The company sells to public, private and charter schools. Interestingly, its top sellers to schools are not the traditional office products one might expect. “We used to sell a lot of marker boards, but they have pretty much gone by the wayside,” reveals CEO Steven Pawloski. “We sell the most gloves, even though COVID-19 isn’t as much of a focus as it was. We don’t ask what they use them for, but we know they use a lot in the special education departments.”

Office Centre/Teacher’s Pet, Crowley, Louisiana, has average annual sales of $3.5 million. The education segment generates 70 percent of these, with early childhood through K-5 accounting for about 40 percent and the rest

coming from K-6 through 12. While the company has two full-time stores and a seasonal satellite retail store, much of its revenue comes from high-dollar items. “We do anything classroom—a lot of educational furniture, lockers, window treatments, stage curtains and full playgrounds,” says CEO Jason Guillory. “We don’t sell computer hardware or software, but pretty much anything and everything else, so we always have some projects going on.”

AAA/Business Supplies and Interiors, San Francisco, California, recently merged with Palace Business Solutions to become northern California’s largest independent office supply dealer. Its biggest customers in education—which accounts for 35 to 40 percent of total sales—are K-12, although it also services several junior colleges and universities. Executive vice president Gary Trowbridge runs through the sales leaderboard: “Crayola products are number one—they are huge sellers. Next would be Dixon Paycon; then Sanford products. Since COVID-19, sales of 9x12 laptop boards have been big. They are more sustainable than paper for practicing writing and sustainability is big in California.”

Yet sustainability is sometimes merely a buzzword in the education

market, he suggests: “The state and federal governments are all about sustainability. But the schools want the lowest price and the best quality. If something costs 10 or 20 percent more, they say no. It makes selling in this market interesting.”

At Emerald Business Supply, Philadelphia, Pennsylvania, an estimated 30 percent of annual sales are to the education sector. Of these, furniture accounts for 20 percent and office products 10 percent—two figures that have doubled in the last five years. “Right now, we don’t sell much to higher education because that’s not our focus,” says Nick Faragasso, director of workplace solutions. “We have four good sales reps focused on K-12 and we’ve had lots of success there.”

Odd but true

The dealers we spoke to have all seen their fair share of unusual orders over the years. At VIP Office, Pilkinton cites mattresses as a standout: “It was years ago for a university’s dorm rooms, but it was definitely unexpected. Today, it would be hard to be competitive.”

AAA’s Trowbridge recalls one rather baroque standing order: “For years, we got orders for Make Your Own Slime kits.”

By contrast, Arkansas Office Products’ most memorable requests were more utilitarian. “We got orders from just about every school for Dawn dishwashing soap,” says Pawloski. “Of course, schools have cafeterias, but they have commercial-grade dishwashers that use commercial soap. We still sell one or two cases per school—maybe it works great for removing crayon.”

Emerald president Mike O’Connell says that pre-COVID-19, bathroom furniture partitions and air filters and purifiers were somewhat unusual sellers.

However, Teacher’s Pet might well be the winner of the oddest educational sale contest. “Funny you should ask,” responds Guillory. “Just this week, a teacher called and was looking to create an outdoor classroom. She had a picture of a gazebo with benches but said she could only find it in the UK. I haven’t sold one of those in the 30 years I’ve been in the business. But our motto is to try never to say no. So I called a buddy—a contractor who built

my house—who said he could build it and in two days, we had a signed purchase order (PO).”

Trying times

Faragasso acknowledges that fulfilling large orders from schools can be challenging for Emerald: “We sell to a lot of schools in New Jersey. We have some big contracts, but we don’t have cooperative contracts. If you don’t have a cooperative contract for office products, a school can only buy $16,500 from you annually.”

He goes on to observe that timing can also prove an issue: “In the education market, the timing of projects can be more pressing, with all of the teachers ordering at the same time. Teachers’ books open in May and they order in June/July. All the orders coming in at the same time means longer lead times from furniture manufacturers. That’s why we encourage our teachers to order as soon as possible.”

