December 2024 Office Technology

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CONTENTS Volume 30 • No. 6

FEATURE ARTICLES 2025 Industry Forecast

10 Manufacturers look to the year ahead

DEALERS HELPING DEALERS Performance Improvement

30 What programs

do dealers implement?

Compiled by Brent Hoskins Office Technology Magazine

Compiled by Brent Hoskins Office Technology Magazine

What do you believe will be the primary market and product opportunities for dealers in the new year? To find the answers to this and other questions, Office Technology magazine asked MFP and printer manufacturers to share their expectations for 2025.

Section 179 Urgency

23 The year-end sales hack every dealer should be using

by Dale Stein Technology Assurance Group (TAG)

This feature includes a question submitted by a dealer member as part of BTA’s Dealers Helping Dealers resource and many of the answers received. These answers and others — as well as additional Q&As — can be found in the members-only section of the BTA website.

LEGAL PERSPECTIVE Corporate Transparency Act

31 New business reporting

requirements start Jan. 1

Section 179 is a powerful tax incentive that allows businesses to deduct up to $1.22 million in qualifying equipment purchases made before the end of the year. For customers sitting on the fence about upgrading their office equipment, this tax advantage creates a clear deadline.

by Greg Goldberg BTA General Counsel

With the Jan. 1, 2025, deadline fast approaching, this month’s Legal Perspective focuses on the new business reporting requirements under the Corporate Transparency Act (CTA). Failure to comply with the CTA may result in fines, civil penalties or even criminal sanctions.

Make Your Content Shine

25 Standing out in a sea of AI monotony

by Jenna Miller Emerald Strategic Marketing

AI is a fantastic tool that speeds processes, boosting team productivity.

But the market has become overly saturated with mundane, generic AI content. Going “old school” and putting more people back in the mix is helping businesses like yours stand out and get noticed.

SELLING SOLUTIONS Winning Them Back

33 How to regain lost

business with customers

by Troy Harrison Troy Harrison & Associates

If you are only one mistake away from losing his business at any given time, your relationship with your customer is not very strong.

We have talked before about how to build stronger relationships, so let’s talk about how to win back lost business.

PRINCIPAL ISSUES Navigating the Future

27 Automating business

with IDP & generative AI

by Petra Beck Infosource Software

In Infosource’s annual assessment of the intelligent document processing (IDP) market, the company tracks the inputs to IDP software based on data from vendors. To seamlessly process all inputs for a business transaction, an efficient capture solution is essential.

DEPARTMENT S Technology Association 32 Business • BTA Highlights 6

Executive Director’s Page

8

BTA President’s Message

34

Advertiser Index

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EXECUTIVE DIRECTOR’S PAGE

Congratulations 2024 Frank Award Winners

O

n Nov. 7, I attended The Cannata Report’s 39th Annual Awards & Charities Gala in Morristown, New Jersey. I have attended the event for many years, and it never disappoints. It is always very enjoyable, from start to finish. Guests included representatives of leading manufacturers, services, supplies and software companies, and office technology dealers.

The gala is first and foremost a charitable event. This year’s gala raised $220,000 for breast cancer research at Hackensack Meridian Health’s Center for Discovery and Innovation. In recent years, the gala has raised more than $1.75 million for Hackensack Meridian Health Foundation. Since its inception, the gala has raised $3.25 million for a number of charitable organizations nationwide.

The gala also provided the opportunity to recognize the industry’s best, by way of the presentation of Frank Awards, presented to vendors and individuals in 14 categories. The awards are named after Frank Cannata, who established The Cannata Report in 1982.

Congratulations to the 2024 Frank Award winners, all BTA members: n Excellence in Innovation: Sharp Imaging and Information Company of America n Best Diversification Partner: Intermedia n Best Production Print Manufacturer: Ricoh USA n Best IT and Security Services Provider: ConnectWise n Best Print Management Software Provider: ACDI for PaperCut n Best ECM/Document Management Provider: DocuWare n Best Marketing Strategy: Sharp Imaging and Information Company of America

n Best Technical Service Provider: Ricoh USA n Best-in-Class: Sharp Imaging and Information Company of America n Best A4 Manufacturer: Kyocera Document Solutions America n Best Leasing Company: GreatAmerica Financial Services n Best Female Executive: Laura Blackmer, Konica Minolta Business Solutions U.S.A. Inc. n Best Male Executive: Jim Coriddi, Ricoh USA n Best Manufacturer: Sharp Imaging and Information Company of America A quote shared by CJ Cannata, president and CEO of The Cannata Report, sums up the significance of the awards program: “The office technology industry is at an inflection point. When innovative products and services are matched with expansion into related office services and inventive new offerings, and then you factor in the entrepreneurial mindset that defines the independent dealer channel, it is clear the office technology industry is moving to higher ground. It’s our honor to recognize the companies leading the exhilarating evolution in office technology.”

In addition to the Frank Awards, The Cannata Report honored Luke Oldenburg of Impact Networking, Lake Forest, Illinois, with its Outstanding Veteran Award in recognition of his military service and dedication to helping promote the hiring of veterans like himself in the office technology industry. The Cannata Report also presented the Frank G. Cannata Philanthropy Award to John Lowery, president and CEO of Applied Innovation, headquartered in Grand Rapids, Michigan. Lowery was selected as this year’s winner in recognition of his support of more than 300 charitable organizations. n — Brent Hoskins

Executive Director/BTA Editor/Office Technology Brent Hoskins brent@bta.org (816) 303-4040 Associate Editor Elizabeth Marvel elizabeth@bta.org (816) 303-4060 Contributing Writers Petra Beck, Infosource Software www.info-source.com Greg Goldberg, BTA General Counsel Business Technology Association Jenna Miller, Emerald Strategic Marketing www.emeraldstrategicmarketing.com Dale Stein, Technology Assurance Group (TAG) www.tagnational.com

Business Technology Association 12411 Wornall Road Kansas City, MO 64145 (816) 941-3100 www.bta.org Member Services: (800) 505-2821 BTA Legal Hotline: (847) 922-0945 Valerie Briseno Marketing Director valerie@bta.org Brian Smith Membership Sales Representative brian@bta.org Brooke Barker Administrative Assistant brooke@bta.org Photo Credits: Adobe Stock. Cover created by Bruce Quade, Brand X Studio. ©2024 by the Business Technology Association. All Rights Reserved. No part of this publication may be reproduced by any means without the written permission of the publisher. Every effort is made to ensure the accuracy of published material. However, the publisher assumes no liability for errors in articles nor are opinions expressed necessarily those of the publisher.

FLASHBACK

The association’s magazine cover 49 years ago this month — the NOMDA Spokesman, December 1975.

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BTA PRESIDENT’S MESSAGE

2024-2025 Board of Directors President

Look Future Forward to 2025’s BTA Events

T

he new year is almost here, and the Business Technology Association (BTA) has announced its events for 2025. BTA has revamped its event schedule and will hold two must-attend, future-forward events next year: Spring Break in Orlando, Florida, and the 2025 BTA National Conference in Santa Ana Pueblo, New Mexico (an Albuquerque suburb).

To kick off the year, Spring Break will be held March 6-8 at Disney’s Grand Floridian Resort & Spa in Orlando, Florida. On March 6, BTA will host e-automate users at “eautomate Elevate: A BTA Dealers Helping Dealers Best Practices Event.” The purpose of this event will be to facilitate a conversation among a broad range of e-automate users (from lower frequency to Super Users), touching on a variety of topics such as product functionality, common concerns and troubleshooting best practices.

If you are an e-automate user who would like to attend the event and have your questions and concerns addressed, I encourage you to complete the survey BTA sent out via email in mid-November. If you haven’t already filled it out, visit www.surveymonkey. com/r/e-automatePainPoints. The survey responses will help our team focus the event on issues our members care about most.

Full details for Spring Break are coming soon, but I can share a bit about the schedule now. The event will begin at 11 a.m. on Friday, March 7, with opening comments and the keynote address, which will be announced shortly. Lunch and an educational session by Kate Kingston of Kingston Training Group, along with exhibit time to network with peers and exhibiting sponsors, will follow. After the exhibit time, there will

be three breakout sessions, including one led by GreatAmerica and another by e-automate Power Users. Following the breakouts, Patricia Ames of BPO Media will moderate a dealer panel on managed print. After the panel, a networking reception will be held, wrapping up the first day.

The second day of Spring Break will begin at 7:30 a.m. on Saturday, March 8, with breakfast, followed by another round of the breakout sessions and exhibit time. An educational session with Laura Blackmer of Konica Minolta will follow. The event will wrap up with closing comments and exhibitor prize drawings. For more information on Spring Break, see the ad on page two or visit www.bta.org/BTAEvents to get information as soon as it is available.

The second event of the year, the 2025 BTA National Conference, will be held June 17-19 at the Hyatt Regency Tamaya Resort & Spa in Santa Ana Pueblo, New Mexico.

The event will feature: two keynote addresses, educational and breakout sessions led by industry leaders, plenty of exhibit time to network with your peers and sponsors, and a couple of special events. First, on the evening of Tuesday, June 17, BTA will host a welcome reception for attendees with tethered hot air balloon rides. On Wednesday evening, attendees will head to the Stables at Tamaya, located on the Hyatt grounds, for an old-fashioned rodeo. The evening will also feature food trucks and an open bar.

The Twin Warriors Golf Club, one of the most prestigious courses in the Southwest, is also at the resort. On Thursday afternoon, attendees can enjoy a round after a morning of educational sessions and networking.

