James Rodgers reflects on almost a year in office at US-based Independent Suppliers Group
30 Focus Grenadier calls time on OT Group as assets are being sold off and Spicers wound down
50 Research Strategies that encourage a return to the office
52 Preview: OPI European Forum
A glance at what’s in store for the next OPI event in London, UK
54 Preview: Industry Week ’24
The US IDC gathers in the sunshine state
Following in someone’s successful footsteps is never easy – James Rodgers was fully aware of that when he took over as CEO of Independent Suppliers Group from Mike Gentile in October 2023. In the three-month transition period, he quietly observed, networked and learned all there was to know about the US dealer group, its members and partners. Rodgers arrived with plenty of experience, from the buying group space as well as the business supplies industry. Now, he refers to a healthy dealer community but highlights the need for more collaboration.
FOCUS: GRENADIER GIVES UP ON OTG
36 Feature
A snapshot of opinions from some of our industry’s prominent technology providers
44 Spotlight AI Overview – what is it and what will it do?
46 Interview Technology and the personal touch: the perfect combination
48 Opinion EO Group’s Richard Sinclair on the evolving role of ERP systems
There had been high hopes that Grenadier, with its successful track record of never having had a business fail, would inject a new lease of life into OTG. Indeed, it had lofty ambitions of more than doubling the business products group’s annual revenue to £350 million [$449 million] by 2025. It backed up this goal with the acquisition of Office Depot and investing around £2 million in OfficeTeam’s SmartPad [...] solution. Unfortunately, profitable growth remained elusive. Matters were not helped by a painful move to a new ERP system in late 2022/early 2023 and an ill-fated decision to invest in troubled dealer services group Nectere. 5 Comment
For the OPI team and many of our readers in the northern hemisphere, it ’ s been holiday time in recent weeks. But we ’ ve been doing so much more than sitting on the beach and sipping pi ña coladas.
The OPI European Forum in London, UK, in November seems just around the corner, for instance, and prep is well underway (page 52) for a dynamic, unmissable event. There will be plenty to talk about during two days of intensive debate, learning and networking.
buzzwords go, ‘future-proofing’ is right up there
Recent news headlines that, on the one hand, include phrases like ‘end of the road’ , ‘grim results’ and ‘in trouble’ are definitely a cause for concern, but they are also juxtaposed by more encouraging terms such as ‘strong growth’, ‘solid performance’ and ‘profit on track’.
As current industry buzzwords go, ‘future-proofing’ is right up there – also mentioned aplenty in our various special Technology Solutions features in these pages (look out for the purple sticker). It is certainly on the mind of this issue’s Big Interviewee, Independent Suppliers Group CEO James Rodgers (page 22).
Rodgers is currently in the final throes of preparing for the imminent Industry Week ’24 (page 54) in late September when the great and the good of the US IDC will come together once more. He’ll be advocating more collaboration between the various channel partners in order to give the IDC – and all its components – the best chance to survive and thrive.
Future-proofing is also very much on the agenda for team OPI. This is why, a couple of months ago, we instigated the latest OPI Reader Survey. We wanted to know what you like about the publication and the services we offer – online or offline – where we excel, how we could be doing better and what we might be missing entirely. A huge ‘thank you’ to all participants – one being our Apple Watch prize winner Mike Palmer (page 14) – reader feedback is incredibly important to us.
The survey results were roundly positive and highly encouraging and we will endeavour to address most suggestions – including calls for even more extensive dealer input. I say ‘most’ because one plea I cannot follow up on: unfortunately, we cannot provide everything we do for free.
But we do promise excellent value for money – in everything we do!
HEIKE DIECKMANN, EDITOR
Analysis: Evolving Essendant
Still committed to wholesaling after strategic 3PL announcement
In an effort to diversify its business model, US wholesaler Essendant recently unveiled Connected Commerce, a fulfilment and third-party logistics (3PL) solution for brands. (see News, OPI July/August 2024, page 12)
Some have called the 3PL offering a ‘reinvention’ of Essendant, but the distributor was quick to tell OPI it was not abandoning wholesaling. “We continue to be committed to our core wholesale business and supporting our OP customers – as we always have,” an Essendant spokesperson stated, adding: “OP remains profitable [for us] while the industry has experienced multiyear declines.”
She continued: “As a company, we always look at ways to ensure our long-term success and the continued success of our customers’ businesses. Connected Commerce demonstrates another significant growth opportunity that brings together already existing capabilities into a comprehensive solution.
“Over several months, we strived to better understand how these capabilities could work together in a powerful way to deliver on a market need. We then aligned the capabilities and team on a common business objective to support brands’ biggest pain points as they seek to grow.”
TEAM OF EXPERTS
The Connected Commerce technology has been developed at Essendant’s digital centre near Pasadena in California. According to Essendant, in this location, there is “a small team with deep expertise in platform management and e-commerce services to help drive sales for more than 1,300 brands and 560 suppliers through 20 online storefronts and marketplaces”.
Since its Connected Commerce announcement, Essendant has published several customer success stories to demonstrate the breadth of the offering. These included: meeting the international shipping needs of UK-based home lighting company Buster & Punch; enabling Chagrinovations to ship more than seven million items to a leading international customer; and reducing shipping costs and end-user delivery times for a furniture manufacturer.
Essendant is not the first in the business products industry to tap into the potential of having a national distribution network. Distribution Management has been offering 3PL services for several years, while one of The ODP Corporation’s key growth levers is its fledgling Veyer division.
WHOLESALE CHANGES
While wholesaling remains a core service, Essendant has made some important changes to this business in the past few weeks. At the end of July, it announced a reorganisation “to better align against our go-to-market strategy and the various customer channels we serve”.
Connected Commerce demonstrates another significant growth opportunity
The unit is now set up according to four customer areas of focus: jan/san & foodservice, office products & furniture, technology and e-tail/retail. Essendant said: “We see the opportunity to better support each customer segment with resources that are in tune with their specific needs.”
The wholesaling business is led by Renee Starr, whose job title has changed to SVP, Wholesale Commercial. In this role, she is in charge of the sales, customer care and marketing teams.
At the same time, Essendant has established a Center of Excellence. Heading this is former US Foods exec Dave Rickard, who has been named interim Chief Transformation Officer.
“His deep experience, combined with the internal experience of our associates, will help drive our business and our customers’ businesses forward at an accelerated rate,” Essendant told OPI
Clearly, interim CEO David Boone has not been slow in implementing change at Essendant since he took on the top job in March. It will be interesting to see over the next few months whether he has any other strategic moves up his sleeve.
Renee Starr & Dave Rickard
Analysis: The fall of Inapa
Government-owned leading shareholder refuses to bail out Portugal-based distributor
As this issue of OPI went to press, no offers had publicly been made to acquire assets of stricken European paper, packaging and visual communications (viscom) distributor Inapa, which has collapsed into administration.
In the space of a few days at the end of July and beginning of August, the company’s subsidiary in Germany and the Portugal-based Inapa IPG parent entity filed for insolvency and appointed administrators.
The catalyst that set the wheels in motion was the inability to meet strict German regulations related to the payment of outstanding invoices. After failing to secure a €12 million ($13 million) loan from its main lenders to pay suppliers on time, Inapa Germany was forced to file for insolvency.
This had a knock-on effect on Inapa IPG as it triggered the maturity of debt and repayment of loans totalling more than €50 million. Lacking the resources to guarantee the amounts due, the parent company duly commenced its own insolvency process.
NO BAIL OUT
Inapa’s largest shareholder with a stake of around 45% is Parpública, an investment vehicle owned by the Portuguese state. Reports from the local financial press claim Parpública was aware of Inapa’s plight in early June but refused to bail the company out, even though it knew sending the German subsidiary into administration would lead to the collapse of the whole group.
Parpública claims a binding ruling made by the previous government in Portugal had prevented it from investing further public funds in Inapa; although it apparently only revealed the existence of this ruling at the eleventh hour, by which time any hope of finding alternative financial solutions had withered.
Another stumbling block for the Portuguese government appears to have been pumping more money into a company with just a minority of its employees based in its home country; only around 200 of Inapa’s total workforce of approximately 1,400 are employed in Portugal.
Since the 2019 acquisition of OptiGroup’s Papyrus and its subsequent integration with Papier Union, Germany has been Inapa’s largest market by far, accounting for around 65% of revenue.
Inapa’s most recent acquisition was the December 2022 purchase of €8 million France-based viscom reseller Loos. This transaction was part of a three-year strategic plan to further grow in the viscom and packaging segments.
JPP MOVE THWARTED
There had been hope Japan Pulp & Paper (JPP) – owner of the Gould Paper and Premier Paper distribution businesses in Europe –would make an approach for Inapa. In fact, it has been reported that JPP was on the verge of tabling an offer to acquire the whole business, excluding only its small presence in Angola.
Parpública was aware of Inapa’s plight [...] but refused to bail the company out
However, it has been claimed Parpública was not willing to accept the creditor ‘haircut’ that would have been required to get the JPP proposal over the line. With the Japan-based group requiring terms to be agreed before Inapa Germany moved into insolvency, once the latter happened, the writing was on the wall.
Now, it would appear JPP, other market players and/or investors will pick over the assets of Inapa, which has annual sales nearing €1 billon. There should not be much trouble finding a home for the non-paper merchanting businesses. After all, the likes of Antalis and OptiGroup have been expanding into areas such as packaging recently.
JPP might still be the favourite for the Germany assets. This would give it a strong foothold in Europe’s largest market and complement its existing presence in the region. It would also pit it against rival Japanese firm Kokusai Pulp & Paper, the owner of Antalis.
The Warehouse Group abandons takeover talks
New Zealand’s The Warehouse Group (TWG) has not received the shareholder backing it required to proceed with a takeover proposal from Adamantem Capital Management.
In July, Adamantem, in conjunction with TWG founder Sir Stephen Tindall, had submitted a plan to acquire the retailer for up to NZ$590 million (US$350 million). Tindall opened the first The Warehouse store in 1982 and held the position of Managing Director until 2001. Although he stepped down from the board in 2020, he remains a major shareholder in the group, both personally and via The Tindall Foundation.
Under the proposal, Tindall, The Tindall Foundation and other affiliated shareholders would have controlled
a stake of around 50% in the group, with Adamantem holding the balance. All other shareholders would have received an all-cash offer for the entirety of their shareholding.
However, for the transaction to stand any chance of success, it required 75% approval from all classes of stockholders. TWG confirmed that a “key shareholder”, thought to be retail mogul James Pascoe – who has a stake of around 20% – had not backed the scheme. Its board has therefore decided not to proceed with further talks with Adamantem.
Nevertheless, the door has been left open for the investment firm and Tindall to come back with an improved offer that might make Pascoe reconsider.
FILA SAP issues a boon for non-profit
The implementation of a new SAP ERP logistics system significantly hit the US operations of global stationery
vendor FILA in the first half of 2024. Fulfilment problems as a result of the new software roll-out led to FILA’s North America sales contracting by more than $20 million year on year in H1 2024.
However, FILA’s woes were good news for the National Association for the Exchange of Industrial Resources (NAEIR), which distributes excess stock for free to teachers, schools and non-profit organisations across the US. The supplier recently donated around 12 million of its Dixon Ticonderoga pencils to NAEIR.
It has been a turbulent few months for TWG following the sudden departure of CEO Nick Grayston in May and a subsequent management shake-up (see News, OPI July/August 2024, page 11)
“In a perfect world, companies would sell every single item they manufacture,” commented NAEIR CEO Gary Smith. “In reality, however, sometimes they produce too much, orders are cancelled or models are simply discontinued.”
Since its founding in 1977, NAEIR has received donations from more than 8,000 US corporations and distributed over $3 billion in products. Companies that donate may also be eligible for tax deductions which can reach twice a product’s manufacturing cost.
RAJA set to snap up French retail supplier
RAJA Group has agreed to acquire Rétif, a specialist reseller of shop equipment and supplies to the retail trade. The packaging and office supplies group has entered into an exclusive agreement with private equity firm Verdoso, which initially invested in Rétif in 2014.
The deal is still subject to the approval of the competition authorities but, according to a press release, has already received a positive reaction from both RAJA and Rétif employee representatives. The transaction – for which financial terms
were not disclosed – is expected to close this October.
Founded in 1962, Rétif operates 88 stores, 66 of which are in France. It also has outlets in Spain (15), Belgium (5), Luxembourg (1) and the Netherlands (1), while there are online-only operations in Italy and Germany. In all, it offers more than 150,000 products across eight broad categories. Based near Nice, Rétif reported profitable revenue in 2023 of €121 million ($131 million).