Jaret Lyons, Emerald’s vice president of sales, reveals that decentralization can cause further headaches: “Some

of the less-advanced education facilities are not centralized with one buyer or purchasing system. It can be challenging to try to find and get to know the many different buyers, so you may be getting business from the school but not the full business. That’s why having sales reps to ask the right questions to find out about other areas and forge relationships is so important.”

Meanwhile, Pilkinton suggests that a lack of organization in schools can have knock-on effects for the team at VIP Office: “Some school offices and classrooms are chaotic, with so much the teachers have to do. The drivers will make a delivery, but the teachers don’t have time to check the order right away. It can be as long as a week or two before they discover something is missing. Also, because they are busy, teachers often go by the picture and don’t read the product descriptions. They don’t realize the product’s size or the number they are getting, so our drivers have to go back. Our returns are relatively small, but we do business with minimal resources. If our drivers have to

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go back twice, it’s costing us time and money.”

Trowbridge says supply chain issues are an ongoing hassle for AAA, especially when suppliers implement new technology: “When a company puts in a new computer system, the process always runs at least six weeks behind schedule and one of them does this just about every year. Sometimes, it can back things up as much as six months, so you are not sure you will get the product on time. We also had a month’s wait from one of our big suppliers because it didn’t have enough employees. And imports have to go through the Suez or Panama Canal. With all that’s happening in those areas, they’ve cut the number of ships that can go through at a time by 40 percent, so the ships have to line up and wait, which adds time and cost.”

One of the biggest problems for Teacher’s Pet is competition, although not from other area dealers. “We try not to step on each other’s toes,” explains Guillory. “But the competition for playground building can be more challenging. However, if you have the

relationship with the school, that’s half the battle because they want to do business with you.”

The

big “A” and buy local

All the dealers we spoke to agree Amazon is a force to be reckoned with in the education sector, particularly in the more traditional office products market.

“Amazon is a huge factor for everybody and COVID-19 really hurt a lot of independent dealers because they weren’t set up to deliver school supplies to homes,” says Trowbridge. “Before COVID-19, most schools weren’t allowed to buy from Amazon. Now, every school has an Amazon account.”

Trowbridge reveals that Amazon’s sheer heft in the market makes it tough to compete with: “Some manufacturers give Amazon better pricing than dealers. I know the big dogs get better pricing based on volume, but the manufacturers are selling some high-use items for 20 percent below cost. If it’s a big contract, sometimes we have to sell for 10 percent below

cost, which gives Amazon an even greater advantage.”

Yet most dealers believe there are ways to fight the behemoth.

“It’s price versus cost,” says Trowbridge. “We tell our customers to go to Amazon if they want the lowest price; but if they want the lowest overall cost, come to us. We offer next-day delivery and a PO management system so each teacher can’t exceed their budget. We also load over 5,000 POs per school district into the system for them. Amazon doesn’t do that. We provide proof of delivery within an hour so a teacher can go online and see where it was delivered and who signed for it immediately. Amazon can take a picture but it can’t get the signature. Our school customers know our drivers; we deliver orders with one truck and one label. The schools don’t have five deliveries coming from four different third-party sources.”

AAA also uses what some may initially write off as an old-school approach until the genius behind it shines through. “We still produce a catalog,” Trowbridge explains. “It’s about 100 pages with about 1,800 products. We do it because teachers can’t have computers in the classrooms, and they can’t order on their phones or the unions will make the school pay for all the teachers’ phones. So, with the catalog, they can look it up, write down the product number and get whoever orders to place the order.”

Arkansas Office finds it advantageous to highlight the local money trail. “Schools have to support local businesses to get sponsorships and donations,” says Pawloski. “If they want us to support them, they have to support us. If a high school has a relationship with a local banner company and buys from there, that’s fine. But if they are buying from a huge online company instead of us, we

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are probably not going to donate to them. And when customers buy local, that money stays here. A company headquartered in Florida is not going to come to Arkansas to go out to eat or buy a car. Some people working for Amazon drive here from 50 miles away. They bring their lunches with them and they take that money back to where they are from and spend it there. Our money stays in the community.”