I encourage you to join us in 2025 for two great BTA events! Keep an eye on www.bta. org/BTAEvents for more information. n — Adam Gregory

Adam Gregory Advanced Business Solutions LLC St. Augustine, Florida adam@goabsinc.com President-Elect

Debra Dennis CopyPro Inc. Greenville, North Carolina ddennis@copypro.net Vice President

Mike Boyle BASE Technologies Inc. Bethel, Connecticut mboyle@baseinc.com

Immediate Past President

Don Risser DCS Technologies Corp.

Franklin, Ohio don.risser@dcs-tech.com BTA East

Joe Dellaposta Doing Better Business Hagerstown, Maryland jvd@doingbetterbusiness.com Chip Denlinger DCS Technologies Corp.

Franklin, Ohio chip.denlinger@dcs-tech.com BTA Mid-America

Greg Quirk JQ Office Equipment Omaha, Nebraska gquirk@jqoffice.com Brett Blake Corporate Business Systems LLC Madison, Wisconsin bblake@corpbussystems.com BTA Southeast

Mike Hicks Electronic Business Machines Inc. Lexington, Kentucky mhicks@ebmky.com Blake Renegar Kelly Office Solutions Winston-Salem, North Carolina tbrenegar@kellyofficesolutions.com BTA West

Kevin Marshall Copy Link Inc. Chula Vista, California kevin@copylink.net Scott Reynolds Imagine Technology Group LLC Chandler, Arizona sreynolds@itgarizona.com Ex-Officio/General Counsel

Greg Goldberg Barta | Goldberg West Hollywood, California ggoldberg@bartagoldberg.com

8 | www.of ficetechnologymag.com | December 2024

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2025 Industry Forecast Manufacturers look to the year ahead

Compiled by: Brent Hoskins, Office Technology Magazine

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hat do you believe will be the primary market and product opportunities for dealers in the new year? What are the best strategies for pursuing these opportunities? What will be the most significant challenges dealers will face in 2025 and how can they best address them? What notable changes in demand/needs/expectations for office technology do you anticipate from end users in 2025? What do you see as the characteristics of the office technology dealership that is best positioned for success in 2025? What product and services diversification strategies, if any, do you recommend for dealers outside of traditional imaging devices and why?

To find the answers to these questions, Office Technology magazine asked 12 MFP and printer manufacturers to share their expectations for 2025; nine responded with submissions. Perhaps the insight shared in this year’s industry forecasts will help you better position your dealership for continued success.

Brother International Corp.

Fernando Maroniene, Senior Director of Product Marketing 2025 is set to bring even more dynamic shifts, growth and innovation in the office technology space.

As businesses adapt to hybrid work models, reevaluate their physical office spaces and navigate economic pressures, the dealer channel will be at the forefront, proving its flexibility and responsiveness. This means an ongoing demand for smaller, compact technology that meets the evolving needs of modern offices. Strong customer service and robust dealer relationships will continue to be essential, making this year an exciting time of adaptation and opportunity for everyone in the channel.

As we enter the new year, the market will continue to

prioritize fleet reduction and optimization, reflecting evolving office needs and spatial constraints. In 2024, the ongoing shift from A3 to A4 models has been driven by decentralized and hybrid workplaces that demand more compact, versatile technology suited to smaller, cost-conscious environments. This trend will continue in 2025. Additionally, with print volumes decreasing and a shift toward digitalization, businesses seek agile solutions that fit seamlessly into their redefined spaces — compact devices that serve essential functions across multiple locations (e.g., retail chains that do not have the capacity for large machines, but require small units for printing invoices, shipping labels and everyday documents).

As businesses continue to reshape their physical settings, the need for streamlined access across multiple locations continues to rise. Businesses with multiple locations, such as restaurants, retail stores and companies with offices outside of their headquarters, will rely on robust, compact and all-in-one printers that require no in-person support.

Remote management and deployment of machine settings allow companies to focus on running their businesses without worrying about the technology needed to do so and grant business continuity across all offices.

As fleet configurations streamline, in 2025, dealers will need to strategically transform their revenue models, increasingly adopting roles as comprehensive managed IT service providers. This shift elevates dealers to trusted, all-in-one technology partners, extending their services beyond print to encompass network and device management.

While print solutions remain foundational, this expanded offering enables dealers to diversify their revenue streams and serve as indispensable resources for businesses, especially in the area of office technology.

Success is a shared endeavor, where equipping dealers with tools and expertise translates directly to customer satisfaction and growth. Specialized teams dedicated to

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key vertical markets can assist channel demands and secure a larger share of partners in assessing, designing and opcustomer technology budgets.

A dealer cannot go timizing tailored print solutions. CusSecurity-based products and services wrong adopting securitytomized support is critical to ensuring continue to generate new and highly based products and that dealer offerings align with each cliprofitable opportunities to meet marservices. With the ent’s unique requirements. This is how ket demands. A core business centered increasing ... cyberattacks, we will grow together in the year ahead. around copiers and print management Equally vital is a robust network of with integrated security provides a rocybersecurity services field engineers who can swiftly address bust foundation to drive significant address a critical need ... any technical challenges, providing topgrowth in cybersecurity, physical secutier technical support both pre- and rity and security monitoring services. post-sale. This level of service becomes a defining feature, These solutions that ensure customer safety can unlock new fostering customer confidence in the dealer’s reliability and revenue streams, create substantial value and exceed cusproblem-solving capabilities. tomer expectations.

As print volumes decrease and competition intensifies, A dealer cannot go wrong adopting security-based prodexceptional customer service distinguishes one dealership ucts and services. With the increasing threat of cyberfrom another, reinforcing the dealership’s value as a reliable attacks, cybersecurity services address a critical need for partner and establishing a loyal client base in a demanding businesses. This includes network security, data protection market. Looking ahead, the office technology landscape is and compliance services, and can lead to physical security set for continued evolution, driven by the demands of hybrid products such as surveillance cameras, access control syswork, decentralized offices and multilocation operations. tems and alarm systems. Security monitoring services can While printing remains a critical function, it must adapt to enhance the value of these offerings and create recurring these emerging dynamics, placing a premium on flexibility, revenue streams. compact solutions and seamless integration with broader It is vital for dealers to have a clear-cut organizational IT infrastructures. cloud strategy, as that will impact all elements of the busiAs we enter 2025, the success of office technology provid- ness. We anticipate a significant rise in demand for remote ers will hinge on their commitment to robust dealer part- services, diagnostics and predictive maintenance, all delivnerships and exceptional customer service. By standing as ered via secure cloud products. It is becoming increasingly trusted, adaptable partners in this rapidly shifting environ- important for dealers to not only sell digital transformation ment, dealers will not only keep pace with change, but lead products, but also utilize them internally by managing multhe industry forward, ensuring their relevance and resil- titenant environments and leveraging these remote offerience in the years to come. ings effectively. This benefits customers and allows dealers to maximize their skilled labor forces and reach more cusKonica Minolta Business tomers without travel costs and wasted time.

Offering managed IT services, including help-desk supSolutions U.S.A. Inc. Laura Blackmer, President, Dealer Sales port, network management and IT consulting can help 2025 will bring both challenges businesses streamline their operations and improve efand opportunities for dealers. I’d like ficiency. Cloud services such as storage, backup solutions to highlight a few of them. and cloud-based software can meet the growing demand Dealers are increasingly challenged for flexible and scalable IT infrastructure. Solutions that by pressure on profitability and will integrate voice, video and messaging services can improve continue to be going into 2025. Sug- communication and collaboration within organizations. gestions to mitigate that pressure center around diversificaExpanding into these sectors allows dealers to tap into tion as the clear way forward to offset declines in print. It is new revenue opportunities, deliver significant value and not just about new revenue streams, but new profit streams. surpass customer expectations. This strategy not only fortiOne of the most significant opportunities dealers will fies the core business, but also equips dealers to excel in a face in 2025 and beyond is capturing their customers’ tech- dynamic and competitive landscape. nology spend. With the addition of artificial intelligence The adoption of intelligent information management (IIM) (AI), the demand for new PCs and continued investment in technology is helping businesses organize, manage and uncomputing hardware will rise. By diversifying with a broad- derstand their data. Konica Minolta recently launched an er spectrum of products and services, you can better meet IIM program for its dealers to help those looking to expand 12 | ­w ww.of ficetechnologymag.com | December 2024

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into process automation, workflow autoThe industry’s transition mation and even AI. from A3 to A4 By embracing these continues to reshape technologies, dealers printing habits. can enhance operaA4 devices are expected tional efficiency, reduce costs and proto dominate, driven by vide superior service shifting preferences. to their customers, positioning themselves as leaders in the evolving office technology landscape.

Another prime example is production and industrial print, which continue to experience significant demand and profitability. Building a successful production print business requires dedication and expertise. Once mastered, it allows for the generation of new revenue streams and establishes a highly profitable business while maintaining a focus on core operations.

Kyocera Document Solutions America Inc. Don Duvall, Vice President, Channel Sales As we look to 2025, the year promises profound changes for both the industry and society. Dealers, already skilled in navigating shifts, must prepare for the dual impact of an evolving political landscape and sector-specific opportunities. Industries like defense, local manufacturing and regional banking are set for growth, offering strategic dealers avenues on which to capitalize.

The industry’s transition from A3 to A4 continues to reshape printing habits. A4 devices are expected to dominate, driven by shifting preferences. Customers are renewing leases with fewer, smaller devices, reducing profitability from existing accounts and highlighting the need for dealers to target new customers to sustain growth.