This acquisition is not the first time RAJA has had dealings with Rétif; in
2015, RAJA bought UK retail supplies specialist Morplan from Rétif, meaning these two businesses will once again be part of the same group.
Presumably, there will be synergies such as purchasing volumes that Morplan – which has sales of around £18 million ($23 million) – will be able to tap into.
Sir Stephen Tindall
Gary Smith
Westcoast and ALSO announce tie-up
European IT distributors Westcoast and ALSO have announced what they are calling a “partnership contract”. In reality, a deal has been struck that will see Westcoast’s operations in the UK, Ireland and France being acquired by ALSO.
Under the proposals, Westcoast founder and Chairman Joe Hemani would become a “major shareholder” in ALSO and retain ownership of Westcoast’s businesses in the Netherlands and Germany. The £4.2 billion ($5.4 billion) distributor will continue to operate under its own brand name once the transaction with ALSO, which still requires regulatory approvals, has been finalised.
“This is an alliance of two highly successful businesses sharing the same mindset of growth,” said Hemani. “The continuity of the business, which is paramount for vendors, customers and our team alike, is secured with this move.”
Shortly after the deal was announced, Westcoast Executive Director Alex Tatham confirmed he had left the business. He is expected to take on another role in the IT channel in the coming weeks.
Stamp maker seeks investors after COLOP partnership
Bystamp, a France-based start-up in the stamping segment, is looking to raise €700,000 ($760,000) in fresh investment. The firm, headquartered in Brittany, has developed a two-in-one stamp that works on both paper and digital documents.
After trying to go to market under its own brand, Bystamp’s Keymo technology is now being used by global vendor COLOP for a product called Printer 2in1. This will be available in France from reseller Bureau Vallée in October as well as in ten other European countries.
Founded in 2016, Bystamp raised €3 million through a crowdfunding campaign in 2022 and attracted new shareholders in the same year. Now, it is looking for a further €700,000, although €200,000 of this has already been pledged by the company’s management team.
Office Brands highlights local approach
Sofidel buys Clearwater’s tissue business
Europe-based group Sofidel has announced the acquisition of the tissue business of US firm Clearwater Paper, a leading manufacturer of private brand tissue products with annual sales of around $1 billion.
Clearwater has a production capacity of 390,000 tons per year and operates four manufacturing facilities in the US. According to 2023 figures from RISI, the supplier has an approximate at-home share of 6%, behind market leaders Georgia-Pacific (30%), P&G (26%) and Kimberly-Clark (15%).
Sofidel is paying $1.06 billion for Clearwater’s tissue operations which, according to the seller, represents an adjusted EBITDA multiple of about x6 for the 12 months ended 31 March 2024. Clearwater will use the funds to deleverage its balance sheet and make further investments in its paperboard businesses.
Sofidel CEO Luigi Lazzareschi said the transaction represents an “important milestone” for the company as it looks to grow its presence in the US, a market it entered in 2012 when it bought away-from-home (AFH) manufacturer Cellynne Holdings.
In 2016, it launched its own Papernet AFH brand in the country while earlier this year, it acquired Minnesota-based ST Paper.
Australian dealer group Office Brands has introduced a new tagline to underline the local credentials of its Office National network.
The organisation has unveiled the tagline ‘Local Know-how’ which, it says, is a natural progression on its journey to focus more on the local community. It added that research had confirmed just how much customers value dealers’ local service and expertise.
Fellow – some would say ‘rival’ – dealer group Office Choice has spent the past four years developing its ‘Making Local Work’ brand strategy (see Big Interview, OPI July/ August 2024, page 20).
Alex Tatham
Germany first for Highlands
Highlands has appointed Petrus Lahm as its first Germany-based, German-speaking Business Development Manager. The experienced exec has been charged with driving the sales and marketing agency’s revenue growth across B2B channels in Germany through both new and existing partners.
Appointments at Victor Stationery
Victor Stationery has named Richard Smithers (top) as Managing Director. Smithers has 30 years of experience in business products sales, including successful spells at wholesalers Spicers and VOW. He joined the Northern Ireland-based vendor at the beginning of 2022 as Sales Director.
Meanwhile, Mark Harper (left), most recently with HSM, has been appointed as Victor’s European Key Account Manager, underlining the company’s ambitions to grow and expand across the continent.
CEO change at Takkt
European and North American furniture, MRO and foodservice reseller Takkt has named Andreas Weishaar as interim CEO as of 1 August. Coming from agricultural machinery group CNH, he took over from Maria Zesch, who announced in July she was leaving the company after three years.
UPM Raflatac selects Americas SVP
Self-adhesives supplier UPM Raflatac has named Brinder Gill (left) as SVP for its Americas region, effective 1 August. Gill, who was previously in charge of UPM’s Paper Laminates Americas business unit, is now a member of the UPM Raflatac management team and reports to EVP Tim Kirchen.
Viking names Sales Director
Viking has appointed Wesley Brouwer as Sales Director for its Benelux region. Brouwer is no stranger to the business products channel, having spent around 16 years at Corporate Express and then Staples in the Netherlands. Most recently, he was Country Manager Benelux and Germany for B2B foodservice equipment supplier Nisbets.
UPM appoints EVP
UPM has finally appointed a permanent EVP of its Communication Papers division. Taking on the role from October this year is Gunnar Eberhardt (left), who joins the manufacturer from Henkel. Eberhardt will become a member of UPM’s group executive team and report to CEO Massimo Reynaudo.
Suhit leaves Alkor
Alkor Marketing and Purchasing Director Franck
Suhit has left the French cooperative. He joined Alkor at the end of 2020 after more than two decades at global reseller Lyreco.
Hospeco closes Supply Source purchase
North American safety and PPE manufacturer Hospeco Brands has emerged as the acquiror of Supply Source Enterprises (SSE). In May, Hospeco announced it had made a bid to purchase certain SSE assets – including the Impact Products and The Safety Zone brands – out of Chapter 11 bankruptcy protection (see News, OPI July/August 2024, page 11)
Although it could potentially have been outbid, Hospeco confirmed the acquisition was finalised on 19 July after a Delaware bankruptcy court selected it as the winning bidder. Hospeco said the deal has transformed it into “a true single-source solution across the most significant categories in the sanitary supply and industrial safety markets”.
Leadership transition at Global Industrial
In July, Barry Litwin announced he was stepping down as CEO of Global Industrial. Litwin had joined the US-based MRO, industrial and business products reseller – then known as Systemax – in 2019, at a time when the company was refocusing on its core MRO categories after offloading its IT distribution units in the US and internationally.
Executive Chairman Richard Leeds, son of co-founder Mike Leeds, took on the CEO duties on 9 August and will be in charge until a permanent successor for Litwin is appointed.
Meanwhile, Global Industrial has named Lisa Goldson Armstrong as its Chief Marketing Officer. Goldson Armstrong has over 20 years of strategy and marketing experience and was most recently Chief Marketing Officer at Resideo Technologies.
Barry Litwin & Lisa Goldson Armstrong
Soennecken makes education acquisition
German dealer group Soennecken is looking to grow in the education category following confirmation it had purchased the shares of specialist supplier Erstling – with the closing backdated to 1 April 2024.
Founded in West Berlin in 1972 as a supplier of schoolbooks, the company rose to prominence in the 1990s after unification. Not only did it expand the product range to include teaching materials and furniture, but it was also the organiser of the region’s largest education fair at the time, Berlin-Brandenburg School Days.
Today, Erstling is a nationwide operator and runs one of the most important German-speaking educational e-commerce portals. Further product diversification has included a move into interactive touch displays and related accessories.
Erstling was previously headed by two directors, Fabian Peter and Jans Hinrichs. Peter is staying on and will jointly lead the business with Soennecken’s Commercial Director Christoph Otte-Wiese. Hinrichs left the company on 28 June.
Soennecken said the acquisition – for which financial details were not disclosed – will help offset the decline in traditional office supplies and open up new business areas for members. It believes the addition of Erstling’s expertise in public sector tenders will also give Soennecken dealers more opportunities in a segment where access for them has been somewhat complicated.
Reckitt to refine portfolio
Cleaning products giant Reckitt has announced several portfolio and organisational changes, including plans to offload a number of its brands. Unveiling its strategy as it published its Q2 2024 earnings in July, the UK-based vendor will focus on what it calls ‘powerbrands’.
These 11 household names – which include Reckitt Pro brands Lysol and Dettol – represent annual sales of approximately £10.5 billion ($13.5 billion). At the same time, Reckitt seeks to exit its home care brands that are now considered non-core – Air Wick, Mortein, Calgon and Cillit Bang – by the end of 2025. It is further looking to offload its Mead Johnson Nutrition business.
A leaner organisational structure will also be put in place by 1 January 2025. Changes will include fewer management layers, a reduction in central functions and a less expensive leadership model. The group will go to market with a unified category approach and three distinct reporting geographies: North America, Europe and Emerging Markets.
Lysol and Dettol will form part of the germ protection category – the other segments being self-care, household care and intimate wellness – along with lavatory care brand Harpic. Together, these products will represent just over 30% of the revenue of the reshaped portfolio line-up.
Reckitt is not the only jan/san vendor undergoing change. Kimberly-Clark is implementing a new operating model too. It includes the merger of its North America Consumer and Professional organisations into one integrated structure, which came into effect on 1 July.
Renz administrator provides update
One of the administrators handling the insolvency of European binding specialist Renz (see News, OPI June 2024, page 11) has told OPI it is optimistic a “sustainable solution” for the company can be achieved.
Dr Martin Hörmann and Ole Brauer of law firm Anchor were appointed as administrators of Renz on 20 March after the company ran into financial difficulties. At the end of July, Brauer confirmed that “detailed negotiations” with an investor were ongoing and he was confident of a positive outcome. This applies to Renz’s international entities as well as the company’s workforce.
Brauer added that Renz’s creditors’ committee was supporting the process, which now requires the finalising and signing of contracts ahead of fulfilling the closing conditions.
The klaxon has sounded for businesses to comply with the EU AI Act. While there is optimism about AI’s potential, organisations know its value only comes with trust and managing and mitigating its risks
11%
Amazon Prime Day spending increase compared to 2023
Stabilo celebrates the Euros
Inspired by the 2024 UEFA European Football Championship, Stabilo apprentices embarked on an innovative project to celebrate the competition. The stationery brand constructed a football table with its popular Stabilo BOSS markers.
Kaut-Bullinger revamps online offering
German independent dealer
Kaut-Bullinger has redesigned its web shop, enhancing self-service, user-friendliness and the shopping experience. The new site consolidates all customer types onto a single platform, differentiating only between business and private users.
A$14,300
Estimated amount SMEs in Australia save per employee from hybrid working models each year
76%UK consumers who are more likely to shop in-store for stationery supplies than online
Charity success for Hamster
Novexco’s Hamster dealer brand raised an impressive C$181,000 (US$130,000) for charity at its annual golf tournament at the end of June. The amount will be divided between two Canadian causes the group supports: the Mira Foundation and La Grande Journée des Petits Entrepreneurs.
$185.5 billion
Approximate size of the global office stationery and supplies market by 2030
OPI Reader Survey prize winner revealed Mike Palmer, Senior Intern at Seattle, US-based e-commerce full-service agency Pac4, has won an Apple Watch for his participation in the OPI 2024 Reader Survey. The results provide valuable feedback to guide the future direction of OPI and this year’s prize aimed to thank one lucky person for getting involved.
Ali Shah, Global Principal Director for Responsible AI, Accenture
PICTURE OF THE MONTH
Novexco CEO Denis Mathieu (centre) with representatives from the two charities
GREEN THINKING
Catalonia to ban single-use cartridges
In July, the Government of Catalonia in north-east Spain enacted a new waste law emphasising circular economy principles, the European Toner and Inkjet Remanufacturers Association (ETIRA) has announced.
Calling the legislation a “significant step towards environmental sustainability”, ETIRA said it had been actively engaged in discussions with Catalonia’s Waste Prevention Agency regarding the implementation of circular criteria in document printing.
A cornerstone of the new law is the ban on single-use printer cartridges and toners, effective 1 January 2025. Other key strategies include extending the lifespan of devices and reusing consumables.
The measures are part of a broader ban on single-use plastic items and non-recyclable products which will also come into force at the start of next year. It is a move not dissimilar to regulations implemented two years ago in the Balearic Islands, where ETIRA again played a prominent role in the print supplies category.
