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FEATURE ARTICLES
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Meet Debra Dennis
BTA’s 2025-26 national president assumes office by Brent Hoskins Office Technology Magazine
On July 1, Debra Dennis became the 90th national president of the Business Technology Association (BTA). She serves as vice president of support services at CopyPro Inc., based in Greenville, North Carolina.
2025 BTA National Conference
BTA hosts event June 17-19 in New Mexico by Elizabeth Marvel Office Technology Magazine
BTA hosted the 2025 BTA National Conference June 17-19 at the Hyatt Regency Tamaya Resort & Spa in Santa Ana Pueblo, New Mexico. The education started on the morning of June 18 with a keynote session featuring Emmitt Smith.
LEGAL PERSPECTIVE
Avoid ‘Junk Fees’
Be sure to disclose additional charges up front by Greg Goldberg BTA General Counsel
It is important to ensure that price increases comply with federal and state rules prohibiting so-called “junk fees.”
PRINCIPAL ISSUES
Empowering Technicians
Ricoh equips partners to deliver great customer service by Chris DeMars Ricoh USA Inc.
By offering training that is comprehensive, flexible and forward-looking, Ricoh is strengthening partnerships.
DocuWorld 2025
Event focused on ‘empowering automation together’ by Elizabeth Marvel Office Technology Magazine
20
Communicating AI Use
Leading by example with clarity & confidence by Christina Catenacci & Tommy Cooke voyAIge strategy Inc.
AI is no longer an emerging trend. It is a daily reality. It is reshaping business operations across industries. But with that transformation comes the responsibility to clearly and consistently communicate how AI is being used.
DEALERS HELPING DEALERS
22 Pay Raises
Are increases based on cost of living or merit?
Compiled by Elizabeth Marvel Office Technology Magazine
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 can be found in the members-only section of the BTA website.
On May 21-22, DocuWare hosted its DocuWorld 2025 conference at the Hyatt Regency Jacksonville Riverfront in Jacksonville, Florida.
SELLING SOLUTIONS
Changing Sales Behaviors
Remember & implement these three steps by Troy Harrison
Troy Harrison & Associates
Whether you have a team of low performers, high performers or a mixed bag, your job is to help your people perform better.
2025-26 Scholarship Winners Announced
Iam pleased to announce that the Business Technology Association (BTA) is awarding $56,500 in scholarships to 35 students for the 202526 school year. Congratulations to this year’s recipients and their sponsoring BTA member dealerships:
n Ethan Bishop, Systel Business Equipment Co. Inc., Fayetteville, North Carolina
n Avery Bowe, EO Johnson Business Technologies, Wausau, Wisconsin
n Nora Brandt, Definitive Technology Solutions Inc., Bloomington, Minnesota
n Anthony Brown, Current Office Solutions, Bryan, Ohio
n Malia Burke, Applied Innovation, Grand Rapids, Michigan
n Allison Couch, Standley Systems LLC, Chickasha, Oklahoma
n Devin Doeden, Century Business Products, Sioux Falls, South Dakota
n Ellen Dotzler, Gordon Flesch Company Inc., Fitchburg, Wisconsin
n Alyssa Ericson, EO Johnson Business Technologies, Wausau, Wisconsin
n Lauren Furey, United Business Systems, Fairfield, New Jersey
n Samantha Gardner, Applied Innovation, Grand Rapids, Michigan
n Anna Hamvas, Coordinated Business Systems, Burnsville, Minnesota
n Holden Harris, UBEO LLC, San Antonio, Texas
n Noah Hearn, Purvis Business Machines Inc., Meridian, Mississippi
n Nadia Heitkemper, Advantage Print Solutions, Evansville, Indiana
n Jack Holt, Applied Innovation, Grand Rapids, Michigan
n Kelsey Holt, Centriworks, Knoxville, Tennessee
n Holden Hussey, Pacific Office Automation Inc., Beaverton, Oregon
n Lydia Imbrogno, Gordon Flesch Company Inc., Fitchburg, Wisconsin
n Estella James, Gordon Flesch Company Inc., Fitchburg, Wisconsin
n James Jehn, Waltz Business Solutions, Crestview Hills, Kentucky
n Deacon Kosloskus, Next Day Plus, Orland Park, Illinois
n Garrett Lee, Centriworks, Knoxville, Tennessee
n Nick Marigo, Kyocera Document Solutions Northern California, Santa Rosa, California
n Elaina Nicholas, Memphis Communications Corp., Memphis, Tennessee
n Bailey Nutter, Eakes Office Solutions, Grand Island, Nebraska
n Makray Palecek, EO Johnson Business Technologies, Wausau, Wisconsin
n Liam Paulic, Blue Technologies, Cleveland, Ohio
n Jadyn Rhone, Knight Office Solutions Inc., San Antonio, Texas
n Mattelena Rice, Standley Systems LLC, Chickasha, Oklahoma
n Nealy Sankey, Memphis Communications Corp., Memphis, Tennessee
n Abigail Shanafelt, Da-Com, St. Louis, Missouri
n Grace Sullivan, Image Matters Inc., Knoxville, Tennessee
n Brady Watts, Function4, Sugar Land, Texas
n Jackson Weiland, Pacific Office Automation Inc., Beaverton, Oregon
In our August issue I will announce the five winners of the 2025-26 Patriot Pack Scholarships, made possible through the BTA Scholarship Foundation. To make a contribution or to see all of the contributors to the foundation, visit www.bta.org/Scholarships. 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
Christina Catenacci, voyAIge strategy Inc. www.voyaigestrategy.com
Tommy Cooke, voyAIge strategy Inc. www.voyaigestrategy.com
Chris DeMars, Ricoh USA Inc. www.ricoh-usa.com
Greg Goldberg, BTA General Counsel Business Technology Association
Troy Harrison, Troy Harrison & Associates www.troyharrison.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. ©2025 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
Meet BTA’s 2025-26 Volunteer Leadership
As the 90th national Business Technology Association (BTA) president effective July 1, I am honored to work alongside incredible people who are passionate about our industry. The BTA board and staff members are top tier.