To attract new customers, dealers must innovate their approaches. Programs such as Unlimited Printing and Three-Tier Color offer compelling entry points for conversations with businesses aiming to cut costs, predict expenses or boost efficiency. Additionally, e-commerce is proving to be a game-changer, enabling dealers to efficiently sell consumables like toner and A4 devices to current clients while freeing up sales teams to pursue higher-value deals.

In an era where finding and retaining top talent is increasingly challenging, leveraging technology to enhance efficiency is essential. Dealers who embrace e-commerce and other digital tools will be better positioned to focus on www.of ficetechnologymag.com | December 2024 | ­13

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scaling and securing new opportunities. link between manufacturers and end Despite an expected annual decline users. Success requires adapting to this Today, cloud adoption is in print volumes of about 3%, emerging dynamic environment by embracing inaccelerating, demanding trends provide growth potential. There novation and customer-centricity. And that dealerships offer is increasing demand for color printing what do customers want in 2025? A simcloud-based print and high-quality outputs over quantity. pler experience. management, remote Production print, particularly inkjet At Lexmark, we know the key trends technology, is growing rapidly as it capshaping the future of the office technolmonitoring and secure tures volumes previously managed by ogy channel market and strategies for document storage. offset presses. dealerships to thrive while making cusAs printing evolves, so do opportunitomers’ lives easier. These include leverties for complementary solutions like cloud print or enter- aging cloud services, developing industry-specific solutions, prise content management (ECM). These tools are becoming harnessing AI and data analytics, and prioritizing security increasingly essential for IT directors and business owners at every touchpoint. seeking to optimize workflows and improve efficiency. PubToday, cloud adoption is accelerating, demanding that lic administration, in particular, stands out as a key sector dealerships offer cloud-based print management, remote for adoption due to its focus on enhancing productivity and monitoring and secure document storage. Cloud infrastrucreducing operational complexity. ture also streamlines dealership operations and reduces ECM solutions, even in basic forms, offer excellent entry costs. The channel’s role in providing expertise and consolipoints for dealers looking to diversify. By enabling efficient dated cloud offerings will become even more critical in 2025. document management, they meet the growing demand for By leveraging cloud infrastructure, the channel can also seamless digital workflows. Combined with cloud print and improve operations efficiency while reducing costs, a key digitization, ECM positions dealers as indispensable part- goal for many channel partners heading into next year. For ners for organizations seeking comprehensive solutions. instance, cloud-based print management solutions enable Dealers who embrace and promote these technologies dealerships to monitor and manage their clients’ printing within a diverse portfolio will meet customer demands, devices remotely, reducing the need for on-site visits and build long-term partnerships and thrive in an increasingly minimizing downtime. Additionally, cloud-based docudigitized market. ment storage and collaboration tools can help businesses The instability of 2024 — with new players entering the streamline their workflows and improve productivity. market and OEMs making tough decisions — has presented Cloud services have become the preferred delivery methdealers with a unique opportunity. Now, more than ever, od for many businesses worldwide, making their adoption dealers can be selective, partnering with organizations that increasingly crucial for the channel market. This imporoffer the most comprehensive portfolios and financial sta- tance will escalate in 2025, with the channel playing a more bility. This strategic positioning will enable them to build vital role in providing essential expertise and consolidating lasting, mutually beneficial relationships. offerings to deliver complete solutions to customers.

2025 presents an opportunity for ambitious dealers to As businesses across various industries face unique chaltransform challenges into growth. Those who embrace in- lenges, channel partners should develop targeted solutions novation, diversify their offerings and strategically align to address the distinct needs of specific industries. For exwith the right partners will not only navigate change, but ample, unique challenges in the health-care sector include thrive in it. By staying agile and forward-thinking, dealers strict regulatory requirements, patient privacy concerns can secure their positions as essential partners in a rapidly and the need for efficient document management. Taievolving landscape. lored health-care solutions could include secure printing, electronic health record (EHR) integration and workflow Lexmark International Inc. automation, as dealerships can seamlessly support healthClark Bugg, Director of Channel Sales care providers in improving patient care while maintaining The office technology landscape is compliance with industry regulations. rapidly transforming, driven by techAdditionally, the printing industry is only beginning to nological advancements and evolving scratch the surface of AI’s potential. AI-powered predictive business needs. This presents both diagnostics are already in use, and as AI technology maopportunities and challenges for tures, we envision even more transformative applications. technology dealerships, the crucial In the wake of generative AI’s explosive growth, harnessing 14 | ­w ww.of ficetechnologymag.com | December 2024

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the combined power of AI, big data and to personalize marketing materials and analytics is more essential than ever. bring on-demand publishing and shortAnother area primed Device sensor data allows for optimized run digital printing in-house, or shifting for continued growth serviceability and maintenance, ultithese jobs to commercial printers. is production print.

Finally, new workplace environments mately increasing customer satisfacIt presents an require tools that simplify and foster tion, while AI-driven insights empower opportunity for dealers engagement, both among those in the dealerships to uncover hidden patterns office and at home. Collaboration exand trends in their data, leading to to further diversify tends beyond document sharing. Dealmore informed decision-making and their offerings ... ers should consider diversifying their improved business outcomes. portfolios with technologies such as Given the interconnected nature of modern printers, security will continue to be paramount in audio and video conferencing, meeting-room management 2025. AI is already critical for edge network security, moni- and interactive displays as part of their strategies to provide toring traffic for anomalies. However, printer security is of- a more holistic approach to the modern workplace experiten overlooked, and a robust network architecture is crucial ence. This is a natural extension for our business. for enabling AI-powered monitoring of all endpoint traffic, including printers. The growing adoption of zero-trust netRISO Inc. work principles further enhances AI’s ability to strengthen Andre D’Urbano, network security.

Vice President of Sales The future of print is intelligent, interconnected, secure Sales, much like politics, is all — and, most of all, intuitive. By keeping this lens in mind, about the economy. And producdealerships can offer incredible value to their customers in tion print, more than any other sec2025 and beyond. tor that BTA dealers work with, has been on a roller coaster ride since the Ricoh USA Inc. start of 2020. The COVID-19 pandemJim Coriddi, Chief Dealer Officer ic came along and wreaked havoc on the “triple crown” of As we move into 2025, there con- print: paper, postage and wages. tinues to be a lot of discussion around n Paper — The consolidation of paper mills during COthe decline of print. While it is true VID created a supply shortage at a time when demand was that print output has been declining high. Paper prices increased, have not come down and conin specific businesses/segments, the tinue to negatively impact profitability for print facilities. fact remains that the vast majority of n Postage — This past July, the U.S. Postal Service ancorporate information still exists on nounced yet another price increase which, when added to paper. Print needs to be digitized, distributed and incorpo- rising paper costs, made for a double whammy for print prorated into workflows across an organization. This presents viders. Keep in mind that most of what is printed is mailed. a tremendous opportunity for dealers to expand their mann Wages — Print shop owners and managers are expectagement of customer information, providing office solutions ing a retirement Armageddon in late 2028. COVID started that facilitate the seamless sharing of physical and digital in- the retirement dance, where many of the older workers simformation across an increasingly hybrid workforce. Among ply went away and never came back. That put pressure on these solutions are next-level MFPs that are built smaller the remaining group to stay — and they did — but for higher and more sustainably for evolving office environments that wages. The issue of finding younger people to fill these key integrate with document management software. The market roles in a print operation persists, and hiring staff members opportunity is expected to top $10 billion in 2025. has never been more difficult. The one driver though — Another area primed for continued growth is production money. Pay them above average wages and they will come. print. It presents an opportunity for dealers to further diverWith each increase, print providers have had to raise sify their offerings, offset the decline in office print and build prices on their customers to the point where many print a new aftermarket annuity base. A natural extension for deal- buyers are now saying: “Enough. Stop raising my prices or I ers currently selling and servicing MFPs, production print is will be forced to find other ways to get my messaging out to expected to grow at a CAGR of 4.07% from 2023-2028, driven my customers.” This has forced print shops across the counlargely by businesses shifting some traditional MFP print to try to look for ways to cut costs in an effort to get pricing in-plant and/or commercial printers. Customers are looking back in line with customer demands.

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for changes in the OEM landscape. n A solution to price increases — In recent months, dealers have inOur guidance for 2025 One way to cut costs is converting toner creasingly focused on positioning their jobs to the lower cost of inkjet output. aligns with previous businesses for potential consolidation.

Some print providers have promised to strategies: diversify It is the most common topic of discusstop the increases only if the end user into areas like displays sion and preparation.

While speculation allows them to transition the job to inkand laptops, while about consolidation has existed for years, jet. Not surprisingly, many print buyers recent developments are providing clearhave embraced the idea and approved partnering with others for er indications of its implications, pushthe transition to inkjet. Some even walk complementary services. ing dealers to adapt in response. away with a “two-year price guarantee.”

The impact of this shift depends on But while price increases have haswhere each dealer stands.

Critical questions include: “Will tened the toner-to-inkjet conversion, they have not prechanges in manufacturer brands affect customer retention vented print buyers from changing how they buy their print. or encourage users to seek alternatives?

What will be the cost Over the past 18 months, we have seen jobs cut in half, so and training challenges of managing parts for multiple modcorporations are spending money on half the job instead of els as consolidation progresses?

How can risk be minimized the entirety. One larger print shop noted how, in 2017, it had during this shift?”