“ETIRA’s collaboration with Catalonia’s authorities signifies a solid commitment to a sustainable future,” the association stated. “The new law sets a precedent for other regions by incorporating circular economy principles in document printing and highlighting the importance of innovation and responsibility in waste management.”
Also in July, the European Union’s Ecodesign for Sustainable Products Regulation (ESPR) came into force. ESPR replaces the Ecodesign Directive 2009/125/EC and establishes a framework for setting sustainability requirements on specific product groups.
Over the past couple of years, ETIRA has been heavily involved in helping the EU Commission’s Joint Research Centre (JRC) draft ecodesign legislation for the imaging equipment industry. Even though the JRC’s latest draft proposals (see Focus, OPI July/August 2024, page 28), formed part of the 2009 Directive, they will now be carried forward into the ESPR.
Navigator invests €164 million
The Navigator Company said it has made sustainable investments of around €164 million ($185 million) in the past 18 months.
The focus has been mainly on projects aimed at decarbonisation, modernising equipment and improving efficiency. These include a new recovery boiler in Setúbal, Portugal, which will reduce direct fossil CO2 emissions by around 136,000 tonnes per year – equivalent to a quarter of the group’s emissions in 2022.
The manufacturer added it is committed to promoting resource efficiency as part of its Responsible Management Agenda 2030, in line with the United Nations Sustainable Development Goals.
Over the past five years, Navigator has invested more than €8 million in energy efficiency measures at its four industrial sites. It said these had resulted in energy savings of around 100 GWh/year, claiming it had avoided the emission of around 23,000 tonnes of CO2
Antalis secures EcoVadis gold
Antalis Group has been awarded a gold medal by sustainability rating organisation EcoVadis.
The award – handed out earlier this year – puts Antalis in the top 5% of companies worldwide that EcoVadis rates.
The group has been undergoing annual assessments for the past six years and was given a silver rating in the previous two.
In addition to the award at group level, subsidiary Antalis France also earned an EcoVadis gold medal this year.
The Navigator Company’s Setúbal facility near Lisbon, Portugal
Brother UK named sustainability leader
Brother UK has been named a ‘leader’ in sustainability programmes and services in a recent IDC Sustainability MarketScape assessment.
The IDC report evaluates print vendors based on key sustainability metrics in corporate strategies, business operations, products and business models, and governance, risk and compliance measures.
Brother was highly rated for its efforts to minimise the environmental impact of its business activities based on the Brother Group Environmental Vision 2050, which includes ambitious SBTi goals to reduce emissions by 65% on 2015 levels by 2030.
The company was also praised for its environmental performance at every stage of a product’s life cycle, from design, development and manufacturing to customer usage, disposal and recycling. It recently became the first print brand to be awarded the Blue Angel certification for a remanufactured toner cartridge.
Brother further promotes the conservation and restoration of ecosystems and this year celebrates its 15-year partnership with rainforest conservation charity Cool Earth. Since the partnership began, it has supported seven communities across the Amazon and New Guinea forest, protecting 32 million trees that store 50 million tonnes of carbon.
Pukka Pads launches renewable energy division
UK stationery and party supplies vendor Pukka Pads has expanded into the renewable energy sector.
The company has launched a division called Pukka Power, which offers renewable energy solutions for both commercial and residential purposes. These include the installation of solar panels, air source heat pumps and electric vehicle charging ports.
As part of its launch promotion, Pukka is offering an exclusive discount on its solar energy systems to existing customers – including a free consultation and customised energy assessment.
SMALL TALK
Going for GOLD
A big (sustainable) deal: Lyreco France’s involvement with the Paris 2024 Olympic and Paralympic Games
Lyreco France announced in March 2023 that it was an Official Supporter of the Paris 2024 Olympic and Paralympic Games taking place this year. As part of its contract, the reseller was charged with handling the supply, installation and removal of thousands of office furniture items across multiple locations in France.
Shortly before the Games were due to begin on 26 July, OPI Talk featured Eric Avril, Managing Director of Lyreco France. In conversation with OPI’s Andy Braithwaite, Avril outlined some of the challenges of handling such large volumes and the opportunity the experience has provided for the company to develop its second-hand product offering.
AWARD BACKGROUND
We entered into discussions with the Paris 2024 Organising Committee (referred to as Paris 2024 hereafter) as early as 2020. One of its main objectives was to organise the most sustainable Olympic Games ever held – this was the starting point for our talks.
For Lyreco, it was a very important driver of a potential relationship because it tied in perfectly with our organisation’s sustainability strategy and goals.
In terms of contract negotiations and the supplier selection process, Paris 2024 essentially followed the same rules as any other large public company in France – it was a competitive process. It split the market into different areas and we successfully bid on the furniture segment, although we will also be supplying other office items and PPE.
PROJECT SCOPE
We are responsible for supplying the teams involved in the organisation of the Olympic and Paralympic Games as well as the 200 international delegations in attendance. It means arranging deliveries to more than 170 locations: offices, accommodation facilities, the competition sites and other operations buildings. Most of these are in the Paris area, but not exclusively.
As you can imagine, there are large product volumes involved. We will be supplying approximately 360,000 items in total, including 42,000 chairs and 10,000 office tables.
ESTABLISHING PRIORITIES
As soon as the partnership was confirmed, the first step was to organise product sourcing. This was a huge challenge, not only for Lyreco, but for our suppliers as well, due to the enormous volumes. Fortunately, we were able to leverage relationships with our regular manufacturer base.
We will be supplying approximately 360,000 items in total, including 42,000 chairs and 10,000 office tables
On the office furniture side, 100% of our offering is sourced from Europe: 60% comes from France and we are also using supplier partners in Italy and Poland. This helps with quality control, shorter delivery times and lowering the carbon footprint of shipments.
Eric Avril
A key area to tackle was logistics. We quickly came to the conclusion that it would not be possible to involve external companies, but instead to rely completely on our internal resources. For security reasons, we have rented a dedicated warehousing facility managed through Paris 2024; Lyreco France is handling all furniture assembly, deliveries and the reverse logistics process once the Games have finished.
In terms of human resources, we recruited volunteers from within Lyreco France who wished to be involved. This enables us to use internal skills to execute the entire contract. We had hundreds of applicants, ranging from people spending a few days or weeks away from their regular jobs to those who will be fully dedicated when the Games are taking place.
THE BUILD-UP
It’s now about three weeks before the Games begin and we have almost 100 people working at different sites assembling furniture, organising deliveries and making sure everything is running smoothly.
We have calculated that 84% of the products will be able to be resold on the second-hand market
All products have been shipped safely to the warehouse and we are dispatching items according to the Paris 2024 schedule. Some locations, like the Stade de France in the capital, are permanent, so it is relatively straightforward to install products there. Conversely, there are also many temporary areas – at the Place de la Concorde or near the Eiffel Tower, for example. This is a bit more of a challenge and we are liaising on a daily basis with the organisers so we can allocate the right resources at the correct time.
That said, it’s not actually vastly different to what we do every day with Lyreco customers
here in France – it’s all about agility and flexibility. Again, utilising our own logistics is an important factor.
SECOND-HAND OFFERING
A critical part the contract revolved around what would happen to the furniture once the Games were over. We have calculated that 84% of the products will be able to be resold on the second-hand market.
A dedicated website offering Olympic Games furniture for pre-sale has already gone live. We knew customers had a high interest in these products because it is a good story and helps with sustainability goals and requirements. Feedback has been very positive and more than 20% of the items have already been reserved [at the time of writing – the Paralympic Games conclude on 8 September]
From a Lyreco France point of view, it has also enabled us to officially launch a second-hand furniture activity. This is something that has been lacking on a large scale in the country, but which we will now be able to carry out thanks to our ability to handle both the deliveries and reverse logistics.
We are currently building a new 3,000 sq m (30,000 sq ft) facility which will give us a total of 5,000 sq m available for the management of second-hand products. It will be the first real example of a circular economy furniture offering in France with such large volumes and will give us a unique positioning.
MARKETING OPPORTUNITY
Our role as an Official Supporter of the Games is an important one but people will not see the Lyreco name featured on billboards or on TV. However, this partnership with Paris 2024 is highly visible in our external and internal documentation and communications. It also provides opportunities to invite customers to various ceremonies and sporting events.
Overall, our involvement will boost our reputation and show what we are capable of. In terms of Lyreco’s range of products and services, sustainability and the circular economy, it has been a real stepping stone.
Independent distribution: A FORCE FOR GOOD
Following in someone’s successful footsteps is never easy – James Rodgers was fully aware of that when he took over as CEO of Independent Suppliers Group (ISG) from Mike Gentile in October 2023. In the transition period up until the end of last year, he quietly observed, networked and learned all there was to know about the mighty US dealer group, its members and partners.
Rodgers arrived with plenty of experience, both from the buying group space as well as the business supplies industry. Echoing his predecessor’s attitude towards the IDC, Rodgers too advocates a big-tent philosophy, whereby dealers, suppliers and wholesalers all ultimately benefit from collaborative efforts.
Crucially, as he told OPI’s Heike Dieckmann, he also believes there’s plenty of scope for even more cooperation in that big tent and work is underway to make this happen.
OPI: You’ll soon be completing your first year at ISG. Can you give a quick recap of your career beforehand for readers who are not familiar with your background?
James Rodgers: Sure. As you say, it’s been almost a year. I know the business supplies industry very well, having joined United Stationers – now Essendant – in 2009. I began in the marketing department and was out in the field about a year later working with the independent channel.
I moved over to the wholesaler’s Lagasse subsidiary in 2015 and, through that, got to know the jan/san segment really well. It was a very different – and quite pivotal – experience
ISG CEO James Rodgers reflects on almost a year ‘in office’, highlighting a healthy dealer community but the need for much more collaboration
in terms of how we went to market and what customers needed. I went back to Essendant in 2018 and led sales in the Midwest for a bit.
I joined Network Distribution in 2019 as Director of Sales and Operations, before moving into the VP of Supplier Development role. Network is the jan/san and foodservice channel’s largest buying group in the US. I really enjoyed my time there and, again, learned so much about that category.
When I was first approached by ISG, I was intrigued by the opportunity to work directly with the IDC once more. It was the most exciting aspect of the role for me because independent dealers are such a tenacious, creative bunch and there is an intensity and passion in this channel which ISG perfectly encapsulates.
We have an eager and progressive board with a bird’s eye view that transcends narrow-minded agendas, can see the bigger picture and wants to make some bold moves for the whole IDC. I relished the chance to become a part of the organisation.
OPI: What did you learn from your time in another buying group – albeit in a different channel – that you could bring to ISG?
We have historically done a good job with vendors at ISG, but we want to do more
JR: What I believe I will bring to ISG is a broader perspective and approach. I built a lot of relationships at Network and I definitely want to leverage and introduce those suppliers to the business supplies channel.
The two big learnings I would highlight are a) how to get creative in the programmes you develop to benefit your members and b) how to really partner with suppliers to help them maximise their opportunity with the IDC.
The balance and alignment between a buying group, its members and suppliers are critically important. It needs to be a complete partnership and we have to be in lockstep to have the most success together.
OPI: Are you saying this balance isn’t quite there? Is there a lack of commitment from the manufacturer side towards the IDC?
JR: We have great vendor partners at ISG and I’m immensely grateful for how they have welcomed me with open arms, helped me understand their business processes and what we can do better.
I think we have historically done a good job with vendors at ISG, but we want to do more. The IDC is so important to this community and there needs to be a mutual appreciation of just how much we can do for each other.
Our job is to create the best programmes for our members – big and small – to help them be competitive and buy better. For this to happen, we need to work closely with our supplier partners so they are able to more effectively grow their sales with our members as well.
OPI: Let’s talk about ISG and its footprint. What are the numbers?
JR: We’re just shy of 800 members with combined revenues of about $8.4 billion. With a few larger/outlier members not factored in, our average member size is approximately $11.1 million. In regards to core product mix, office products, furniture and tech account for almost 60% of sales. These core categories remain very important to the group.
Additionally, we are seeing strong growth from other areas: breakroom, promotional, jan/san and print are some big ones.
Jan/san, in particular, is the fastest growing and accounts for about 18% of sales. That said, there is plenty of momentum right now for furniture and breakroom because customers are trying to get their employees back into the office, so they’re creating nicer workspaces and facilities around them. Ultimately, the IDC has progressed. Dealers have done an outstanding job in their evolution of how they buy, what they sell and how they sell it.
OPI: A good part of that is due to the pandemic I would expect – they simply didn’t have a choice.