Guillory agrees: “Teacher’s Pet is generous; we donate and sponsor charitable golf outings (see page X), and other sports, church and Chamber of Commerce events. You don’t see Amazon signs out on the football fields— at least, not in our rural area. We support our community and it supports us.”

But Pilkinton isn’t convinced: “Buying local matters to some people—VIP has a core group of customers who want to pick up the phone any day of the week and talk to me. They know us and like to know who they are talking to. But many in the new generation of buyers want to get what they need with minimal clicks.”

O’Connell recognizes Amazon’s strengths but suggests that ultimately, Emerald is not overly worried: “There’s price, but there’s also service—the ability to deliver large bulk orders and orders tailored to the customer. We can get orders for 200 items and get them wrapped, labeled and to the right classroom, where Amazon doesn’t know who ordered what or where it goes.”

Lyons adds: “Competing with Amazon is all about relationships. Amazon is great at a lot of things, but there’s no human interaction. Ultimately, people want to buy from people.”

Advice from the trenches

Trowbridge goes on to take stock of stocking: “Before the merger with AAA, Palace stocked about 800 products. Now, we have 10,000-square-foot and 18,000-square-foot warehouses and stock about 3,000. Stocking more

product was a good move given the instability of the supply chain. I’m not sure how business would be if we were not a stocking dealer.”

He also advises dealers to piggyback on existing PEPPM contracts instead of trying to bid to schools themselves. “If you partner with PEPPM, you don’t have to bid because the contract already exists for the school to buy from you,” he explains, giving OMNIA as an example. “You usually pay a fee of between 2 and 4 percent, but because of the partnership, schools can buy millions of dollars from us at already agreed prices. It’s a win-win.”

Pawloski confirms that Arkansas Office Products also stocks, but recommends only warehousing bulk items and products that sell quickly. His top tip is equally pragmatic: “How many pens can you sell to the higher K-12 grades? If they need pens, they go to Walmart. But as seniors, we noticed an opportunity that’s been big for us and helped us sell more to these grades: banners and awards. Grades 7 to 12 give out lots of awards and all the seniors want banners. Say you have seven seniors wanting banners at $10 apiece. That’s a quick $70. But then figure that you’ve got maybe 52 seniors per school. How many pencils do you have to sell to make that? Plus, it gets us into the high-school districts. Word

spreads fast. They go to play another high-school team, see a banner and ask where the school got it. Of course, you have to check the competition. This probably isn’t a good idea if you have 50 banner makers in your area.”

Pilkinton counsels patience: “None of VIP’s education sales were easy. You don’t just get a massive contract. It takes time to build relationships in the school systems. It sounds cliché, but there are no shortcuts. They have to get to know what value you can bring to the school. You have to meet people face to face, interact and find ways to address their needs.”

Guillory suggests getting to know your customers: “Build relationships with the supervisor, the principal, the superintendent. When I go on a cold call, I look around the office. If I see a picture of the customer with his son or hunting, I tell them how I spent 14 years coaching baseball or that I have a cabin in Texas where my son and I go hunting. I strike up personal conversations, not give a sales pitch. Some are receptive; others shy away, but they usually call back.”

As for Emerald, “Look out for us,” half-jokes O’Connell and his team before Lyons gets serious: “Our secret sauce is our people. You can have a game plan, and we can give advice. But if you don’t have the right people, it’s not going to work.”

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West McDonald

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.

To chatbot or not to chatbot? What’s right for your business

When you’re an independent office products dealer, your success hinges on relationships, personalized service and the ability to meet unique customer needs quickly and efficiently. You pride yourself on providing that extra touch—a level of service and understanding that the big-box stores just can’t replicate. But as we all know, running a successful business also means being smart about where you invest your time and resources. Enter AI chatbots: those seemingly

magical tools that can handle routine inquiries, compare products and even guide customers through troubleshooting—all without breaking a sweat.

But here’s the big question: should you embrace AI chatbots in your business or are they more trouble than they’re worth? Let’s dive in.