These are the questions I hear from leadprinted 4,200 jobs for 72 million impressions. The same print ing, growth-oriented dealers as they strategize for the future. shop said that, in 2023, it had printed 61 million impressions While there is no certainty about how or when consolidaon 8,300 jobs. Double the jobs means having to hire more people to handle the extra work without necessarily seeing tion will unfold, planning for “what-if” scenarios is essential.

More dealers are now analyzing OEM financials and considan increase in revenue.

The short-run dilemma has forced production print op- ering where these companies are investing or divesting: “Are erators to change strategy. Gone is the one large press for they aligning with my business interests or shifting focus everything. That is being replaced by multiple smaller pro- elsewhere?” These are tough, but crucial, questions for dealduction engines so they can print multiple jobs simultane- ers who have invested heavily in their operations to evaluate ously. On a floor with a dozen engines, units one through if their suppliers’ strategies align with their own.

If history has taught us anything, it is that dealers are five are printing job one, six through nine are handling job highly adaptable and resourceful. They have navigated past two, and units 10 through 12 a third job. Redundancy is an challenges by pivoting and seizing new opportunities. Toadded benefit of the multiunit approach. day’s uncertainty also presents chances for growth, fueling RISO is the only oil-based inkjet technology on the marour confidence in supporting dealers to expand their print ket that needs no dryer or decurler for its output. The smallbusinesses and enter new areas. er footprint and lower capital cost means RISO customers Our guidance for 2025 aligns with previous strategies: diare buying the product in batches of four units at a time. versify into areas like displays and laptops, while partnering RISO remains the only cut-sheet inkjet production device with others for complementary services. Strengthening rein the $50,000 to $180,000 price range and is often the prodlationships with existing customers is a long-term strategy uct of choice when opening disaster recovery centers where that boosts loyalty and business growth.

Our data supports footprint is scarce. If you are a BTA dealer selling into the this approach.

Year-to-date 2024 (September) compared production arena, the inkjet opportunity is calling. to the pre-COVID-19-pandemic period shows dealers who diversified into other categories with us grew their MFP Sharp Imaging and business by 12%, while those who did not saw a 15% decline.

Information Company The difference is more pronounced among smaller dealers, of America where those diversifying reported more than 350% growth Mike Marusic, President & CEO Each year we predict the dealer in print versus flat performance for non-diversified peers.

Offering diverse products and services has underpinned channel’s future, and apart from pandealer success over recent years, and we remain committed demic years, the core message stays to helping them grow in new categories. Customers increasthe same: “Dealers need to diveringly demand more from their dealers, and fulfilling that sify and here’s how we can help.” For need is essential for continued success.

2025, this advice continues with a new emphasis on market The final advice: Diversify now and plan proactively for consolidation. Consolidation has shifted from a theoretitomorrow’s evolving landscape. cal topic to an active reality, with dealers now preparing 18 | ­w ww.of ficetechnologymag.com | December 2024

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Toshiba America Business Solutions Inc.

addressing both traditional and specialty printing needs under a single brand.

Our strategy for 2025 Looking ahead, we recognize that is clear: advance print, our dealers will encounter challenges in innovate through 2025, particularly in talent acquisition Peter Morisco, adjacent technologies and retention for both sales and service Vice President and support our dealers roles. Alongside workforce considerof Regional Sales ations, evolving client demands (such — Eastern United with the tools and insights as the shift from A3 to A4 formats) will States they require to thrive. continue to shape our industry.

Toshiba will leverage technological The most successful dealerships will advancements and strategic alliances to prioritize an authentic, customer-first approach. These enable our resellers to thrive in 2025. Our recent joint venture dealerships pair exceptional service with advanced marketwith Ricoh, operational in July 2024, exemplifies this mandate. ing and CRM strategies, creating a seamless sales experiThis partnership is much more than a supply chain enence that resonates with clients.

In today’s information-rich hancement; it reflects our commitment to operational excellence, seamless systems integration and a fortified product landscape, the buying window is shorter, making timing esoffering. By creating a reliable supply process, we are now, sential in effective sales strategies.

Our strategy for 2025 is clear: advance print, innovate more than ever, able to equip our clients with the products through adjacent technologies and support our dealers they will need to succeed. with the tools and insights they require to thrive. As Toshin Strategic Focus on Managed Print as a Service ba continues to invest in MPaaS, label and receipt printing, (MPaaS) — MPaaS represents a cornerstone of Toshiba’s innovative cloud technologies and strategic partnerships, growth strategy. While MPaaS can take many forms, we our dealers will capitalize on emerging opportunities, enhave a clear, comprehensive and purposeful approach. suring print remains vibrant and valuable for years to come.

From innovative software solutions for device onboarding Please let me know if I can help. You can reach me by to timely client supply deliveries, Toshiba’s MPaaS program email at peter.morisco@tabs.toshiba.com or by phone at maximizes efficiency, scalability and value for our dealer (862) 233-3057.

Good selling! network. We automate one of the most time-consuming, yet critical, elements of MPaaS, empowering our dealers to Xerox Corp. achieve national reach without significant investments.

Karl Boissonneault, President, Xerox n Powering Client and Reseller Success Via the Cloud North America Channels & Canada — Toshiba understands the importance of shifting organiAs we step into 2025, the office zations from on-premise to cloud technologies to enhance technology sector is brimming with print management, workflow, service, print-from-anywhere opportunities for our channel partcapabilities and expense. By investing significantly in our ners.

To thrive and ensure a prosperElevate Sky cloud platform, Toshiba helps resellers provide ous future, we must acknowledge the the best client services currently available. Moreover, Toshichallenges ahead and stay prepared ba’s team of experts offers cloud consulting, project manand competitive.

Key challenges include hiring qualified agement, implementation and technical support. sales and technical staff members in a tight job market, and n Embracing Label and Receipt Printing for Diversimaking the right investments in training and development fication — Dealers look for areas of opportunity to diversify their offerings to better serve their clients. Our Label programs to build a skilled workforce and retain top talent. and Receipt Printer Program addresses this need directly, Investing in our people and future workforce will make way offering dealers a turnkey solution to capitalize on the ex- for a strong foundation for success.

With the rise of hybrid work and the decline in tradipanding label and receipt printing market. Label and retional printing needs, the demand for office equipment is ceipt printing offers new revenue streams, enhances client evolving.

Now is the perfect time to adapt offerings to inrelationships and gives dealers a way to stand out in a comclude more digital and remote solutions, keeping pace with petitive landscape. Including label and receipt printers in rapidly advancing technologies. AI and automation are cruan MPaaS proposal sets Toshiba dealers apart, as Toshiba cial, as users expect office technology to enhance efficiency is the only major multifunctional printer manufacturer to and productivity. offer such hardware. This unique advantage allows Toshiba From MFP devices that streamline tasks, the focus is dealers to deliver a more comprehensive solution to clients, 20 | ­w ww.of ficetechnologymag.com | December 2024

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on automated workflows and predicincluding energy-efficient devices and tive maintenance. Intuitive and persustainable practices, will be in high Continuously training sonalized user interfaces are essendemand as businesses strive to reduce your sales team members tial, making it easier for employees to their environmental impact. on the latest industry interact with technology and access The best strategies for pursuing these trends, technologies and tools conveniently. opportunities include: client needs ensures they We anticipate high demand for techn Diversify Offerings — Expand benology that supports seamless collaboyond traditional copier/MFPs to include can better address pain ration and communication, such as managed print services, digital workpoints and close sales. cloud-based services, video conferencflow solutions and IT services. This helps ing tools and secure remote access someet the evolving needs of businesses, lutions. This shift also brings a need for top-notch support especially those transitioning to hybrid work environments. and training to ensure smooth adoption and effective use, n Focus on Sustainability — Invest in eco-friendly prodalong with subscription-based models for software and ser- ucts and services, such as energy-efficient copier/MFPs and vices that offer flexibility and cost-effectiveness. recycling programs to attract environmentally conscious For dealers, this is an exciting time. By adopting the right clients. Highlighting sustainability efforts can be a key difstrategies, you can seize primary market and product op- ferentiator. End users will expect office technology to help portunities, ensuring a solid future and optimizing your them work toward their sustainability goals. This includes business. The primary market and product opportunities in energy-efficient devices, materials that reduce negative 2025 will include: environmental impact and convenient recycling programs. n Managed Print Services (MPS) — The demand for n Leverage Technology — Integrating AI and automacomprehensive print management solutions is set to grow. tion into offerings will enhance productivity and efficiency By offering MPS, we help businesses streamline their print- for clients. It is crucial to stay up to date with the latest teching processes, cut costs and boost efficiency. This service nological advancements to remain competitive. will be invaluable to clients. n Personalize the Customer Experience — Use data n Document Management Solutions — Efficient docu- analytics to understand client needs and preferences to ofment management systems will continue to be in high de- fer personalized solutions and exceptional service. For exmand. These systems help businesses organize, store and ample, setting up and offering discounts for automatic payretrieve documents more effectively, significantly enhancing ment methods can help build long-term relationships. operational efficiency. n Enhance Cybersecurity Measures — Provide prodn AI-Driven Solutions — The rise of AI presents a signif- ucts and services that include robust security features and icant opportunity. AI-powered office technology solutions, protect client data. Educating clients on cybersecurity best such as predictive maintenance services and advanced doc- practices builds trust and loyalty. ument management, are becoming increasingly popular. n Use Integrated Marketing — Creating a seamless clin Managed IT Services — Providing network manage- ent journey by integrating direct mail, email, social media ment, help-desk support and IT consulting can help diver- and other digital channels can effectively engage clients. sify services and meet the growing needs of businesses for Personalized marketing efforts are key to maintaining clicomprehensive IT support. ent interest. n Subscription-Based Models — Transitioning to subn Educate Your Team Members — Continuously trainscription-based models for software and services can offer ing your sales team members on the latest industry trends, clients more flexibility and cost-effectiveness compared to technologies and client needs ensures they can better adtraditional one-time purchases. dress pain points and close sales. n Cybersecurity Services — With the continuous evoAs we look toward the future, the office technology inlution of cyberthreats, there is a substantial market for dustry stands at a pivotal juncture. Despite the challenges, advanced cybersecurity solutions. As cyberthreats be- there are significant opportunities for dealers to redefine come more sophisticated, end users want stronger security their roles, expand into new markets and become strategic measures to protect their data and systems. This includes partners in digital transformation. n simplified security configurations, advanced encryption, Brent Hoskins, executive director of the auto-remediation of security features, multifactor authenBusiness Technology Association, is editor tication and regular security updates. of Office Technology magazine. He can be reached n Sustainable Products — Eco-friendly office technology, at (816) 303-4040 or brent@bta.org.