JR: It definitely had an effect on it – and continues to do so as I’ve just mentioned with furniture and breakroom products. Dealers had to quickly get into new categories whereas beforehand they were perhaps just on the periphery. They had to excel in their product knowledge, the sourcing and buying game and also in how to go to market.
Consolidation has changed the status quo too. A lot of members came to us and said: “A distributor was acquired in my marketplace. Its customers are coming to me now because there was a disruption in service with the new owner. Please can you help me capitalise on this new opportunity.”
OPI: About 800 members is pretty similar to the immediate post-merger figure. I’m guessing this has not been a static number. JR: It hasn’t, no. We’ve had to deal with a fair bit of attrition over the years. Our primary goal is always to keep as much volume in the channel as possible, so we’re helping those looking for an exit strategy, for instance, aligning them with members which are looking to acquire, grow and continue to thrive.
We’ve been pretty successful with this over the past year. We lost about 12 members, either because they were bought out by one of the big guys or by another member. But we retained nearly 90% of the volume in the channel which is a positive.
We also want to build a pipeline of new members. So far this year, Charles Forman and his team who lead membership, have brought 20 new organisations into the group. They continue to do an outstanding job introducing new dealers to ISG.
We want to build a big tent under the umbrella term of independent distribution. This means traditional, independent office products dealers but also non-traditional distributors
that come from channels such as jan/san, foodservice and packaging, for example.
There’s plenty of scope to bring more organisations in and increase our membership. And the lines are blurring so much: we have a jan/san distributor on our board now which has become involved with furniture and OP, and it’s been a tremendous advantage to its business – and ours.
OPI: How difficult is it to create a cohesive sense of identity in an organisation that oversees 800 entities? The terms “herding cats” and “frogs in a wheelbarrow” have been used by your predecessor! JR: It’s not easy, but being entrepreneurial is our members’ greatest asset. Of course they’re going to act like independents and, unlike a group such as Office Choice in Australia
perhaps that you talked to in the last issue of OPI, it’s not so much about one ‘identity’.
The size and model of our group creates enormous strength and plenty of potential. With combined revenues of $8.4 billion, suppliers are eager to earn part of that share.
Naturally, our members are very diverse in how they buy and go to market and we have to be mindful of creating programmes that can be scaled and adapted to suit dealers as well as suppliers. We always try and cast the biggest net we can.
OPI: What has been the feedback from vendors about these programmes since you took over? To what extent is it realistic to expect vendors to keep pumping dollars into rebate schemes, for example? And, going back to the herding cats analogy, how happy are vendors with compliance from your members?
JR: ISG has many long-standing and mutually beneficial relationships with supplier and manufacturer partners in our core category portfolio. Those partners have committed meaningful resources and investments into the channel, our members and, by default, ISG, because they believe in our reliability, and also our ability to earn market share with their products. We are not without challenges, but our channel has proven itself to be one of the most stable options in today’s environment. Related to compliance, both ISG and our supplier partners want to grow share. We continually assess the needs of our members and how we can best fulfil these along with those suppliers to help ensure better compliance and partnership.
OPI: We haven’t talked about the wholesalers yet and there has been plenty going on with the two main ones. What is your opinion of Essendant and S.P. Richards possibly coming together? There are rumours and a certain sense of déjà vu.
Strong wholesalers are very meaningful to the IDC
JR: I’ve heard the speculation. Strong wholesalers are very meaningful to the IDC. The channel is built around their services: they created wrap and label, next-day delivery, content fulfilment, access to large assortments of product, and so on.
With the new wholesale leadership in place, we want to re-emphasise the importance of the IDC and ensure ISG is a big part of their goals
and objectives. By the same token, how can we support the wholesalers and maximise the opportunity for them in this channel? We have to get this right too.
OPI: The RDC – often a controversial topic in the past – is gone and now you have the wholesalers’ carton programmes to help dealers compete. Are these adequate?
What’s your stance on the RDC – can you envisage a comeback at some point?
JR: We want to expand our relationships with the wholesalers, for sure. We need to collectively think of new ways to help grow this channel for them, while also maximising the value for our members.
The whole RDC debate is very complex, especially in today’s climate. My understanding is that the RDC and how it was built and integrated within ISG was done with the best intentions but it never had the favourable outcome expected.
There is no short-term vision for us to get back into an RDC concept right now. But we always need to think about what’s best for our membership, so I wouldn’t slam the door completely and lock it.
OPI: Going back to the possibility of one merged wholesaler. This wouldn’t be in your dealers’ best interest I would imagine?
JR: No, our members have concerns about this potential outcome. What would it mean to their competitiveness, their profitability and the support they receive?
The vast majority of our members – 76% – are stocking dealers; they’ve built direct relationships and enjoy a certain surety of supply. But the remaining 24% are stockless – we define that as zero dollars of inventory, or 20 or fewer SKUs.
We are a member-owned organisation and have a responsibility to prepare for a worst-case scenario. ISG’s focus is to minimise any potential negative impact on our dealers.
OPI: What are you asking them for?
JR: As a broad overall statement, surety of supply, competitive access to product, and the ability for members to meet their customers’ demands and limit disruption are paramount –whether it’s for stocking or stockless dealers.
There’s always much noise about the compression of the IDC and of categories, specifically OP. We don’t look at it in this way. Although OP has declined, it is still a core category for our members and their customers. We have to maintain excellent access to this category via wholesale and all parties need to realise this is a mutually beneficial relationship.
So far, both leaders at the wholesalers have been open to conversations and want to make sure we’re aligned. We need to build on those talks and further bolster our partnerships.
We need to have a more robust supply chain in order for our members to successfully compete
OPI: Other distributors are increasingly in the picture as well. Steve Schultz at RJ Schinner, for example, talked about the company’s plans for the IDC last year. Is it just a reality that the importance of the traditional wholesalers is diminishing?
JR: There’s a distinct value in what the wholesalers provide because of the core categories they have historically supported – our members need this value. But it’s become a bit more dynamic now that dealers are expanding into categories like jan/san, foodservice and packaging.
Talking of Schinner, this distributor is a rapidly growing supplier within our membership. In fact, Steve will be speaking at Industry Week about the importance of wholesale in terms of maximising a stronger category portfolio [see Event, page 54]
We need to have a more robust supply chain in order for our members to successfully compete – options are part of that robustness.
OPI: Do you see this diversification trend we are experiencing across your entire membership? Or is there a reluctance by smaller members to embrace the need to explore adjacencies?
JR: I wouldn’t say it’s only a question of size or volume. It’s also about methodical development – for both dealers and suppliers. We’ve onboarded 12 new suppliers so far this year, the majority coming from the jan/san space. They understand that scalable programmes are needed to maximise the opportunity. Flexible minimums to help members grow in their direct purchases, full truckloads and wholesale pass-through support are really important.
We also have a big focus on training and supplier connectivity. ISG has field resources to work directly with our members on category development. In addition, we utilise these resources to train our members on products and their applications as well as on market potential they may not currently be penetrating within their existing customers.
The direct connectivity piece is significant too. In most cases in the past, jan/san suppliers worked closely with the wholesalers and bypassed the direct connection with the dealer, unless it was a sizeable opportunity. We are bringing them closer to members, so they can work with them on the entire business, not just an isolated occurrence.
I think category diversification – and the willingness to embrace it – has a lot to do with the ownership cycle of our members. Where
are they within their business? Are they willing to invest in new categories or technologies? Do they want to go to market in a different way? Are they prepared to train their people a bit differently?
There’s also a mindset aspect. Again as an example, jan/san varies from traditional OP. There’s bulk sales. Next day isn’t as important. Product knowledge for some items such as chemicals is vital. The perspective is a bit different, but if dealers really understand the category and what it could mean for their business, they can be wildly successful.
OPI: You’ve just referred to ownership cycle in terms of what dealers are prepared to do and how much they are willing to invest. This is often linked to succession issues. You mentioned Office Choice in Australia earlier. That group has made the decision to acquire its members if need be, partly to address the succession dilemma. Soennecken in Germany has been doing a similar thing. Is this strategy on your radar?
JR: No, at this time it’s not. Our approach is to foster relationships between members to keep the volume in the channel. We also try to facilitate and engage our dealers with M&A experts if we know they’re looking for an exit.
OPI: What are your short, medium and long-term plans for ISG?
JR: I can’t share too many details right now, but from a long-term standpoint, there are three primary pillars: we want to have more members in the group – the big tent. We want to focus on our vendor partners and are looking at supplier revenue goals. Finally, we want to build our national accounts base with EPIC Business Essentials.
OPI: Let’s do this in reverse, so first up is EPIC. How big is this part of ISG now?
JR: EPIC serves approximately 200 dealers and we currently have a strong customer portfolio. We believe we can create further meaningful growth with our existing customers straightaway. We appointed Dante Ercoli as the new Managing Director in February. He has extensive experience with manufacturers and in national accounts and he’s really engaged our members in a short period of time as regards the opportunity.
EPIC dealers are a competitive force in the marketplace and we want to build on this.
OPI: We’ve heard some big numbers bandied about in the past, to the tune of half a billion to a billion dollars in potential revenue. Yet there seems to have been slow
traction with this programme and not just due to the spanner that COVID threw in the works. Are these lofty aspirations realistic?
JR: While there is significant revenue potential to be gained, the most important thing for the moment is to have manageable growth.
And yes, EPIC certainly had to pivot a little during the pandemic and acted almost as a supplier to some of our members which were tracking down PPE and all the other products the market demanded. That’s over. We want to bring new prospects into the business and are having conversations with some pretty sizable operators out there which are ready to return to EPIC membership.
The pivot, however, has enabled the team to expand its category portfolio within our customer base. We are currently developing additional categories, including a wider furniture assortment, jan/san and tech.
OPI: You talked about supplier relationships before and again just now in the context of long-term goals. What’s the intention –bigger volumes from fewer vendors?
JR: We don’t want to overextend our supplier portfolio but by the same token we need competition and diversity in the supply chain. What’s essential is supplier capabilities. Do they have drop-ship options; are they willing to lower their minimums and scale up; can they provide containers to some members? These are just some examples.
I like where we are with our core suppliers; it’s a great group and our key partners have demonstrated their commitment to ISG and the IDC. As we bring in new vendors, we want to be a bit more selective. This is to ensure that whoever we bring on board views it as an opportunity too – it goes both ways.
OPI: Another aspiration is to have more members in the group you said. There was an interesting announcement recently about ISG and AOPD coming together for Industry Week next year. Is this the first step in your big-tent independent distribution plan – the two groups coming together ultimately?
JR: Maybe – I hope so. The more independent organisations can aggregate and complement our strengths as a unified force, the more likely we will be in helping this channel thrive and compete. Our non-channel competitors are formidable and we can counter them most effectively by working together.
OPI: I remember a few years ago when we talked to Mark Leazer and he referred to good discussions between the two entities, but also some “significant differences”.
JR: AOPD is unique and the majority of its members are also ISG members. With this initial collaboration for Industry Week ’25, we will be providing a benefit to both suppliers and members, ensuring they don’t have to attend different shows.
I met Mark and Beth at the OPI Global Forum last year in Chicago and we’ve been working together ever since.
OPI: For some all-round streamlining, Office Partners would have to be in the mix as well at some stage. Quite a different dynamic though in that group, wouldn’t you agree?
JR: All I can say is that, again, the more we can aggregate our strengths, the more we can enable this channel to thrive and compete. We’re better together.
Maybe I’m overly optimistic about it, but what brought me back to this industry and to ISG is this channel – independent distribution.
OPI: Priorities can be quite different within as vast a group as ISG too, of course. Has there been any news about Supply Chain Investment Group (SCIG), the kind of splinter group set up three years ago, for instance? We hear very little about it.
JR: One of the greatest assets of ISG is the interconnectivity and networking it provides. We have a multitude of committees and thought exchange peer groups – they are critical in order to understand all the issues and move forward.
SCIG is not facilitated by ISG, so I couldn’t tell you everything that goes on behind closed doors, but the peer exchange among like-minded dealers is important.
OPI: Just as your membership portfolio is gaining depth, breadth and strength, so is – arguably – the competition. Amazon is a perennial discussion point with some very blurred lines. What’s your take on dealers selling on Amazon Marketplace?
JR: It’s an opportunity for members, suppliers and ISG because it provides a path to the consumer. Several of our members, in collaboration with vendors, are creating unique – niche even – SKUs for this marketplace. They are using ISG direct buy programmes to increase their competitiveness. And they’re successful.
However, it’s not for everyone, and effectively running a business exclusively on this platform is difficult. I would argue that it pays off to have a real strategy; just dabbling will likely result in very little.