When chatbots go off the rails: lessons for the independent dealer

Before you get too excited about the possibilities, it’s important to understand why

I’ve always been a bit wary of customer-facing chatbots. Sure, they can be a fantastic tool; but they can also lead to some serious headaches if not managed properly. Just look at what happened with Air Canada: its chatbot went rogue and offered a refund that wasn’t authorized, and the company ended up in court—not because the customer was owed the refund, but because Air Canada didn’t have the proper legal language to protect itself.

For independent dealers, these kinds of mistakes can

be costly. Our businesses thrive on trust and reputation, and a single misstep by a chatbot could jeopardize everything we’ve built. So, if you’re thinking about using a customer-facing chatbot, make sure you’ve got the legal side covered. Proper disclaimers, clear terms and conditions—these aren’t just optional; they’re essential.

The real power of AI: why internal chatbots may be a better place to start Now, while I’m cautious about customer-facing chatbots, I’m all in when

it comes to using them internally. In fact, for independent dealers who often wear multiple hats, internal chatbots can be a godsend. Imagine having a chatbot that can instantly pull up product specs, handle repetitive HR inquiries and assist with office supply reorders—all without needing to interrupt your day. Let’s look at a few ways in which you can use them internally with awesome results.

HR chatbots: simplifying internal operations

Let’s start with HR. If your employees are anything like mine, they have a lot of questions—about benefits, company policies, procedures, you name it. A HR chatbot can handle these queries quickly and efficiently, allowing your team to focus on more strategic work. It’s not just about saving time; it’s about creating a smoother, more efficient operation. And let’s be honest, anything that makes our lives easier is worth considering.

Think about the typical HR requests you get: “How do I submit a time off request?” “What’s our maternity leave policy?” “Can I get a copy of the employee handbook?” While these might seem like simple questions, they can take up a significant chunk of your HR team’s day. A HR chatbot can be trained to answer these questions instantly, pulling information directly from

your company’s policy documents or HR software. This not only frees up your HR staff, but also empowers your employees to find the answers they need when they need them, without waiting for someone to respond.

Imagine the impact during peak times, like open enrollment for benefits. Instead of your HR team being overwhelmed with emails and phone calls, the chatbot could guide employees through the process, answer frequently asked questions and even help them compare different plan options. This creates a more efficient workflow and ensures that your HR team can focus on the more complex, human-centric issues that a chatbot can’t handle—like addressing employee concerns, developing training programs or working on retention strategies.

West McDonald

Product support chatbots: enhancing customer and employee experience

Whether you’re helping a local business choose the right office furniture or guiding a customer through the nuances of printer ink, quick access to information is key. A product support chatbot can be trained to pull up product comparisons, check inventory and even provide installation instructions—instantly. This doesn’t just help your customers; it empowers your team to provide better service without the time sink of digging through catalogs or databases.

Let me paint you a picture. I was recently at a local independent office supply dealer, helping a friend choose a new office setup. We were comparing a few desk options, each with different features and price points. The salesperson,

as knowledgeable as they were, had to dig through a few different catalogs and websites to find all the information we needed. It took some time; and while they were incredibly helpful, I couldn’t help but think how much smoother the process would have been with a chatbot on hand.

Imagine if that same dealer had a product support chatbot ready to assist. Within seconds, we could have pulled up a side-by-side comparison of those desks, complete with specs, pricing and availability. The chatbot could have even suggested complementary products— like a matching chair or a set of filing cabinets—based on our selections. This would have not only saved the salesperson time, but also enhanced our experience as customers, making the decision-making process quicker and more informed.

West McDonald

This is the kind of efficiency that makes a difference in our world. A product support chatbot doesn’t replace the personal touch that independent dealers are known for—it enhances it. It allows your team to focus on building relationships and providing expert advice, while the chatbot handles the repetitive tasks that often bog down the process. It’s like having a digital assistant who’s always on the ball, ready to help whenever you need it.

Where else could chatbots shine in your business? The potential applications for chatbots go far beyond HR and product support. Think about the other areas of your business where quick, reliable information is critical. Perhaps you

have a service department that handles repairs or IT support. A chatbot could assist with troubleshooting, scheduling service appointments and providing updates—all while freeing up your staff to focus on more complex tasks.