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Section 179 Urgency

The year-end sales hack every dealer should be using by: Dale Stein, Technology Assurance Group (TAG)

I

magine a firefighter. We will call him Sam. He is sitting at the fire station, ready to protect others in their times of need, waiting idly until his heroism is called upon.

Suddenly, the alarm rings and someone needs his help.

Sam’s role is clear — there is a fire to put out, there is an urgent deadline (i.e., a “pending event”) and the whole community knows it can turn to him because he has the tools and expertise to handle it. Every call comes with urgency and purpose, and when the job is done, he gets to enjoy the tangible impact he has made, not just on the owner’s property, but on his (or her) whole life. Does your sales process feel like this? Or does it feel a little different?

Now I want you to picture someone else: Alex, the rain dancer. Alex spends his time twirling in an open field, hoping to summon rain for people who may — or may not — think they need rain. He can clearly see that everyone could use more rain — to grow their crops, to help their gardens bloom, etc. — but they are not asking for his help.

For Alex, there is no urgency, no clarity and no guarantee of success. While Alex’s ornate shimmies might be wellintentioned, the people he is rain dancing for do not feel the same pull to act — and without urgency or “pending events” (like their houses smoldering to ashes) to move them forward, every conversation feels like an uphill battle. Even if Alex prides himself on his hard work ethic and is genuinely sincere in his desire to serve others, it will not be long before he is left wondering if all his efforts will ever pay off.

For an office technology dealer, Sam and Alex represent two different approaches to sales. Sam, our firefighter, only works with ideal leads who have recognized they have immediate needs, strong “pending events” and trust in Sam’s abilities. Alex, on the other hand, spends his time chasing ice-cold “maybe” leads — customers without any urgency who might casually be intrigued by his services but, overall, lack respect for his talents. The biggest defining characteristic is his leads do not have “pending events.”

It is no wonder Sam finishes each day knowing he has accomplished something meaningful while Alex ends his days exhausted and questioning why he ever got into the raindancing industry in the first place.

If you are looking to transform your business, do this single thing: Get your sales team to stop chasing time-draining, soul-sucking “maybes.” Instead, get them to focus on crystal-clear “yes” or “no” prospects. There is one simple hack to make this work.

The Obvious Secret First, ensure your client has a “pending event.” With a “pending event,” you can step in as the expert who delivers solutions, rather than someone hoping for attention in a crowded field. “Pending events” work because they make your client’s decision a requirement.

And before you argue, “But my clients don’t have any pending events,” that is incorrect. All of them do. And it is called “Section 179.”

Why Section 179 is Your Year-End Sales Secret Section 179 is a powerful tax incentive that allows businesses to deduct up to $1.22 million in qualifying equipment purchases made before the end of the year. For customers sitting on the fence about upgrading their office equipment, this tax advantage creates a clear deadline — make the purchase now or lose the benefit entirely.

This urgency is the perfect catalyst to transform indecision into action. The beauty of Section 179 is that it is not just about tax savings; it is a compelling reason for your customers to make a decision before Dec. 31.

Leverage Section 179 to Close the Deal If you have deals stuck in “maybe,” here is how to use Section 179 to get them moving: Start with a simple explanation. Let your customers know that Section 179 allows businesses to write off the full cost of qualifying equipment www.of ficetecthnologymag.com | December 2024 | 23

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in the year they purchase it. This deducRevive Dead Deals tion applies to items like copier/MFPs, As the year winds down, Your sales team can use Section 179 printers, cybersecurity, phone systems as a conversation starter to follow up every customer wants and IT equipment — the very products on stalled deals. An email or phone call to finish profitably. Use they are considering. framed around the year-end deadline that momentum to your Then make the urgency clear. Highprovides a fresh reason to reengage. For advantage. Section 179 light the fact that this tax advantage example: “Quick reminder about the only applies to equipment purchased Section 179 tax deduction: If we wrap up creates a natural and put into service before Dec. 31. You your purchase of [specific equipment] “now-or-never” moment ... can say: “If you don’t act now, this opbefore Dec. 31, we might be able to help portunity may be gone for another year.” you lock in a couple thousand dollars For customers who are already interested, this deadline tax savings for this year. Let me know when you have time to gives them the push they need to commit. chat so we can get this squared away.”

Emphasize the Financial Savings Next, break down how much they could save. For example, if a customer is considering a $50,000 office technology package, explain how they can deduct the full amount, potentially saving $12,500 or more on their taxes (assuming a 25% tax rate). When they realize the cost savings, the decision becomes much easier.

Focus on Their Long-Term Goals Beyond the immediate savings, remind customers that this is about investing in their future. The equipment they buy now will help their businesses operate more efficiently, stay competitive and grow into the next year. Section 179 is just the cherry on top.

As the year winds down, every customer wants to finish profitably. Use that momentum to your advantage. Section 179 creates a natural “now-or-never” moment that helps customers overcome their hesitation. You are not just selling equipment — you are offering a financially intelligent decision they will thank you for later.

Turn Those ‘Maybes’ Into Wins Every deal stuck in limbo is an opportunity waiting to be seized. Section 179 gives you the tool you need to clear the fog of indecision and guide your customers to a confident “yes.”

By reminding them of the tax advantages and helping them see the urgency, you will not only close deals, but also build stronger relationships with customers who appreciate your proactive approach. In a way, they might even start showing your company the same respect they do the fire department.

This year, do not let the “maybes” hold you back. Leverage Section 179, close more deals and end the year profitably — both for your business and your customers’ businesses. And remember, if it does not work, you can always put on your rain-dancing shoes and start shuffling (just make sure you never rain dance on a hill though)! n Dale Stein is co-founder of Technology Assurance Group (TAG), an organization of managed technology service providers (MTSPs). In addition, Stein is the managing partner for TAG’s MTSP, i-NETT, and also serves as its president.

He also founded Westec Security Corp. and served as its CEO. Stein can be reached at dales@tagnational.com.

Visit www.tagnational.com.

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Make Your Content Shine Standing out in a sea of AI monotony

by: Jenna Miller, Emerald Strategic Marketing

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arketers hear this every day: “Just use artificial intelligence (AI) to write it!” While generative AI has made life easier, it has also complicated things for content creators. Competition in the B2B office technology space is fierce, and attention spans are short, so it is crucial to implement the right strategy to stand out from the crowd.

But is AI the way to do that?

AI is a fantastic tool that speeds processes, boosting team productivity. But the market has become overly saturated with mundane, generic AI content. Going “old school” and putting more people back in the mix is helping businesses like yours stand out and get noticed. So, how do you do it right?

How do you balance the speed and effectiveness of generative AI with the personal touch of marketing? The answer lies in combining the strengths of both to enhance your content.

The Role of AI in Content Creation Efficiency and speed are crucial in all departments of your business today. Part of that is incorporating AI into your marketing strategy. AI has transformed content creation, quickly generating everything from blog posts to social media updates. This has freed up teams to focus on strategy and customer engagement rather than writing.

Additionally, AI has improved our ability to collect and analyze marketing data, which marketers rely on to guide decisions. It analyzes sources like social media and website traffic to reveal trends and user behaviors, often spotting emerging patterns before they gain traction.

AI has also revolutionized SEO. Tools like Semrush help identify high-value keywords and suggest on-page improvements, boosting content performance and optimizing sharing times for maximum engagement. But AI is missing something important for great content: the human element.

The Human Element While AI excels in some content generation, the human touch is fundamental for making your content stand out. In

B2B marketing, where trust is crucial, genuine narratives can set your brand apart. Human-driven storytelling transforms facts into relatable stories that resonate with audiences.

For instance, Microsoft’s “We All Win” campaign featured Alex, a boy using a customized Xbox controller for disabilities, highlighting inclusivity and sparking conversations. This example shows that while AI can produce content efficiently, it often lacks the emotional depth of human storytelling. Combining AI’s efficiency with human creativity strengthens your content.

Furthermore, establishing a distinct, relatable brand voice helps your company stand out and resonate with customers. This voice personifies and reflects your company’s personality and values, influencing audience engagement.

While AI can generate text, it struggles to capture the nuances of brand personality and can produce generic content that fails to engage. It is the human touch that authentically conveys a brand’s unique voice and message.