More generally speaking, dealers will succeed if they maximise what they’re good at – creating differentiation. Trying to beat Amazon as its own game will not work; neither will tackling the power channel head-on. But are these operators able to design, install, service and maintain a furniture project? Can they showcase their connectivity to the community? Do they offer last mile perfection? We have to focus on what we can control and what makes our members the better choice in the end.
OPI: Finally, your second Industry Week is just around the corner. What will be your core message?
JR: In a nutshell, what we’ve just discussed – the criticality of the IDC and all its partners and the absolute necessity to collaborate and stick together.
Ultimately, I want ISG to be the pre-eminent business resource for all independent distribution. If, at your core, you are an independent operator selling to the business community, we want to be your partner and help you grow your business.
Our keynote speaker at Industry Week will be Dirk Beveridge, a thought leader in the field of distribution. He’ll be talking about independent distribution as a force for good and his talk will really highlight why this channel is so meaningful for people, businesses and the economy at large.
Certainly, this year’s Industry Week is a must-attend event, and we are looking forward to seeing everyone in Orlando in September.
GRENADIER gives up on OTG
Shareholders promise a fair and transparent process as OT Group assets are sold off or wound down – by Andy Braithwaite
After several months of industry speculation, Grenadier Holdings (formerly Paragon Group) has announced that it will exit the operations of UK and Ireland multichannel operator OT Group (OTG).
OTG was born out of the much-publicised demise of Spicers-OfficeTeam (SPOT) in 2020, with Ireland-based Paragon snapping up the assets for a bargain price of £2 million ($2.4 million). A year later, the business acquired the contract operations of Office Depot UK – including its distribution centre in Ashton-under-Lyne, near Manchester – and, in 2022, brought back the Spicers wholesaling name to the UK.
The Paragon Group itself, incidentally, has also undergone something of a transformation. In 2023, it evolved into a series of investment entities under the Grenadier Holdings umbrella. The Paragon name was reserved for the Paragon Customer Communications unit, which was rebranded to simply Paragon, and the Paragon ID subsidiary. OTG’s ownership transferred into an entity called GIML Investments 4.
NEW LEASE OF LIFE
There had been high hopes that Grenadier, with its successful track record of never having had a business fail, would inject a new lease of life into OTG. Indeed, it had lofty ambitions of more than doubling the business products group’s annual revenue to £350 million by 2025. It backed up this goal with the acquisition of Office Depot and investing around £2 million in OfficeTeam’s SmartPad online purchasing solution.
Unfortunately, profitable growth remained elusive. Matters were not helped by a painful move to a new ERP system in late 2022/ early 2023 and an ill-fated decision to invest in troubled dealer services group Nectere – which collapsed into insolvency at the beginning of this year (see News, OPI March 2024, page 6)
With what surely must have been a considerable strain on OTG’s finances and cash flow, it was an open secret in the UK market that the group was extremely slow at paying suppliers, with many manufacturers putting the company on hold. This type of situation, of course, can lead to a vicious circle of even further cash pressures and a drop-off in services levels due to lower product availability.
It was an open secret in the UK market that [OTG] was extremely slow at paying suppliers
LACK OF COMMUNICATION
One criticism – justifiably – levelled at OTG during the Nectere crisis was the absence of proper communication to stakeholders, including Nectere’s dealers themselves. It was a question of history repeating itself in the lead-up to the official announcement in early August. Despite Spicers paying lip service to a “promise of transparency” via a handful of Q&A sessions on LinkedIn dubbed ‘Quick Fire Friday’, suppliers and the wider trade were once again left in the dark.
Eventually, in a 2 August 2024 letter, OTG CEO Andrew Jones confirmed the fate of the business. He said the decision had been made after a “sustained period of difficult trading conditions”, which he blamed on external factors.
Andrew Jones
He stated: “The company has recently completed a comprehensive review of operations in the UK and Irish markets. [This was] prompted by the lower demand for general office supplies resulting from new working practices and low office occupancy rates, which have not been restored to pre-COVID levels.”
Jones added: “The company does not expect office occupancy rates to increase significantly in the foreseeable future and has also concluded the current oversupply of warehousing and distribution facilities in the UK office supplies market is not sustainable.”
As a result, the decision was made to offload certain trade and assets. Office Depot UK & Ireland and the Officeteam business are set to be sold to Grenadier sister company Paragon. Product supply and distribution services will be provided via a third-party logistics model under a long-term contract with VOW Wholesale, which has also purchased the 5 Star brand.
The Spicers wholesaling business will be wound down “solvently”, while the distribution centre in Ashton-under-Lyne will be closed “in the next few months”.
What will VOW do with the 5 Star brand?
financial contribution to ensure that any loss to suppliers is mitigated”.
This would seem to imply there will be some losses involved and it remains to be seen what “agreed balances” actually means. However, there is clearly an effort being made by Grenadier to ensure suppliers which stood by OTG following SPOT’s collapse and the demise of Nectere do not get burned a third time.
“We are committed to handling the transition process with transparency, fairness and respect,” said an OTG spokesperson in August. “We will now be entering a period of orderly and professional dialogue with colleagues, customers and suppliers alike in order to effect as smooth a transition as possible.”
GOOD FOR VOW
If we can talk about a ‘winner’ from this situation, it would appear to be evo’s VOW Wholesale. It has picked up both Office Depot and Officeteam as customers and now owns the 5 Star brand.
We are committed to handling the transition process with transparency, fairness and respect
RELIEF FOR SUPPLIERS?
In order for the process to take place in a “managed and orderly manner”, OTG’s directors intend to use a company voluntary arrangement (CVA) as a mechanism to “facilitate the payments to creditors”. While the CVA is being arranged, a moratorium period will run until approximately 2 September.
Vendors that got walloped when SPOT went out of business will undoubtedly be interested to learn that OTG “intends to ensure all suppliers receive arrears in full on reconciled and agreed balances”. The latter said its shareholders are “providing a substantial
Below left: SmartPad, a £2 million investment
Below right: OTG DC in Ashton-under-Lyne to close down
These outcomes raise questions, however. Firstly, Office Depot and Officeteam are being serviced by a sister company of direct competitors Banner and Staples.co.uk. Is that a long-term, viable solution? And do these businesses really belong with Paragon?
Secondly, what will VOW do with 5 Star, the former Spicers own brand? Was it a defensive move to stop someone else getting their hands on it? Or will there be a more aggressive approach to pushing 5 Star now VOW has full ownership and control of its destiny? If the latter, what could be the longer-term ramifications for Q-Connect and Interaction?
These questions will no doubt be answered in due course. In the meantime, there is the caveat that the CVA has to be approved by 75% of OTG’s creditors. One must assume the required backing has been given, otherwise it is unlikely the moratorium period would have been granted.
It’s a sad end to OTG’s four-year journey, but as one supplier somberly told OPI: “It could have been worse.”
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VENDOR SPECIAL Special Issue
BEYOND the status quo
SPECIAL Special Issue
VENDOR
A snapshot of opinions from some of the best-known technology providers and experts in our sector – by Heike Dieckmann
The need for independent dealers – or pretty much anyone, anywhere for that matter – to invest in technology solutions is undisputed and, by now, well accepted. But these solutions, in line with end-user expectations and demands, move on in their capabilities. What was once important – crucial even – has become standard, if not old hat. The existence of an online presence, for a start, is a no brainer. Mobile and cloud-based solutions, too, are a given in today’s e-commerce environment because they offer the flexibility and accessibility modern businesses require. That’s not to say there isn’t still room for improvement in terms of feature parity and user experience between desktop and mobile platforms, however.
OPTIMISING THE EXPERIENCE
The focus has shifted from not just providing but optimising the online buying experience and integrating it seamlessly with offline channels – anywhere.
Requirements vary from dealer to dealer, of course. As such, the systems that the software providers OPI spoke to for this special Technology Solutions issue (see also Interview, Opinion and Final Word on pages 46, 48 and 58, respectively) offer to the independent dealer community are often custom-built as well as modular. The idea is that dealers pick and choose the functionalities they require, can afford and competently use.
Typically, there is a natural progression of how independents use platforms and programs, moving from basic to more advanced components as they become more comfortable with the technology. From essential e-commerce features to
more sophisticated tools such as dynamic pricing, advanced analytics and personalised marketing, a staged approach often helps them grow at a manageable pace while continually enhancing their capabilities.
The focus has shifted from not just providing but optimising the online buying experience
Training, in this context, is a vital component that should never be overlooked – or underfunded, as also referenced by SSI’s John Evans (page 46) – especially when moving to a different provider and/or adopting new technology.
OPI canvassed opinion on the current status quo, the pressing issues and a round-up of projects in progress.
WHAT DEALERS WANT – AND NEED
Steve McLaughlin, CEO, Prima Software
Steve McLaughlin
Dealers are looking for solutions that can automate time-consuming processes such as order entry and pricing updates. With market volatility and increasing competition, they also need tools which can adjust prices in real time, based on market conditions, competitor pricing and individual customer agreements. Technology platforms that can integrate new product categories easily are essential, as are systems which integrate smoothly with business tools such as accounting software, CRM systems and marketing platforms using the latest API technology.
A major benefit of cloud ERP systems is the ability to utilise best-of-breed technologies, for
example a financial system, while providing real-time information on critical parameters including credit limits and overdue balances directly in the ERP system.
Finally, with the growth of e-commerce, efficient order fulfilment and intelligent delivery tracking have become crucial. Modern customers expect systems with self-service capabilities that give them notifications on issues such as late shipments, back-orders and unexpected delays as well as on-demand tracking and customisable auto-generated reporting. The ability to feed order and delivery data directly into the customer’s own inventory or ERP system is also required.
Joshua Chan, Business Development Manager, Thalerus
One of the biggest challenges independent dealers are facing today are enquiries from clients – especially larger ones – questioning whether their system is PCI compliant.
More dealers have been requesting SSO integration as it is more secure and provides convenience and greater control
The Payment Card Industry Data Security Standard – PCI-DSS in short – is a set of requirements that seek to ensure all companies processing, storing or transmitting credit card information maintain a secure environment. Without PCI compliance, customers might refuse to work with dealers and simply take their businesses to someone else that is compliant.
Vendor and 3PP integrations are another essential component dealers are looking at in their tech stack. If your current system only supports EDI and CXML integrations, you might want to reach out to your provider to see if it has other offerings and solutions. EDI and CXML should be a given at this point, but they will quickly be replaced by Single Sign-On (SSO), which is the superior integration method B2B is heading towards.
Most of us have seen SSO through daily internet browsing as major e-commerce sites
now offer it to users as a sign-on method. For example, when shopping on eBay, the site allows you to log in via your Facebook, Google or Apple account. It provides value to end users through eliminating the account creation process by using your current account information with a third-party provider. B2B SSO will not be using Facebook, etc, but SAML and OAuth2. Within the last two years, more dealers have been requesting SSO integration as it is more secure and provides convenience and greater control.
THE USER EXPERIENCE – UX
Andy
Ballard, Director of Sales, GOPD According to Statista, 80% of US consumers – that’s 268 million individuals – ‘shop’ online prior to buying. This statistic is probably even higher in our industry. A typical Staples store stocks around 7,500 products – online, it sells 200,000 SKUs and more and more business is naturally moving online.
Dealers need to be prepared for customers ‘shopping’ in addition to ‘buying’. They want to be able to research the offering to select the best choice for them. To support this, a dealer’s shopping cart needs as many items as it can show, awesome search tools, images, product details, specifications, comparisons, complementary product suggestions, ratings and reviews, and other marketing tools. When it comes to clients ‘buying’, dealers need a cart with a robust search functionality, easy order entry and information showing things such as price and availability. Favourites, search history and quick order entry should be standard. And don’t forget reward and loyalty programmes.
Dealers’ sales people are considered product experts and also require all the tools shoppers and buyers need – and more.
Jennifer Stine, President, Fortune Web Marketing
When you consider the UX of a site, you have to take off the B2B buyer persona hat. Think of the consumer retail sites you would buy from. I’m talking about design, imagery, ease of use, navigation, merchandise, check out –everything that is important to you in your own shopping experience.
Make a list and then go back to see if your B2B website does the same. More than likely, it does not. The question is: can you change it; will your service provider’s platform allow it? The business supplies industry has long been stuck in this box of: “This is how we have always designed e-commerce websites and created a B2B UX model for it.” It’s definitely not how we should be thinking anymore.
A huge part of UX is marketing your site correctly. First, tell your story and make sure you have a solid brand voice behind it – both go a long way towards speaking to customers and prospects.