Leveraging GPT builders for custom solutions

Here’s where it gets exciting: creating these chatbots is more accessible than ever. Platforms like ChatGPT’s Team Edition and CustomGPT.ai offer tools that allow you to design a chatbot tailored specifically to your needs, without requiring deep technical knowledge. This means you can have a chatbot that knows your products, understands your customer base and operates within the unique

context of your business. And the best part? You don’t need a team of developers or a massive budget to get started. The tools are intuitive and the setup is straightforward, allowing you to focus on what matters: making the chatbot work for your specific needs. Whether you’re looking to streamline internal operations or provide better customer service, you can fine-tune the chatbot to handle the exact tasks you need it to, ensuring it aligns perfectly with your business goals.

For those concerned about security and intellectual property, platforms like ChatGPT’s Team Edition are designed with those priorities in mind. Team Edition and CustomGPT.ai, for instance, are SOC2 compliant,

meaning they meet rigorous standards for data security and privacy. The Team versions of ChatGPT and CustomGPT.ai both ensure that your data isn’t used to train the AI, which is crucial for protecting sensitive information and maintaining control over your proprietary knowledge.

CustomGPT.ai and Thought.ly are two of our go-to Chatbot platforms at GoWest.ai. These platforms offer advanced features that can take your chatbot to the next level. For example, we use Thought.ly to assist with interviews during our AI assessments, allowing us to gather insights efficiently and accurately. The investment in these tools is minimal compared to the value they bring in terms of efficiency, consistency and customer satisfaction.

Test it out: examples to try At GoWest.ai, we believe in “eating our own dog food”—we don’t just recommend AI solutions to clients, we actively use them ourselves. We’ve developed and implemented a range of custom chatbots, both internally and for our clients, and the results have been incredible. Here are a couple of examples you can explore to see how these chatbots work in real-world applications:

• Phone-based chatbot: Call our interview assistant at (415) 212-5012. It’s a chatbot we use for conducting interviews as part of our proven AI readiness assessments. This chatbot is designed to streamline the interview process, gathering detailed responses in a consistent and efficient manner, which is crucial for accurately assessing an organization’s AI readiness. It’s been developed using Thoughtly.ai, one of our partners.

• Interactive Digital Twin: Visit www.gowest.ai/ avatartest to see a chatbot we’re currently testing. Yes, that is a digital clone of yours truly—face, voice and all. This one uses cutting-edge technology, including HeyGen for visual interaction, OpenAI for conversational logic and 11 Labs for voice synthesis. While it’s still in the testing phase and not quite ready for full

deployment, it’s a glimpse into the near future when chatbots will be able to interact almost as naturally as humans. We anticipate it being fully operational within the next three to six months; but even now, it shows just how close we are to a new era of AI-driven customer interaction.

The smart way to develop your own chatbot: top tips Ready to explore chatbots for your business? Here are 10 tips to ensure your chatbot is a success:

• Start with a clear purpose: Define exactly what you want your chatbot to do. Is it for customer inquiries, internal support or something else?

• Know your audience: Tailor the bot’s language and functionality to fit the needs of your customers and employees.

• Legal disclaimers: Ensure that all chatbot interactions include the

necessary legal language to protect your business.

• Focus on data security: Use secure platforms like ChatGPT’s Team Edition to safeguard customer and business data.

• Begin with simple tasks: Start with a chatbot that handles straightforward tasks and expand its capabilities over time.

• Integration is key: Ensure your chatbot can seamlessly pull data from your existing systems, or that you can upload the documentation and materials to a secure third-party repository.

• Continuous training: Regularly update and train your chatbot to handle new tasks and refine its responses.

• Offer human backup: Always provide an option for users to speak with a human if the chatbot can’t resolve their issue.

• Monitor performance: Use analytics to track how well your chatbot is performing and identify areas for improvement.

• Plan for growth: As your business evolves, so should your chatbot. Continuously improve and expand its capabilities.

The final word: chatbots can be a powerful tool—if used correctly In the hands of an independent office products dealer, an AI chatbot can be a powerful tool for boosting efficiency and enhancing service. But, as with any tool, it’s all about how you use it. Start with clear goals, protect your business with the right legal framework and always keep customer relationships at the forefront. Do it right and a chatbot could become one of your most valuable assets.