Finally, establishing thought leadership in the office technology industry requires communicating complex ideas, where human insight is invaluable. For example, Xerox’s white papers dive deep into emerging print and digital transformation solutions, offering valuable perspectives from industry experts. Similarly, IDC’s market research reports are shaped by analysts who break down complex technological trends. Personal stories from office technology innovators bring authenticity that AI alone cannot replicate.

Finding the Right Balance Between AI & Humans To integrate AI tools with human input productively, you should adopt a structured, collaborative approach that leverages the strengths of both. The goal is to create a seamless workflow where AI acts as a partner, enhancing human creativity rather than replacing it.

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outlines and first drafts of straightforward Three Common Mistakes to Avoid content. For example, AI can analyze auEmbrace the opportunity (1) Reliance on AI only — As AI tools dience behavior and suggest content topevolve, you may be tempted to rely too to combine AI’s strengths ics, allowing you to focus on crafting narheavily on them for content creation. with human creativity ratives that resonate and attract viewers.

This can lead to significant pitfalls, such and emotional Once AI has produced content, human as producing outputs that lack depth, intelligence to help marketers and business leaders should creativity and emotional resonance. step in to conduct a thorough review and (2) Neglecting Audience Engageyour content thrive refine it. This includes adjusting the tone ment — Focusing solely on metrics and stand out. to match the brand voice, adding personal while neglecting audience needs is ananecdotes, verifying statistics and incorother common mistake. An overemphaporating insights that only experienced team members can sis on data can create a mechanical approach that alienates provide. Your team will also want to ensure the piece aligns your audience. To keep content relatable, you should unwith the brand’s values and resonates with the target audience. derstand your audience’s interests and emotional triggers.

After your content is published, gather performance data Engaging with followers, conducting surveys and incorposuch as engagement metrics and audience feedback. Analyze rating storytelling can foster connection. By balancing data this information to identify areas for enhancement in future with genuine engagement, you can create content that resocontent. For example, if certain topics or formats yield higher nates personally. engagement, teams can adjust their strategies accordingly.

(3) Ignoring Brand Identity — Failing to acknowledge a brand’s unique identity can lead to bland content. Without Tips to Make Your Content Stand Out the nuances of brand personality, your content will blend (1) Emphasize Personal Experience and Storytelling in with all the rest. To maintain a cohesive brand message, — Share unique personal stories and case studies that con- collaboration between AI and human creatives is necessary. nect emotionally with your audience.

(2) Focus on Human Expertise and Unique Insights — Final Thoughts Leverage your expertise to offer fresh insights that go beAs your marketing strategy evolves, balancing AI and yond data-driven summaries provided by AI. human involvement in content creation is increasingly im(3) Show Empathy and Understanding of the Audi- portant. While AI offers many benefits, the human element ence’s Needs — Demonstrate empathy by addressing spe- provides emotional resonance, brand voice and nuanced cific pain points and challenges your audience faces, creat- understanding that helps your content stand out. ing a more relatable and tailored experience.

Looking ahead, the future of marketing in the office tech(4) Provide Original Research and Data — Conduct nology sector will be dynamic. As AI technology advances, your own research and use original data to support your its role will expand, but genuine human insight will remain content, differentiating it from AI-generated text that relies necessary. Companies prioritizing this balance will build on preexisting information. stronger connections and position themselves as trusted (5) Inject Personality and Tone — Use a distinct voice thought leaders. Will that be you? and tone to humanize your content, making it more engagNow is the time for you to evaluate your content strating and memorable compared to formulaic AI output. egies. Is it overly reliant on AI? Is it engaging your audi(6) Use Visual and Multimedia Elements — Incorporate ence? By integrating more human insight, you can elevate visuals, videos and interactive content to enhance engage- content, enhance authenticity and foster lasting customer ment and add a layer of creativity that AI content often lacks. relationships. Embrace the opportunity to combine AI’s (7) Update and Contextualize Content Regularly — strengths with human creativity and emotional intelligence Frequently update your content with timely insights and to help your content thrive and stand out. n fresh examples, ensuring it remains relevant and in tune with Jenna Miller is the CEO of Emerald Strategic Marketing, current events. This is also great for improving your SEO. a digital marketing agency based in (8) Leverage Collaboration and Community EngageNavarre, Florida, that delivers custom ment — Foster direct engagement by encouraging commusolutions like SEO, social media management nity participation through webinars, Q&As and feedback. and other marketing services tailored to each (9) Highlight Values and Ethical Stances — Showcase client’s unique brand story. She can reached at your company’s values and ethical commitments, creating info@emeraldstrategicmarketing.com. deeper connections with similarly principled audiences.

Visit www.emeraldstrategicmarketing.com.

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PRINCIPAL ISSUES

Navigating the Future

Automating business with IDP & generative AI by: Petra Beck, Infosource Software

O

ver the past decade, automating business transactions has become a primary focus for business and operations managers. Considerable progress has been made in digitizing paper-based inputs early in the process. However, paper documents now represent a declining portion of transactional inputs, such as B2B invoices, ID applications and auto insurance claim documents. Today, a substantial portion of these inputs arrive in digital formats, often as email attachments or file uploads to websites or apps provided by government agencies or businesses.

In our annual assessment of the intelligent document processing (IDP) market, Infosource tracks the inputs to IDP software based on data from vendors (see the graph on this page). Our latest report, “The 2023-2024 State of the IDP Industry,” reveals that new solutions process more than 50% of digital inputs, with most being digital documents like PDFs. This shift to digital inputs continues at a gradual pace, following the significant transition from analog to digital during the COVID-19 pandemic.

To seamlessly process all inputs for a business transaction (which may include a mix of paper-based and digital inputs such as documentation for a P&C insurance claim), an efficient capture solution capable of processing inputs from various channels is essential.

Unstructured Documents: A Major Bottleneck for Process Automation When examining the bottlenecks in crucial transactional processes, unstructured documents often top the list. While structured documents (e.g., forms) are typically processed automatically once scanned or received digitally, and semistructured documents (e.g., invoices and receipts) have seen significant automation progress, unstructured documents remain a challenge. Mission-critical business processes often include unstructured documents like letters, loan application support documents and expert damage assessments for insurance claims. These documents must be classified, key information identified, extracted and analyzed, and then submitted to downstream business applications.

Progress & Challenges in Processing Unstructured Inputs With Intelligent Capture Software In recent years, intelligent capture software vendors have

made notable progress in processing unstructured inputs, yet challenges remain. The widespread deployment of AI technologies has enhanced capture solutions, beginning with efforts to address challenges related to character recognition in low-quality documents, handwriting and languages with complex characters, such as Arabic. AI-based recognition methods have shown superior performance in these difficult use cases, as demonstrated by the AI recognition services of hyperscalers. Additionally, AI has significantly augmented OCR engines, integrating neural network technology to validate recognized words against a dictionary, utilizing contextual understanding.

Document classification has also seen substantial advancements through AI technology. The shift to intelligent document classification, leveraging natural language processing (NLP) and machine learning (ML) to analyze textual and visual document elements and assigning them to predefined types represents a key breakthrough. However, many vendors still rely on “non-deep” learning approaches, with systems trained by human experts using sample documents.

A particularly important aspect in handling unstructured documents involves very complex documents, such as comprehensive contracts or annual reports. AI solution providers have developed specialized systems for complex documents, like financial documents, that identify and extract critical data elements using a combination of rule-based and ML named entity recognition (NER).

Despite these considerable advancements in capture solutions driven by AI technologies, several challenges have limited or slowed the adoption of intelligent capture and IDP solutions. www.of ficetecthnologymag.com | December 2024 | 27

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Generative AI Technologies Offer Significant Enhancements

for the automated ingestion in particular of unstructured business inputs, we curOur latest study update rently see a phase of disillusion related to Generative AI technologies promise to reveals a robust demand the business value of advanced AI technoltackle major challenges in IDP (see the for IDP solutions, ranging ogies. This is partly caused by overstated graphic below). Leveraging large language from standalone capture expectations for the business impact of models (LLMs), IDP solutions have shown generative AI-based solutions. End cussolutions to the input improvements in recognizing text types that tomers also hesitate to deploy generative were previously difficult, even for computingestion elements of ...

AI technologies due to concerns about er-vision-based engines. Document classifiautomation solutions ... data privacy, price premiums associated cation tools utilizing LLMs and deep learnwith the use of general LLMs, cultural coning technologies now deliver impressive cerns and skill gaps. out-of-the-box results, especially in scenarios involving a wide These inhibitors are crucial to consider, but are expected variety of input types with frequently changing characteristics. to have primarily short-term impacts on the IDP market. A Advanced LLMs, such as GPT-4o, provide key capabilities good example is the ROI of generative AI-infused IDP solufor processing non-English languages, enabling efficient hantions, which is anticipated to shift from an initial inhibitor to dling of multilingual inputs. These LLMs also enhance the a future driver.

During the early adopter phase, organizations ability to manage omnichannel inputs that include non-textoften did not thoroughly select applications or assess business based business inputs. Furthermore, NLP commands allow cases.

Now, based on these learnings, organizations are reasfor the continuous updating and enhancement of input ingessessing priorities and selecting business cases where generation solutions by defining additional entities for extraction.

Generative AI technologies also empower knowledge work- tive AI offers tangible results.

At the same time, vendors are enhancing their generative ers when analyzing complex business inputs, like contracts.

AI deployments and partnering with integrators and end With natural language prompts, users can request summaries customers to pilot opportunities. Once use-case characterof lengthy documents and extract key information beyond istics and implementation requirements with strong ROI predefined data extraction fields. have been identified and consistently demonstrated, they will serve as accelerators as organizations scale and expand their applications.