PRODUCT DIVERSIFICATION
Alexander Nicolaides, President, Logicblock
Products don’t sell on social media in this industry – stories and people do
Second, at all times, keep incorporating human-to-human aspects into your marketing, especially on social media. Products don’t sell on social media in the business supplies industry – stories and people do.
Third, do not disregard social advertising, particularly on LinkedIn. Start with InMail campaigns and be certain your Meta Business and Ads Manager are configured properly. If you use Sales Navigator on LinkedIn, incorporate it into your LinkedIn advertising strategy.
Fourth, be careful with AI in a marketing context. It can be amazing but there are some pitfalls too, notably in terms of imagery.
Finally, make sure your SEO strategy is tightened up. It’s a long-term game, but one that will reap huge benefits over time.
Google’s AI Overview (see Spotlight, page 44) is the logical next step in deeper, richer and more interactive search results – it underscores the need for valuable SEO and for content to answer questions based around the Google Experience, Expertise, Authoritativeness and Trustworthiness (E-E-A-T) framework.
We follow the E-E-A-T practice not just in content we create for a website but for all content – from social posts to emails and videos. It all adds up to a better UX.
Jennifer Stine
Product diversification is a significant aspect of our platform, particularly as dealers seek to offer a wider range of products beyond the traditional scope of the wholesalers. Logicblock supports extensive catalogue management features which allow dealers to add and manage a diverse array of products easily. This flexibility helps them meet the varying demands of their customers.
Steve McLaughlin, CEO, Prima Software
Many dealers are expanding into related markets and are trading with other distributors and manufacturers – they can no longer rely solely on products from the main wholesaler ranges. Prima Marketplace makes this simple by providing a wide range of vendor products and EDI services, such as electronic ordering, auto-acknowledging, stock checking, cost updates and lead times.
These enable dealers to move into areas such as education, packaging, workwear, extended breakroom and furniture – crucial for business growth and profit building.
Joshua Chan, Business Development Manager, Thalerus
The future of the business supplies industry is a marketplace and dealers can only thrive in this competitive space if they become the one-stop shop for their customers. Our webstore technology has been developed to support multiproduct lines.
Some of our dealers today focus heavily on furniture, jan/san and industrial supplies. As long as wholesalers are providing good content, Thalerus is able to incorporate other product lines into our dealers’ websites and offer variety in terms of product assortments to end users.
AUTOMATION, INTEGRATION AND AI
Raymond Hill, VP Sales, Business Management International (BMI)
Historically, the end user was the driver behind dealers’ technology demands. If customers required something, we were brought in to add the functionality. This is still in play, but improving efficiencies has massively risen in importance as dealers have realised that value can be added this way. Eliminating time-consuming manual tasks is the stand-out currently. AI can help with that.
On the AI note, our SaaS platform BMI SupplyAutomate – which is based on Microsoft Dynamics 365 Business Central –has Microsoft’s Copilot built into the system. It means from anywhere on the platform, users can ask Copilot to find what they’re looking for, understand what they see on their screen or get ‘how-to’ information.
Eliminating time-consuming manual tasks is the stand-out currently. AI can help with that
In addition to Copilot, Microsoft includes Power Platform, a collection of tools that further help automate everyday tasks and analyse data. It also integrates with other Microsoft and third-party applications.
Alexander Nicolaides, President, Logicblock
A typical need we are observing is the demand for automation in inventory management and order processing as it helps streamline operations and reduce overhead costs. Technology providers need to step in by offering robust, integrative solutions that address these pain points while being user-friendly and cost-effective.
AI plays a crucial role in enhancing our capabilities. We are working on several AI-driven features such as predictive analytics, personalised customer experiences and intelligent inventory management.
Andy Ballard, Director of Sales, GOPD E-commerce has become a given for customers and the dealer’s sales team. Next is automated order flow. Tools such as our Customer Service module are popular as it has the ability to manage the order through the rest of the process. View and edit it, choose where to buy it from down to item level, transmit it through to the wholesaler, and handle back-orders.
GOPD also has interfaces with QuickBooks and NetSuite to control the accounting. The Sales Manager Dashboard, meanwhile, provides much-needed analytics and business intelligence.
One of our greatest strengths is our modular approach – dealers can add the tools they need as their business grows and changes. We call it our ‘Crawl, Walk, Run and Fly’ strategy: get started today with where you are and, as your business and customer demands grow, scale from there.
WHERE ARE WE HEADED?
Joshua Chan, Business Development Manager, Thalerus
We are now focusing our R&D and development resources on bridging the gap between data and sales. While most tools today concentrate on delivering data and insights, SalesFocus, Thalerus’ sales management system, is about to do both.
With SalesFocus, reps will be able to review historical sales data, but also utilise tools to project future sales based on that history. On top of that, they can upload quotes for special pricing and transfer quotes to webstores for customers to complete transactions.
Raymond Hill
Overall, with this system, sales reps are getting actional insights, but also have at their disposal built-in tools to actually close sales.
Jennifer Stine, President, Fortune Web Marketing CRM software is so important. Our favourite is still HubSpot. You can start with just the CRM at a relatively low cost.
For larger dealers that really want to step it up and have the budget to do so, we recommend adding its marketing suite; it’s incredibly powerful with everything from landing pages and social to email – all tying in with every customer touchpoint in the CRM.
Alexander Nicolaides, President, Logicblock
Our current focus is heavily centered on getting more involved with our individual independent merchants. By providing a more consultative approach with our customers, we are sharing successful business best practices and collaborating with them on how to more effectively leverage their software to drive more sales, improve margins and reduce operating expenses.
Steve
McLaughlin,
CEO, Prima Software
Some of the key areas we are currently working on include:
• Prima Marketplace: we are continuously growing our product ranges and EDI integrations, providing opportunities for dealers by introducing automation where it was previously not available.
• Business intelligence and data: responsible leveraging of customer data and general market information is vital for offering business intelligence for the future. More sophisticated AI tools will be used to extract insights and uncover opportunities dealers may not be aware of just yet.
For more details and to get in touch with any of the companies referenced in this feature, visit:
• www.bmiusa.com
• www.fortunewebmarketing.com
• www.gopd.com
• www.logicblock.com
• www.primasoftware.co
• www.thalerus.com
• Prima Engage, the latest addition to the Prima suite: it’s a comprehensive customer engagement tool designed to optimise dealers’ sales processes. It features efficient management of existing customer relationships as well as tools for calling and marketing to new prospects. It also includes an advanced deal management pipeline. The primary goal of Prima Edge is to help dealers boost their sales by streamlining customer interactions and sales workflows. An automated process uses data to provide insights, for instance. This enables dealers to run targeted email campaigns that incentivise non-spending customers to place orders on their integrated web store.
• Sustainability: we are investigating features that help dealers and their customers track and reduce their environmental impact.
The new era of SEARCH
Google I/O 2024 in May saw the launch of AI Overview, AI-powered snapshots that typically appear at the top of Google search results.
The term AI Overview supersedes what was previously called – and introduced a year earlier – Google SGE (Search Generative Experience). It was essentially the tech giant’s ‘Code Red’ answer to OpenAI, the ChatGPT boom and, later on, Microsoft’s Bing and Copilot.
Much has been made of Google’s response, but arguably OpenAI wasn’t the first to introduce generative AI to the internet – Google has been using AI within its search engine and all updates since 2015.
SEARCH EVOLUTION
What is new, says B2B AI Content Strategy Consultant Karine Abbou, is that AI is now being used by Google to improve the quality of its main superstar product – search.
“Essentially, ‘search’ is being challenged by ‘chat’,” she explains.
“This is what OpenAI has brought to the table. It’s not just ChatGPT, however; there’s been a prolific launch of AI products and they became such a big deal that Google felt challenged and concerned about losing its monopoly on search. It’s an evolution the company was forced into somewhat.”
The concept rewards high-quality content creation, but it’s a drastic change from traditional search engine results pages.
“What you see first is a straight answer to your question without ever needing to click, so you have Google Flights, Google Weather, Google Shopping, etc,” according to Abbou. “You also get suggested follow-up questions – to keep you on the page and continue digging.”
AI Overview will ultimately have a dramatic effect on traditional SEO and organic search.
Abbou goes as far as to say it will disrupt the entire business model of the internet. ‘Search and click’ – taught and hailed for many years as the basis for SEO – is becoming redundant as ‘zero-click marketing’ takes over, thereby completely altering content creation.
She elaborates: “The internet will change if it’s going to be heavily populated by AI Overviews. And it will shake up the leadership position of Google as ‘the gateway to the web’ because of the importance of search. With AI Overview, you don’t get to natural, organic links until you have scrolled a long way down. This has massive repercussions as regards being found on the web – visibility becomes very difficult; generating traffic even tougher.
The main challenge for marketers is to work out how to be included in AI-generated answers
“A complete rethink and a different approach is needed. When you create content, you have to build it for what we call the ‘middle of the funnel’. This is because the top of the funnel –the basic generic answer to any question – will most probably be provided by Google. But you have to be incredibly specific to really rise above the crowd and be heard among all the other noise. Google still rewards topical authority and trustworthiness of content, and personal branding is on the up too.
Karine
Abbou, AI Content Strategy Consultant and founder of the ‘Women Love AI Marketing’ community
“The main challenge for marketers is to work out how to be included in AI-generated answers, be it via Google AI Overview, ChatGPT, Mistral or whatever. If your brand is listed, you’ve hit the jackpot.”
PREPARE FOR THE FUTURE
AI Overview – and Google SGE before –appeared in considerably more queries initially, but as there have been some rogue content suggestions, the company has recently become very selective in terms of when to deploy AI-generated content. But, warns Abbou: “AI Overview is the way Google is going to search tomorrow, so we had better get used to it.”
There for THE TAKING
Independent dealers are known for their personal touch and close connection to customers. Add to that technology expertise and it could be the perfect mix
Technology is a powerful facilitator in our industry, but for it to work properly, independent dealers have to know all its many nuances. And the learning – and investment – never stop, John Evans, President of Canadian software provider SSI Systems Solutions, tells OPI’s Heike Dieckmann.
OPI: Dealers and e-commerce haven’t always made the best bedfellows. Has this changed by now?
John Evans: A lot of dealers are still trying to find their place in an evolving market. They are competing against monsters like Amazon, Staples, Office Depot and Walmart every day – plus many other online players. Whatever their niche is, they have to bring a personal touch to it and cannot lose the close relationships with their customers.
When people are willing to buy local instead of just Googling the lowest price, they have different expectations and they want to know who they are dealing with. The relationship is the part of the jigsaw that makes independent dealers stand out from the competition.
This may sound strange coming from the president of a software company, but sometimes dealers let technology get in the way of this important part.
No doubt, technology makes their lives easier when it comes to things like taking orders and handling purchasing, but it is not a magic bullet. Dealers don’t have the marketing and advertising dollars or the representation and visibility in the market to have people
naturally knock on their doors – potential customers will think of the big guys first. Even for existing clients with a contract, they might still shop around. And despite closed-off systems, people still have mobile phones and iPads and dollars will be slipping out the door. All of this is less likely to happen if there is a personal relationship with the dealer.
Successful dealers understand that technology is a tool
John Evans
Successful dealers understand that technology is a tool, which they can leverage to save themselves – and the customer – time. They use it first to help establish and then to enhance the relationship. If you don’t already know what your customers are buying, find out. Then build quick order and favourites lists so they can buy those products easily and efficiently. Show them the tools on your website which can make their jobs easier –accessing their invoices, for example.
OPI: Dealers are often accused of not wanting to spend money on technology. Is that simply a resource issue?
JE: I think it’s a very small part of it. Most dealers, intellectually, recognise the benefits of technology. The reluctance can occur when previous technology investments did not meet expectations. Maybe the solution was not a good fit for their business, expectations were too high or perhaps they didn’t use it properly.
VENDOR SPECIAL Special Issue
Dealers’ margins are pinched badly enough as it is and we need to be sure the products we sell them are going to help their bottom line, not hurt it. Usually, the best way to spend money on technology is to include training. The better you understand the software, the more you can automate workflows to cut costs.
VENDOR SPECIAL Special Issue
Of course it’s possible that they simply have the wrong software, it’s not working for them and they need to make a change. But I would argue that training is the most important thing with any software.
OPI: Would you go as far as to say it’s where the biggest return on investment comes from?
JE: Absolutely. They say it’s better to save $50,000 a month in costs than to get $100,000 in new sales. Well, the better you understand your software, the more you can automate your business to do just that.