If you need some help, don’t hesitate to reach out. And as always, keep learning, keep evolving and let’s continue to find new ways to serve our customers better every day.

Tom Buxton

We may be in a

recession, but some groups will always have money to spend…

Many indicators are flashing red, suggesting that we are in a recession—and probably have been for a while. Without getting too political, it has been “interesting” to note how our employment numbers have been adjusted down in multiple months not long after the Bureau of Labor Statistics (BLS) provided glowing reports of job growth.

However, there is one field that has been consistently adding jobs, so the BLS has not had to adjust those numbers. Governments—federal, state and local—have been expanding their employment rolls almost every month. And in case you think this is an anomaly, let me share what I noticed way back in the Great Recession of 2009. In my role as a consultant, I was traveling to help IDC members try to survive during the most difficult economic climate of this century. Companies of all types were declaring bankruptcy and growth engines like construction and reinvestment were non-existent—except in places like Washington DC. In late 2009, I visited DC to fight the encroachment of WB Mason and other supposedly lower-price

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. alternatives to the regular independent model; but something was different. In and around our nation’s capital, building never stopped. Everywhere I looked there were cranes,

new offices and employment ads. You could almost smell the money being spent. So, what has changed in the past 15-plus years?

Tom Buxton

Our government has spent more year after year and is “spreading the wealth” to governmental and quasi-governmental entities. Whether you agree with them or not, initiatives like the CARES Act and the Inflation Reduction Act have had a significant positive impact on the finances of states, cities, schools, counties, hospitals and even some not-for-profit entities.

If what I have just shared is our current reality, how should your company grow its local business when many of your for-profit customers are cutting back? My completely biased answer is to consider joining

AOPD! We have contracts with two of the three largest hospital group purchasing organizations: Premier and Vizient. We also provide the expertise of Betsy Hughes, who lives and breathes this type of business, helping dealers of all sizes establish and grow healthcare accounts every day.

I am also thrilled to share that on September 6, 2024, AOPD was awarded a new contract with OMNIA Partners, the largest and most successful “piggyback” group purchasing organization for cities, counties, schools and nonprofits. We have maintained these sorts of

contracts since 2011. Our contract began with NCPA until it was purchased by OMNIA in 2022. The exciting part is that our dealers have grown their business in this category for every year but two. I have the honor of working with independent dealers to grow this program for AOPD, and just last week we acquired 86 leads at the National Institute of Group Purchasing Conference. We immediately shared them with local AOPD members across the US and Canada. And just so you know, AOPD also maintains a General Services Administration

75 and a Chamber of Commerce contract, if your interests are more focused on those verticals. Lastly, AOPD is a not-for-profit company—we exist just to help independents grow large pieces of business. If you agree that government, quasi-governmental and healthcare entities will have money when others don’t, please consider joining AOPD for one or all of our contracts. Feel free to call or email us at any point to answer questions; and if you are a member of ISG, you might want to check out its OMNIA program through EPIC too.

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.

When it comes to sales tech, accept no excuses

I hate excuses. Most of the time, when salespeople say, “Oh, I just can’t do this,” or “I don’t know that,” what they are really saying is, “I’m choosing not to do this or know that.” As managers, we are attuned to spotting excuses; but sometimes managers have a blind spot when it comes to sales technology. “Aw, I’m just not tech-savvy”: This excuse, often coming from experienced salespeople, can be a significant roadblock to your team’s progress and overall company growth. The pace of tech development has been so quick that many of us have forgotten that being “tech-savvy” is not an innate trait, but a choice and a skill that can be developed.

The reality is that your customers are rapidly

embracing technology and information, and they expect the same of you. If your sales team isn’t keeping pace, they’re effectively putting an expiration date on their careers—and potentially limiting your company’s growth potential.

It’s our responsibility to inspire and push our teams to greatness. When you accept artificial limitations, you’re not only selling your salespeople short but also undermining your company’s potential for success. It’s time to hold our teams accountable and challenge them to rise above self-imposed limitations.