In the near term, we also expect significant advancements in advanced AI solutions, such as customized or specialized language models and retrieval augmented generation (RAG), which will address concerns like privacy and accuracy.

The IDP market in North America is expected to experience a temporary slowdown in IDP deployments, particularly for generative AI-based solutions, over the next three years. This phase will allow for addressing concerns, advancing technology and achieving more attractive ROIs in business cases.

Despite this, end-customer investments are projected to drive a compound annual growth rate (CAGR) of more than 11% in North America, growing market demand from around Significant Customer Demand Expected for IDP $3 billion in 2023 to $5 billion by 2028, with accelerating growth rates over time (see the graph below).

Solutions in North America Infosource conducts comprehensive quantitative analyses of the demand for IDP solutions. This analysis is based on input from hundreds of global IDP vendors, which is then converted into actual and projected investments by end customers in IDP solutions.

Our latest study update reveals a robust demand for IDP solutions, ranging from standalone capture solutions to the input ingestion elements of extensive automation solutions, reaching nearly $3 billion in 2023.

While generative AI-based solutions present a step change 28 | w­ ww.of ficetechnologymag.com | December 2024

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IDP Use Cases With Key Future Opportunities

automation places a stronger emphasis on the downstream processing of business inExplore opportunities puts and reducing manual steps throughInfosource’s annual quantitative assessto expand your product out the process. ment of the global and regional IDP marline to include intelligent While these shifts have been gradually kets focuses on predicting future market capture software and unfolding over the past several years, genopportunities, including detailed forecasts erative AI technologies introduce a step IDP solutions that of market metrics like use cases (see the change in ease of implementation, accuragraph below). complement existing cy and automation opportunities. ThereIn the near term, generative AI technolscanning software. fore, I would like to close with a few recomogies are expected to significantly impact mendations for office technology dealers: IDP use cases involving information-intenn Expand Offerings — Explore opporsive business applications with large quantities and varieties tunities to expand your product line to include intelligent of inputs. These include long, complex documents and busicapture software and IDP solutions that complement existing ness inputs arriving in multiple formats and languages.

Examples of such use cases are digital mailrooms in shared scanning software. Highlight the added value these advanced services centers or BPO organizations, and what we term tools bring to your customers’ workflow automation. n Stay Informed — Continuously monitor generative AI “case management” business applications. Case management developments and their implications for the capture market. use cases encompass horizontal scenarios like new employee Understanding the latest advancements will keep you comselection and onboarding, as well as vertical-specific scenaripetitive and ready to leverage new opportunities. os like insurance claims management. n Vendor Assessment — Reassess your current vendor partners based on their efforts to integrate generative AI technologies. Prioritize partnerships with vendors leading in AI exploration and deployment to ensure that you offer cutting-edge solutions. n Network Expansion — Broaden your vendor network to include partners at the forefront of AI and generative AI innovations. Building relationships with industry leaders will provide access to the most advanced and effective solutions. n Educate Your Customers — Provide training and resources to help your customers understand and implement generative AI technologies. Offer ongoing support to ensure they In these contexts, generative AI-infused IDP solutions en- achieve the best ROI from their investments in IDP solutions. n Petra Beck is a senior industry analyst at hance efficiency, reduce errors and biases in decision-making, Infosource Software, where she leads the and ensure data-driven outcomes. They also alleviate the adanalysis and forecasting of the global intelligent ministrative burdens on knowledge workers, boosting their capture software and intelligent document motivation and enabling them to focus on analysis and critprocessing markets.

Beck also provides strategic ical decision-making. and growth planning support to Infosource clients.

Additionally, generative AI tools significantly enhance the With more than 25 years of experience in the customer experience by generating customized and personalinformation management market, she brings ized communications. Integrated communication steps, such a wealth of knowledge and expertise. as requesting missing inputs or providing status updates on Before joining Infosource, Beck held global business transactions, have the potential to greatly improve roles in industry-leading strategic planning, customer satisfaction. market intelligence and thought leadership.

She holds a degree in business Office Technology Industry Recommendations administration and has completed The expected changes in the market will significantly immultiyear assignments in the United States, pact the office technology sector. The shift from analog to the United Kingdom and France. digital business inputs, along with the move toward multiBeck can be reached at channel and multiformat inputs, will present considerable pb@info-source.com. challenges for office technology dealers. The rising interest Visit www.info-source.com. in automating input ingestion as part of end-to-end process www.of ficetecthnologymag.com | December 2024 | 29

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DEALERS HELPING DEALERS

Performance Improvement What programs do dealers implement?

Compiled by: Brent Hoskins, Office Technology Magazine

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ollowing is a question submitted by a dealer member as part of BTA’s Dealers Helping Dealers resource and many of the answers received. These answers and others can be found in the members-only section of the BTA website.

Visit www.bta.org/DealersHelpingDealers.

You will need your username and password to access this member resource.

What types of performance improvement programs (PIPs) do you implement for tenured salespeople who may not be producing revenues at desired levels?

“We are changing our salesforce in order to meet buyers’ needs and demands. The buyers and decision-makers have been changing over the years, and we need new people with completely new mindsets and skills to deliver to them the way they want to be marketed and sold to.”

Keven Ellison, vice president of marketing AIS, North Las Vegas, Nevada “We offer monthly and quarterly bonuses along with an end-of-the-year 5% profit-sharing bonus if goals are met.”

Van Seretis, president Premium Digital Office Solutions, Parsippany, New Jersey “Through discussions and coaching, and a slider scale of base.

We offer continuous sales training with internal and external coaching. Drop the base to sales performance reality. If this is not cured, or escalation of performance is not obtained, then go to straight commission as a last resort before termination.”

Cody Webster, general manager JQ Office, Omaha, Nebraska “Here are a few performance improvement programs that we implement: (1) Sales Skill Refresher Training — Even experienced salespeople can benefit from revisiting core sales skills like prospecting, objection handling and negotiation. Tailor your training sessions to address gaps.

(2) Motivational Incentives — Offer short-term incentives or contests to reignite enthusiasm and competitiveness. For

example, reward achieving specific milestones like meeting quotas or bringing in new clients.

(3) Mindset & Confidence Building — Sometimes underperformance is linked to a mindset issue. Offering access to personal development programs that focus on mindset, confidence and stress management can help reset their approach to sales.”

Gil Gastelum, vice president of managed services Coast to Coast Business Equipment Inc., Irvine, California “I personally wouldn’t vary my performance reviews or standards for tenured versus new salespeople. If reps are tenured and not performing, then in my opinion, they aren’t working and/or not devoting their time to the things that make them money — prospecting through in-person cold calls and phone calls, setting appointments with current clients and new prospects, or doing in-house demos. Bring it back to the basics and track their activity. If they are working remote or hybrid, I would change that and get eyes and ears on them ASAP. If they truly want to be successful, they should welcome the help from a sales manager, and their month and year should turn around quickly since they do have experience and tenure.”

Kecia Caughey, vice president of sales & general manager South Coast Copy Systems, San Diego, California “Once someone hits 80% of plan, we have a 90-day plan to get them back to a basic level of activity. I call this the 1-2-3 plan and then 3-2-1. We focus on revenue first, prospect count second and then call activity, and then reverse this focus when a rep (new or tenured) hits 79.99% and below. This helps us get them back on track.”

Tommy McCrury, owner/partner Total Office Solution of West Texas, Odessa, Texas “Either increase or decrease commission. Making change brings a change.”

Isaac Brewer, vice president of sales Document Solutions Unlimited, Spring Valley, New York n Brent Hoskins, executive director of the Business Technology Association, is editor of Office Technology magazine.

He can be reached at brent@bta.org or (816) 303-4040.

30 | www.of ficetechnologymag.com | December 2024

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LEGAL PERSPECTIVE

Corporate Transparency Act New business reporting requirements start Jan. 1

by: Greg Goldberg, BTA General Counsel

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ith the Jan. 1, 2025, deadline fast approaching, this month’s Legal Perspective focuses on the new business reporting requirements under the Corporate Transparency Act (CTA). Most eligible business entities under the CTA must file corporate transparency reports with the Financial Crimes Enforcement Network (FinCen) bureau of the U.S. Department of the Treasury by the beginning of the new year. Failure to comply with the CTA may result in fines, civil penalties or even criminal sanctions.

Originally enacted at the beginning of 2024 to combat a proliferation of illicit financial activities (e.g., money laundering, tax fraud, drug trafficking, terror financing and political corruption), the CTA’s new reporting requirements obligate many companies doing business in the U.S. to provide beneficial ownership information (BOI) to FinCen. BOI includes information about specific individuals who own 25% or more of a reporting company or exercise substantial control over a reporting company. Many senior executives (e.g., president, CEO, COO, CFO, general counsel, etc.) of a reporting company will be considered beneficial owners under the CTA due to their control over the reporting company. Beneficial owners may be different from individuals or other corporate entities listed on state registrations or filings. Thus, by creating a national registry of BOI, the goal of the CTA is to prevent bad actors from exploiting vulnerabilities in the U.S. financial system or from taking advantage of opaque corporate structures to hide their identities.