Spending money on training is an investment that often gets shortchanged – or ignored altogether. Sometimes this is because a dealer makes the initial investment in new software but is reluctant to spend the additional time and money to really take advantage of it. Most often, it is a fear of disrupting business operations.
Employees often resist new technology because it’s different from what they’re used to
When a dealer changes systems, everyone in the company has to learn the new software. This in itself can result in reluctance and frustration. Employees often resist new technology because it’s different from what they’re used to. It doesn’t even matter if the new software is easier to use; they have to relearn and that’s not a simple thing to deal with. This is why business owners need to drive the transition and the training, not just write the cheque for the new product.
They have to make sure everyone learns the new system and really understands everything it does as it pertains to their job. Purchasing people, for example, should know everything about this part of the software, how to automate the process and then let the system do the work. It’s how they will get the biggest return on investment. Saying in a panic, “Oh, I broke this” or “I did that wrong” because they didn’t bother to learn how the software worked is not the answer.
Of course, mistakes happen. Support is essential and, as far as I’m concerned, this has to come from the top down on the part of the software provider too.
OPI: It’s an ongoing relationship between the two parties too, I would assume?
JE: Very much so. It’s continuous training and support because software companies – certainly SSI – are always adding new features to their products. Dealers need to keep up to date with those, not just to get the best return from their investment, but to stay competitive in the market.
We have group webinars and online sessions to show dealers the upgrades and additional functionalities, for instance. We also have training options targeted at specific needs, such as onboarding new employees, training existing employees who are transitioning to new roles or helping dealers implement more features.
Unfortunately, some of the people who would benefit the most never attend. It’s like in school: the kid who gets As shows up to after-school tutoring but the one receiving a D says, “I know enough” and doesn’t bother.
OPI: How big a deal is the option of product diversification on a platform – outside the traditional wholesalers’ remit? This has often been a point of contention in the past.
JE: In general, dealers want better control of their custom products, particularly how those products show up on their websites and in their search rankings. This is increasingly important as more independents expand their offerings to boost margins.
Our e-commerce product, SSI Web, not only supports custom products, but also includes tools for managing search rankings and online merchandising. Those are standard features of the software with no additional cost to the dealer.
OPI: What would you highlight in terms of what you’re working on now at SSI – where is software technology headed?
JE: We operate under a philosophy of continual enhancement and improvement so that our customers can stay competitive. Over the past couple of years, we have been paying particular attention to business intelligence. We’ve done a lot of upgrades to SSI Edge’s – this is our back-office system – built-in sales intelligence module to give dealers real-time sales information and help them identify accounts that might be at risk.
However, our biggest focus right now is on our e-commerce product, SSI Web. We’ve just finished moving all of our customer websites to new, faster servers running the latest operating systems and software. Improved security is a big piece of that. With all the ransomware, bots and other things floating around, we needed to minimise the risks.
We have a host of other projects in the pipeline as well – it’s a constantly evolving work in progress.
Evolving ERP
Enterprise resource planning (ERP) is no longer purely where the back-end is orchestrated.
Nowadays, ERP systems need to power front-end functions, marketing automation, e-commerce and sales as well as the traditional back-end controls.
In order to grow their business, dealers’ technology solution must be flexible enough to support multichannel sales growth; this requirement is no longer optional – it’s essential and ERP systems should adapt to the complexity it brings.
Businesses have to be present wherever customers prefer to shop, whether on desktop or mobile platforms, in retail stores or over the phone. They must proactively reach out and engage with their audiences and seamlessly adjust to how they wish to interact.
E-COMMERCE LOGISTICS
With the growth of e-commerce, operational complexity also increases. To understand the challenges this brings, organisations need to consider this question: “What are my e-commerce logistics?”
To start with, they involve managing orders, processing payments, handling returns, dealing with inventory and deliveries, ensuring security, calculating taxes, tracking financials, and providing multichannel customer support. The intricacies of logistics are significant and the technology solution used is imperative to their success.
Adopting a modern approach will help. Use technology that is flexible, agile and tailored to meet the dynamic needs of a growing multichannel business model.
Traditional ERP systems are typically massive and monolithic, difficult to customise and adapt to specific needs. Often managed on-premise instead of fully cloud-native, implementing upgrade cycles requires considerable time and resources. There may
also be a need to work with multiple technology vendors to build and maintain a solution that can cope with requirements. It can be costly, difficult to do and challenging to scale. In addition, it is essential that ERP solutions embrace automation, unify data and ensure their core is fuelled by a modern infrastructure. This includes being able to handle the growing trends of generative AI, analytics, data regulations and other capabilities that will all enable dealers to improve processes and efficiency.
SOFTWARE AS A SERVICE
At Office Power, when surveying the technology market, we are certainly seeing SaaS models being the future. The kind that can offer a cloud-first ERP option which is flexible and can adapt quickly, avoiding drawn-out upgrade paths with the ability to scale at ease. In my view, a SaaS solution should offer:
Enterprise resource planning (ERP) is no longer purely where the back-end is orchestrated
• Centralised unified data management: with an integrated single platform, companies can make informed choices based on real-time insights, which allow for better forecasting, pricing strategies, inventory management and data-driven decision-making.
• Automation: streamline workflows and repetitive tasks, thereby reducing pressure on operational teams and allowing them to focus on more complex issues.
• Personalisation and segmentation: transform the customer experience by providing personalised, consistent interactions across all touchpoints. Businesses can exceed expectations by leveraging data and automation, increasing loyalty, commercial performance and customer satisfaction.
Richard Sinclair, co-CEO, EO Group/Office Power
• Cloud-first hosting: flexible and scalable true cloud-based solutions can adapt to ERP user needs, ensuring speed to market, security, disaster recovery and performance.
• Visibility and control: one single integrated platform can combine sales, CRM, warehouse management, procurement and financials in one solution. Eliminating the need for disparate systems reduces data silos and enhances visibility.
By adopting a flexible, modern SaaS approach, organisations can focus on growing their businesses, while their single, integrated ERP solution paves the way for success.
RESEARCH
TURNING a corner
WORKTECH Academy reveals strategies to foster inclusivity and engagement in the workplace, in an effort to encourage people to return to the office – by Kate Davies
For many people, the flexibility to work from home (WFH) provides an ideal work-life balance. For others, the structure of a daily commute and the potential for face-to-face collaboration are more conducive to productivity. As such, the debate around the future of office work continues.
According to WORKTECH Academy’s Q2 2024 Trend Report: Taking Aim at the Office, the momentum has shifted back towards in-office working. Employers are increasingly insisting on a physical office presence while the new generation of workers are opting to build their professional networks in person.
Despite this trend, the barriers that previously curtailed a return to the office –physical, psychological and cultural – persist.
“The good news is there’s now a richness of research models, design strategies and new technologies that are capable of turning the office from a place of difficulty into a dynamic destination for employees,” states WORKTECH Academy Director, Professor Jeremy Myerson.
WORKTECH’s analysis of various research studies reveals the key criticisms of traditional workspaces and explores approaches to making them more appealing and productive.
ADDRESSING HEALTH CONCERNS
The pandemic has left a lasting perception that offices are unhealthy, with many employees still viewing them as an unnecessary danger. As a result of growing demand for healthier workspaces, new research and innovation to facilitate this have been explored.
Intelligent Buildings International published a report in January 2024 which identifies plants, views of nature and ample natural light as having the greatest positive effect on staff.
Alternatively, businesses are turning to digital solutions to address the demand for better workplaces and encourage employees back. Air quality sensors, for example, or ‘smart’ biophilic walls can reassure them the work environment is safe and that employers value staff health.
In 2023, US architecture firm HKS partnered with the Center for Brain Health to investigate crucial factors that contribute to healthy workspaces. Their research, Getting to a Brain Healthy Workplace, proposes five primary qualities an office should promote: exploration and ideation; collaboration and co-creation; focus; rest and reflection; and social connection.
The study revealed that one of the most efficient methods to offset sedentary officework lifestyles is to promote active commuting with facilities like bike lockers, showers and cycle repair shops.
There’s now a richness of research models […] capable of turning the office from a place of difficulty into a dynamic destination
INSPIRING CREATIVITY
To read the full Q2 2024 Trend Report: Taking Aim at the Office, visit the WORKTECH Academy website – www.worktech academy.com
The gradual return to the office following a period when premises were almost empty has left many workplaces lacking atmosphere. Conversely, home offices have been personalised to maximise comfort and aesthetic appeal.
In May 2024, the Impact of Workplace Design on Perceived Work Performance and Well-being: Home Versus Office study found performance was significantly higher in the office, but comfort was greater at home. To address this issue, WORKTECH outlines potential solutions which bridge the well-being gap between the two environments. These
include lighting that supports natural rhythms; improved acoustic privacy and air quality; soundscapes to reduce stress; and ergonomic furniture. Additionally, integrating temperature control can enhance comfort.
Engaging staff in co-design processes also empowers them with a sense of control over their workplace, further boosting their mental and physical health.
ADVANCING DIVERSITY
Inclusivity is critical for fostering a diverse and supportive environment. Exclusionary practices, intentional or not, can marginalise employees. WORKTECH stresses the importance of design in this context, advocating for businesses to accommodate various requirements and preferences. In doing so, they can create a more welcoming and supportive environment.
When the system basics are missing, no amount of design decoration will paper over the cracks
There is also a strong link between an inclusive approach to workspace design and improved employee well-being – staff who are made to feel that they do not belong can only ever result in negative experiences. WFH has allowed people to tailor their environment to suit their needs; returning to the office risks reintroducing old barriers.
Strengthening the community, adopting a positive culture and ensuring equal opportunities require careful planning. A 2024 report by MRI Software and WORKTECH – 20 Different Ways Companies are Transforming their Offices – refers to four design approaches that make offices more inclusive.
First, improving accessibility ensures spaces are usable for everyone. Organisations that fail to meet accessibility standards will find themselves losing talent. Next, designing offices for a neurodiverse audience cater
to different sensory and cognitive needs. Third, developing hierarchy-free workplaces promotes equality through open-plan layouts and flexible seating. And finally, establishing community-based environments based around shared identities, interests and practices advances social interaction.
These strategies help build a more supportive working culture, ensuring all staff feel valued and have equal opportunities to succeed.
PROMOTING EFFICIENCY
Hybrid working has introduced a level of unpredictability that can lead to inefficiencies and dissatisfaction, according to WORKTECH. Many employees experience ‘commute regret’ when they come into the office. They may find the colleagues they want to meet are unavailable or the equipment needed is unsatisfactory. To mitigate this, a coordinated model can maintain morale and ensure effective collaboration.
According to JLL’s 2024 Global Occupancy Planning Benchmarking Report, only 15% of organisations define specific office days for individuals. But good hybrid working requires robust coordination. Digital tools, for instance, can help track who is coming into the office, when they will be there and where they will sit, enabling better planning and teamwork.
Work styles also need to be considered. For organisations to effectively rethink workplace design and create spaces that support different approaches, they must have a clear understanding of the type of work being done.
All this being said, it’s important that employers don’t just focus on creative gestures and overlook the fundamentals. “When the system basics are missing, no amount of design decoration will paper over the cracks,” argues UK design and fitout specialist Area.
Ultimately, a structured return to the workplace requires a balanced outlook. WORKTECH, in its report, highlights strategies that can change the office into a dynamic setting which benefits physical and mental health – as well as productivity.
Framing the FUTURE
OPI EUROPEAN FORUM 2024 PREVIEW
Join OPI for the premier event in the European business supplies calendar and an unparalleled opportunity to come together, debate and forge our industry’s future
After several challenging and transformative years, it’s more crucial than ever to connect with fellow industry executives beyond the constraints of daily operations. The OPI European Forum has been judiciously curated to educate and inform delegates in a collaborative yet confidential environment.
This year, the event will be held from 11-13 November at the Radisson Blu Edwardian Bloomsbury Street Hotel in London, UK. With this prime location in the capital, attendees can enjoy not only the vibrant professional atmosphere that’s a hallmark of OPI forums, but also the cultural richness of the city.
Sustainability and ESG are developing quickly; our industry cannot afford to overlook this. The effects are trickling down
HIGH-PROFILE AGENDA
A cherry-picked agenda promises to deliver cutting-edge perspectives on market trends, technological advancements and strategic innovation. As well as informative presentations, the European Forum will feature panel discussions designed to foster audience engagement and roundtables for attendees to explore specific topics in more depth.
David Harman, Group Merchandising Director at Lyreco, says: “This is a unique occasion for leaders within the supplier and reseller environment to come together, align on the key battlegrounds and seize opportunities to drive our industry and our teams forward.”