Here are some strategies to help your sales team, especially veteran members, break free from technophobia and embrace

the digital revolution:

• Foster a growth mindset: Encourage your team to view technology as an opportunity rather than an obstacle. Help them understand that each new tool or platform is a chance to enhance their sales skills and reach new heights.

• Provide continuous learning opportunities: Invest in your team’s development by offering access to webinars, workshops and conferences focused on sales technologies and strategies. Consider implementing a mentorship program so that tech-savvy team members can guide others. Remember— training is never a finished product; it’s always a work in progress.

• Lead by example: As a leader, it’s crucial to stay on top of the latest sales technologies. Demonstrate the value of these tools by incorporating them into your own workflow and sharing success stories.

• Create a supportive environment: Establish a culture where experimentation is encouraged and mistakes are viewed as learning opportunities. This will help alleviate the fear of failure that often accompanies technological adoption.

• Implement gradual integration: Instead of overwhelming your team with multiple new tools at once, introduce technologies gradually. Start with one tool, ensure

Troy Harrison

mastery and then move on to the next.

To stay competitive in today’s market, it’s crucial to equip your sales team with the right technological tools. Here are some key categories to consider:

• Customer relationship management (CRM) systems: Modern CRM platforms are more user friendly than ever, offering mobile apps and automation features that streamline sales processes. Emphasize how these tools can help your team manage customer relationships more effectively and efficiently.

• Social media platforms: Depending on your target market, platforms like LinkedIn, Twitter

and even Instagram can be powerful tools for prospecting and relationship-building. Encourage your team to develop a professional online presence and engage with prospects and customers on these platforms.

• Video communication tools: With the rise of remote work and virtual meetings, proficiency in tools like Zoom, Microsoft Teams and Google Meet is essential. Ensure your team can confidently conduct video calls and presentations at a moment’s notice.

• Sales intelligence tools: Equip your team with tools that provide real-time insights into prospect and customer activities. LinkedIn Sales Navigator and Google Alerts can help your salespeople stay informed about industry changes and potential opportunities.

• AI and automation: Introduce your team to AI-powered tools like ChatGPT for content creation or automated email sequences for follow-ups. These technologies can significantly boost productivity and allow your salespeople to focus on high-value activities.

Change can be challenging, especially for veteran salespeople who have honed their skills over decades. Here are some

strategies to help overcome resistance:

• Highlight the benefits: Clearly communicate how these technologies will make their jobs easier and more productive. For instance, demonstrate how a CRM can automate follow-ups, saving time for more face-to-face customer interactions.

• Provide personalized training: Offer one-to-one or small group training sessions tailored to different skill levels. This personalized approach can help address specific concerns and build confidence.

• Celebrate early wins: Recognize and reward team members who successfully adopt new technologies. Share their success stories to inspire others and build momentum.

• Set clear expectations: Make technological proficiency a part of performance evaluations. This sends a clear message that adapting to new tools is not optional but an essential part of the job.

• Offer ongoing support: Provide continuous technical assistance and resources to ensure your team feels supported throughout the adoption process.

To succeed in the modern sales environment, we have to embrace technology as part of our work. There’s no

other choice. As I always say, “Would you rather do it or would you rather that your competitors outpaced you?” The excuse of not being “tech-savvy” is outdated and detrimental to our organizations’ growth. It’s our responsibility to guide our teams—especially veteran salespeople—into the digital age. It’s not only a matter of competitive advantage; it’s a matter of showing respect for those veterans. When you truly respect someone’s skills, intellect and abilities, you push them to raise their standards and push their boundaries. Anyone of average intelligence can learn these tools, no matter their age or experience level, if they choose to do so. By providing the right tools, training and support, we can help our entire salesforce to harness the power of technology. This not only enhances their individual performance but also drives our companies forward in an increasingly competitive and digital business landscape. Remember—embracing technology in sales is not about replacing the human touch; it’s about augmenting it. By freeing up time from routine tasks, these tools allow your salespeople to focus on what they do best: building relationships and closing deals, face to face. The future of sales is here and it’s digital. It’s time to ensure your team is ready to thrive in it.