Eligible businesses subject to the CTA’s reporting requirements include corporations, limited liability companies (LLCs), limited partnerships or other similar business entities that were created by filing a formation document within an individual state. For example, S corporations formed in Delaware or LLCs established in Wyoming are likely to be considered eligible businesses subject to CTA reporting. Sole proprietorships are generally not considered reporting companies, unless one was formed by filing a document with a secretary of state or similar office. So far, there are only three recognized categories of businesses exempt from the reporting requirements under the CTA. They include: (1) entities regulated by U.S. government authorities (e.g., Securities & Exchange Commission, Federal Trade Commission, Federal Communications Commission, etc.); (2) large, privatelyheld companies with at least 20 full-time employees in the United States, more than $5 million in annual gross sales or receipts

and an operating physical presence in the United States; and (3) certain tax-exempt entities.

The due date of an eligible reporting business’s initial BOI report to FinCen depends upon when the business was formed. Eligible reporting businesses formed during this calendar year between Jan. 1, 2024, and Dec. 31, 2024, must file a BOI report within 90 days of receipt of confirmation of formation. Eligible reporting businesses formed next year, on or after Jan. 1, 2025, must file a BOI within 30 days of formation. Eligible reporting companies formed prior to Jan. 1, 2024, must file a BOI report by Jan. 1, 2025. It is not necessary to submit a BOI report annually; however, a reporting company must file an updated BOI report whenever there is a change in the reporting company’s basic information, beneficial owners or status as a reporting company. Updated reports should be filed no later than 30 days after the applicable change.

BOI reports are submitted electronically through a secure filing system available on FinCen’s BOI e-filing website: https:// boiefiling.fincen.gov. Reporting companies with more than one beneficial owner should include all beneficial owners on the same report. Although many, if not most, reporting companies are expected to submit BOI to FinCen on their own behalf, reporting companies may use professional assistance (e.g., attorney, accountant or other agent). A reporting company may designate anyone to file its BOI report, provided that the person is willing to provide his (or her) contact information, including full name and email address. Additionally, the individual filing the BOI report on behalf of the reporting company must certify that the information provided is true, correct and complete.

Information included in a BOI report should include a reporting company’s: legal name and any trade names; address of principal place of business in the U.S. (no P.O. boxes); place of formation or incorporation; and taxpayer identification number. The BOI report should also include the name, date of birth, residential address and identification number (e.g. driver’s license or passport number) for each beneficial owner. Because the reporting requirements under the CTA are new, questions about BOI reporting are bound to arise. Let BTA be one of your trusted resources for the CTA. n Greg Goldberg, partner at Barta | Goldberg, is general counsel for the Business Technology Association. He can be reached at ggoldberg@bartagoldberg.com or (847) 922-0945. www.of ficetechnologymag.com | December 2024 | ­31

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BTA HIGHLIGHTS

For the benefit of its dealer members, each month BTA features two of its vendor members.

Ask the Analyst Are you seeking information and insight regarding office technology industry trends and developments? BTA can help. Through an alliance with Keypoint Intelligence, BTA members can submit their questions for a Keypoint Intelligence analyst to address. BTA’s Ask the Analyst feature is free to the association’s dealer members.

Visit the website link below, fill out the form to submit your question and a Keypoint Intelligence analyst will respond. Your question and the response you receive will be archived on the BTA website as a resource for other dealer members. See an excerpt from one of the Q&A’s below: Question: I am looking to hire a new analyst [but] I do not know what the minimum level of skill is needed before I hire someone to install my MFPs on a network. What should I look for?

Answer: Essentially, you would be looking for basic network connectivity knowledge. In other words, basic knowledge and understanding of connecting peripherals to networks. CDIA-equivalent certification is a plus, along with any manufacturer connectors training. CompTIA Network+ would also be a bonus, but not necessarily a disqualifier if they do not have this qualification.

For more information, visit www.bta.org/AsktheAnalyst.

For information on BTA member benefits, visit www.bta.org/MemberBenefits.

Crexendo is a premier provider of unified communications as a service (UCaaS), call center as a service (CCaaS), communication platform software solutions, and collaboration services designed to provide enterprise-class cloud communication solutions to any size business through its business partners, agents and direct channels. Crexendo solutions currently support more than 3 million end users globally, and its platform was recently recognized as the fastest-growing UCaaS platform in the United States. www.crexendo.com Lexmark, headquartered in Lexington, Kentucky, creates cloud-enabled imaging and internet of things (IoT) technologies that help customers worldwide quickly realize business outcomes. Through a powerful combination of proven technologies and deep industry expertise, the company accelerates business transformation, turning information into insights, data into decisions and analytics into action. Founded in 1991 as a spin-off of IBM, Lexmark serves customers in more than 170 countries across verticals such as manufacturing, retail, financial services, health care, education, government and more. www.lexmark.com A full list of BTA vendor members can be found online at www.bta.org.

For more information, visit www.bta.org.

32 | w­ ww.of ficetechnologymag.com | December 2024

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SELLING SOLUTIONS

Winning Them Back

How to regain lost business with customers by: Troy Harrison, Troy Harrison & Associates

H

ow strong are your relationships with your customers and, particularly, your top customers? When I work with my clients, I always like to ask how strong their customer relationships are. I usually hear: “Our customers love us,” or words to that effect. “Great,” I say. Then I ask the most important question: “What percentage of your customer base would allow you one big mistake in your service and continue doing business with you?” Usually, the room gets very quiet.

The room gets quiet because when I ask that question, people begin imagining that scenario. That is what I would like you to do right now. Think about any of your top 10 customers.

You have been doing a great job for them — maybe for years.

It has been a while since you have made a major mistake. Now imagine that you have made a big one — the kind of mistake that makes it all the way to the decision-maker level. Can your relationship withstand that mistake?

Too many in sales do not really understand the nature of customer relationships. Just because someone buys from you does not mean that you have a genuine, bankable relationship with that customer. Here are my three levels of customer relationships: (1) The Occasional Buyer — The Occasional Buyer does spend money with you, but he (or she) does not really identify with you. Every purchase is a new buying process, your offer is weighed against competitive offers and whoever makes the best offer at that given time gets the business. Make a mistake and you might get eliminated from the list — or at least get demoted.

(2) The Habitual Buyer — The Habitual Buyer is a deceptive relationship. As the name suggests, he buys from you (all the time or nearly all the time) out of habit, not necessarily out of any particular identification or affinity with you. He buys from you because he buys from you, but there is no loyalty there. Make a mistake and he will break the habit.

(3) The Loyal Customer — This is what we all want. Not only does the Loyal Customer buy from you, he knows why, can articulate what you do for him and will evangelize for you to other potential customers. And more to the point of this article — one mistake does not kill the relationship.

Here is the truth: If you are only one mistake away from losing his business at any given time, your relationship with your customer is not very strong. A strong relationship will withstand a service issue — even a big one. The strongest will withstand multiple issues. If a lot of your customers are one mistake away, do not feel bad. Your competitor is probably in the same

situation. We have talked before about how to build stronger relationships, so let’s talk about how to win back lost business.

You must understand that your biggest obstacle in regaining a lost customer is fear — yours and theirs. You fear going back to the customer because you do not want to be rejected again. Your customer fears doing business with you because he does not want to get into another bad situation. First, you have to lose your own fear. If your customer is open to persuasion, you can help him lose his fear. You do so by performing a few simple steps: (1) Eat Crow — To recover from a mistake, you must first admit that you made one. You do so by admitting and apologizing. What is important here is that you not pass the buck when you apologize; the customer does not care if it was the shipping department that messed up his order while you, the honest salesman, did your best to take care of him. The customer looks at the entire company as one person. Either say: “We screwed up and we’re sorry” or “I screwed up and I’m sorry.” If your customer wants to vent, let him and empathize with him. He is angry, and without venting that anger, he will not be able to move beyond the current issue.

(2) Make Good — In advertising, there is a concept called a “make good” that kicks in when promises are unfulfilled. For instance, if an advertiser buys an ad for a particular TV show with a particular ratings expectation and the show delivers well below that expectation, the advertiser may well receive www.of ficetecthnologymag.com | December 2024 | 33

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your customer, you always lose. If the cusa “make good” — a free ad that completes tomer is dead set on not accepting your the exposure expectation. Whatever busiDepending on how apology or resell overtures, it is best to let ness you are in, you can figure out a “makeserious your service the problem rest for a while. good” gesture. What is important is that issue was, winning Depending on how serious your service the gesture be proportional to the screwyour customer back issue was, winning your customer back up. If you cause a company downtime that can range from an easy project to an imcost it $30,000, a $15 candy basket may can range from an possible one. If you are fortunate enough to not be good enough. “Make goods” are easy project to an regain his business, do not allow yourself designed to assign some of the burden to impossible one. to get back into the same position — work you, so if you want the business back, you to strengthen the relationship until it will should be prepared to make it worthwhile. withstand some service issues. Whatever (3) Resell — Now it is time to rediscover the reasons your customer was doing business with you in you do, make sure you do it with class and integrity. n Troy Harrison is the author of “Sell Like You Mean It” the first place. Ask some good questions and present some and “The Pocket Sales Manager.” powerful benefits that remind the customer why he enjoyed He helps companies navigate the your company as a supplier. Present and close again. If it is elements of sales on their journeys appropriate, gently remind your customer about the positive to success. To schedule a free relationship you have had.

45-minute Sales Strategy Review, Above all, do not compete with your customer. Sometimes, call (913) 645-3603 or the customer is so upset or disillusioned that he is not willemail troy@troyharrison.com. ing to change his mind. When this happens, it is important not to make a contest of the dialogue; when you argue with Visit www.troyharrison.com.

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34 | ­w ww.of ficetechnologymag.com | December 2024

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