L
-R: Stephanie Dismore, Greg Liénard, Nicolas Potier and Andrew
Gale
As with all OPI events, the European Forum will offer countless networking opportunities to encourage robust conversations and strengthen relationships. These will commence with the Welcome Dinner on 11 November and carry on during coffee breaks, lunches and evening functions.
STRATEGIC INSIGHTS
AI is one of the hottest topics right now, there is no doubt. As such, returning by popular demand, globally renowned speaker and best-selling author Henry Coutinho-Mason is this year’s keynote speaker.
Coutinho-Mason’s approach to AI education is uniquely level-headed and teaches audiences how to manage new technologies to create value for their businesses. He will deliver an updated presentation that follows from the outstanding talk he gave at the 2023 OPI Global Forum, incorporating the latest AI-powered trends and case studies.
The keynote will be followed by a comprehensive state of the industry session, currently comprising four industry experts.
Stephanie Dismore, HP Inc SVP and Managing Director for Northwest Europe, evo CEO Andrew Gale, Lyreco CEO Greg Liénard and Bruneau CEO Nicolas Potier will discuss the competitive landscape and the potential they see for the future, providing attendees with an in-depth understanding of market dynamics.
Chris Paton, founder and Managing Director of Quirk Solutions, draws on his experience from both the military and the business community to offer unique insight
into risk management and strategic thinking in high-pressure scenarios. His expertise will equip attendees to navigate future – often inevitable – obstacles.
In a highly engaging audience-led session, Paton will help delegates identify key factors which drive their own strategic uncertainty. Based on group discussions, case studies and hands-on exercises, he will then outline practical tools that eliminate negativity and enhance effective decision-making.
Given the growing importance of sustainability, particularly in Europe, the conference agenda – across a number of sessions – also highlights practical green initiatives. One speaker who exemplifies a commitment to the environment both personally and professionally is Adam Huttly, founder and Managing Director UK of B-Corp dealer Red-Inc.
Huttly has worked in the business supplies industry for many years. In 2008, he founded Red-Inc with the intention of creating a purposeful and sustainable office supplies company. Since then, Red-Inc has grown into an award-winning B-Corp, helping its customers on their net zero, lower-impact journey.
“Sustainability and ESG are developing quickly; our industry cannot afford to overlook this,” states Huttly. “The effects are trickling down through supply chains and it’s essential we arm dealers and the wider industry with the tools to future-proof their businesses. By incorporating a range of value-added services and aligning with the net zero agenda, businesses can reduce risk and create a value proposition for clients.”
Huttly’s presentation will outline a sustainable way to do business: one that considers all stakeholders and adapts to today’s changing landscape, while still driving growth and rallying loyal customers.
NEXT-GENERATION FOCUS
Growth in our industry is dependent on prioritising and developing young talent. This topic will be examined in detail on the final day of the European Forum. Organised as a panel discussion, Young Executives in a Changing Industry: Insights and Strategies for Recruitment and Retention will unpack the motivations and experiences of young executives in the sector.
Panel Chair, Pukka Pads’ Global Sales Director Alex Bonarius (see Interview, OPI October/November 2023, page 30), will be joined by an impressive line-up of rising stars. These include Rachael Lewis, Sales Operations Director at OT Group; Arnau Verdaguer, Export Sales Area Manager at
To book your place at the OPI European Forum and stay up to date with the evolving line-up of speakers and topics covered, please visit eforum.opi.net
Rocada; and 2024 European Office Products Awards winner Rasmus Olsen, who is Product Manager and Team Lead at Lomax.
This session, Bonarius asserts, will “break down preconceptions and share ideas on what truly makes a difference to the next generation”. He adds: “Young executives are crucial for the future health of our industry. Simply put, without people, our industry cannot thrive. When we gather the movers and shakers, it’s vital to focus on attracting and retaining high-calibre young talent.”
When we gather the movers and shakers, it’s vital to focus on attracting and retaining high-calibre young talent
SHOWCASING INNOVATION
Business growth and improvement rely on constant innovation. To remain future-ready and prepare for both emerging challenges and opportunities, leaders require a thorough understanding of sector trends.
The European Forum provides the ideal platform to facilitate this learning and the conference agenda will continue to be finetuned over the next couple of months to ensure utmost relevancy.
Be it from industry executives or external experts, OPI always strives to offer diverse perspectives that encourage idea generation and lively debate, thereby creating an enriching the experience for all attendees.
Henry Coutinho-Mason
As OPI Director Janet Bell concludes: “The European Forum offers valuable content for anyone focused on business growth and development. It will inspire new strategies, while the connections made at the event often lead to successful business agreements.”
IDC meets in the SUNSHINE STATE
This month, members and business partners of Independent Suppliers Group (ISG) will return to Orlando, Florida, for the fourth incarnation of Industry Week – the very first Industry Week was held there in 2021. The event will take place 21-26 September at the Gaylord Palms Resort and Convention Center.
This year also marks the return of the dedicated sessions for ISG’s Pinnacle members, meaning that once again the show is spread over a longer period. Pinnacle dealers have the opportunity to arrange one-on-one meetings with a select number of their suppliers. In addition, there will be dedicated breakfast and lunch get-togethers across two days as well as a peer exchange session and evening reception on Sunday, 22 September.
FULL PROGRAMME
Tuesday sees the start of proceedings aimed at ISG’s wider membership. A breakfast meeting will feature presentations from Workplace Solutions Association (WSA) Executive Director Mike Tucker and a representative from City of Hope. Then the popular General Session will get underway with a welcome address by ISG CEO James Rodgers.
After a speech from Ric Andersen, VP and General Manager of the show’s premier sponsor The HON Company, OPI CEO Steve Hilleard will host Technology Talk. This interactive panel discussion will feature a diverse group of industry thought leaders who will delve into the latest technological advances shaping our sector.
The Industry Week ’24 keynote will be delivered by Dirk Beveridge, founder of UnleashWD, a company that specialises in helping to reshape distribution practices in the modern work environment.
The session will conclude with the ISG and EPIC Business Essentials Supplier awards, followed by the annual North American Office Products Awards, hosted by OPI Director Janet Bell (see Event, OPI July/ August 2024, page 50)
The afternoon will be taken over by the comprehensive education programme as well as some social mixers for both ISG’s NEXT Young Leaders Group and Office Products Women in Leadership.
Next year’s show will bring under its umbrella another
industry network – AOPD
The next day begins with foodservice and jan/san redistributor RJ Schinner President Steve Schultz hosting its own General Session and a gathering of the newly formed WSA Manufacturers Forum.
While the suppliers are meeting, dealers can attend the popular Direct Buy panel discussion, which will help unpack ISG’s mantra of ‘buying direct and selling brands’. This will be followed by the final set of seminars.
TIME TO TALK
Industry Week ’24 takes place from 21-26 September at the Gaylord Palms Resort and Convention Center in Orlando, Florida. To register, visit idcindustryweek24. cventevents.com
The action then moves to the afternoon tradeshow. Once again, members will be able to benefit from a number of money-saving show specials while one lucky dealer has the chance to win $2,500 by taking part in the ‘Tropical Treasures’ promotion. As part of this initiative, raffle tickets are awarded by exhibitors for meaningful conversations had at their booths. Those raffle tickets go into a draw that will take place in the evening during the show’s closing event – the Dance Through The Decades party – where delegates will hopefully also learn about the 2025 venue.
Industry Week ’24 wraps up on 26 September. One thing we know already is that next year’s show will bring under its umbrella another industry network – AOPD.
5 MINUTES WITH...
Victoria Hilton
What song puts you in a good mood?
Respect by Aretha Franklin.
If time travel was an option, what period would you travel to?
I would go back to the Elizabethan era and experience life in London.
Describe yourself in a few words. A proud Midlander!
Do you have any irrational fears? I don’t like rodents.
What would you sing at karaoke night?
Any Jay-Z track.
If you could have the answer to any question, what would you ask? I’d want to know the cure for dementia.
Who would you want on your quiz team?
David Attenborough, Vivienne Westwood, Richard Beckinsale and Robbie Barker.
What words do you use the most? “Thank you”, “numbers” and “opportunity”.
Are there any skills that you want to master in the future?
Yes – swimming.
Victoria Hilton (centre), Exertis Supplies
Favourite film? Sister Act.
What is your most prized possession? Our family border terrier Poppy (below).
Do you have any weird, must-have food combinations?
Some may say I do: Nottingham’s Goose Fair mushy peas cooked over a coal fire and served with mint sauce.
Where would you most like to visit? Australia. My Great Aunt travelled there on a £10 ticket in the 1950s and it’s always been a trip we’ve talked about in our family. Plus, I’d love to see a kangaroo.
Do you have any guilty pleasures? Revels and Sambuca.
What TV show would you like to be on? Blankety Blank
CAREER Q&A
Describe your role. As Director of Sales at Exertis Supplies, I lead our sales and customer care teams. We are responsible for managing and developing our customer relationships, alongside selling and promoting the various products we wholesale in the business supplies channel.
Exertis Supplies won Wholesaler of the Year and the Diversity and Inclusion Award at the 2023 BOSS Awards
What was the worst job you’ve ever had?
A very long paper round when I was 12.
If you weren’t in your current position, what would you be doing? Reading is one of my passions; I consume books at quite a pace and being a writer appeals to me. Or possibly a DJ.
How do you overcome the challenges you face? It sounds clichéd, but I’m fortunate to work with a lot of great people – we all support each other, listen and offer advice when needed. Having a good sense of humour helps –as does walking the dog to give me space to reflect and be creative.
Do you have a favourite ‘office product’?
I have two. BIC Cristal pens are some of the greatest writing instruments and I love Black N’ Red notebooks.
Where is your preferred place to work?
Being in the office gives me a sense of belonging and I love hearing the team at work; their positivity and laughter makes me smile. Meanwhile, working at home adds a different dimension to my tasks. A mix of both is ideal.
FINAL WORD
PROVIDING value
Dealers, regardless of size, are happy to invest in technology –that’s been my experience. But it needs to provide them with more value than cost – there has to be a clear return on investment and a pathway to business growth.
WHAT DEALERS WANT
I speak with many independent dealers every week and they are all seeking robust, future-proofed technology solutions which cater to several requirements. Seamless integration of business processes is paramount to the IDC as it streamlines operations by connecting sales, inventory management and financial transactions into a cohesive solution.
Centralised data management is essential for maintaining accuracy and accessibility across various functions, such as customer information and inventory levels, enabling data-driven decision-making.
Dealers need automated workflows to reduce manual effort in tasks like order processing and invoicing as these equate to significantly enhanced operational efficiency. They also require real-time reporting and analytics capabilities, which are critical for gaining actionable insights into sales trends, profitability margins and overall operational performance.
BEYOND THE WHOLESALERS
The ongoing discussion around the ‘endless aisle’ is hugely relevant within the IDC. The ability to expand into markets beyond the wholesalers’ remit is vital for many independents in today’s economy.
E-commerce technology providers must therefore offer robust support for product diversification by providing the necessary infrastructure to manage the extensive and varied content catalogues dealers are interested in selling. This includes not only the wholesaler catalogues but also thirdparty ones outside their SKU count.
It’s crucial to stay at the forefront of technological innovation and AI plays a pivotal role in ECI’s strategic roadmap. We introduced AI within our EvolutionX e-commerce solution over the past year.
AI-driven features include predictive analytics for product recommendations, which help enhance the shopping
experience by suggesting relevant products to customers based on their behaviour and preferences. Additionally, our generative AI plugin simplifies content creation, enabling users to effortlessly generate engaging blogs and marketing materials.
THE POWER OF AI
The functionalities around AI are becoming ever more sophisticated. We are working on an AI assistant designed to empower managers by providing insightful guidance, optimising their use of e-commerce software. Furthermore, AI support is being integrated into our ERP systems, facilitating smarter, data-driven decision-making processes across business operations.
Brian Bowerfind, President, Office Products and Contract Furniture, ECI Software Solutions
There has to be a clear return on [technology] investment and a pathway to business growth
We recognise the transformative potential of AI and are dedicated to embedding it deeply into our business supply software, ensuring our solutions not only meet but exceed the evolving needs of customers. Other strategic focus areas include ERP functionality and business intelligence (BI). For instance, we envision our ERPs evolving from being systems of record to systems of action through the strategic integration of AI where applicable.
Cognytics is a BI platform that consolidates disparate data and provides flexible consumption options such as embedded dashboards and customisable reports.
To find out more about ECI and its programs, visit www.ecisolutions.com