I would like to give a huge thank you and kudos to 2025-26 Immediate Past President Adam Gregory for his leadership and the outstanding job he did moving BTA forward. For the coming year, my focus is to keep the momentum going. I am committed to increasing event attendance, expanding educational initiatives and bringing in new volunteers with fresh perspectives. We want to ensure our members are equipped with the knowledge and skills needed to succeed in today’s fast-paced technological landscape.
I would like to recognize and thank the following volunteers who have stepped forward to help guide the association alongside me during the upcoming year:
n National President-Elect and Board Member Mike Boyle, BASE Technologies, Bethel, Connecticut
n National Vice President and Board Member Mike Hicks, Electronic Business Machines, Lexington, Kentucky
n National Immediate Past President and Board Member Adam Gregory, Advanced Business Solutions, St. Augustine, Florida
n BTA East President and National Board Member Tim Seeley Jr., Seeley Office Systems, Glens Falls, New York
n BTA East President-Elect Susan Pangborn, Automated Business Solutions, Warwick, Rhode Island
n BTA East Vice President Lisa Emmons, BASE Technologies, Bethel, Connecticut
n BTA East Immediate Past President
and National Board Member Chip Denlinger, DCS Technologies Corp., Franklin, Ohio
n BTA Mid-America President Chip Miceli, Pulse Technology, Schaumburg, Illinois
n BTA Mid-America President-Elect Jeffrey Foley, Apollo Office Systems, Alvin, Texas
n BTA Mid-America Vice President Scott Vonderharr, Midwest Imaging Solutions, Blaine, Minnesota
n BTA Mid-America Immediate Past President and National Board Member Grant Goldsmith, Regal Business Machines/ Gateway Business Systems, Chicago, Illinois
n National Board Member representing BTA Mid-America Brett Blake, Corporate Business Systems, Madison, Wisconsin
n BTA Southeast President and National Board Member Richie Creech, CopyPro Inc., Greenville, North Carolina
n BTA Southeast President-Elect Tim Renegar, Kelly Office Solutions, WinstonSalem, North Carolina
n BTA Southeast Vice President Brice Renegar, Kelly Office Solutions, WinstonSalem, North Carolina
n BTA Southeast Secretary/Treasurer Bill James, Jefferson, Louisiana
n BTA Southeast Immediate Past President and National Board Member Blake Renegar, Kelly Office Solutions, WinstonSalem, North Carolina
n BTA West President and National Board Member Richard Van Dyke, Advanced Office, Irvine, California
n BTA West President-Elect Pamela Feld, Triumph Technology Group, Tustin, California
n BTA West Vice President Robert Moore, Lockwood Moore, Reno, Nevada
n BTA West Immediate Past President and National Board Member Scott Reynolds, Imagine Technology Group, Chandler, Arizona n
— Debra Dennis
2025-2026 Board of Directors
President
Debra Dennis CopyPro Inc. Greenville, North Carolina ddennis@copypro.net
President-Elect
Mike Boyle
BASE Technologies Inc. Bethel, Connecticut mboyle@baseinc.com
Vice President
Mike Hicks Electronic Business Machines Inc. Lexington, Kentucky mhicks@ebmky.com
Immediate Past President
Adam Gregory Advanced Business Solutions LLC
St. Augustine, Florida adam@goabsinc.com
BTA East
Chip Denlinger DCS Technologies Corp. Franklin, Ohio chip.denlinger@dcs-tech.com
Tim Seeley Jr. Seeley Office Systems Inc. Glens Falls, New York tseeleyjr@seeleyoffice.com
BTA Mid-America
Brett Blake Corporate Business Systems LLC Madison, Wisconsin bblake@corpbussystems.com
Grant Goldsmith
Regal Business Machines/Gateway Business Systems Chicago, Illinois goldsmithg@gateway-biz.com
BTA Southeast
Blake Renegar
Kelly Office Solutions Winston-Salem, North Carolina tbrenegar@kellyofficesolutions.com
Richie Creech CopyPro Inc. Greenville, North Carolina rcreech@copypro.net
BTA West
Scott Reynolds Imagine Technology Group LLC Chandler, Arizona sreynolds@itgarizona.com
Richard Van Dyke Advanced Office Irvine, California rvandyke@goadvanced.com
Ex-Officio/General Counsel
Greg Goldberg
Barta | Goldberg West Hollywood, California ggoldberg@bartagoldberg.com
Meet Debra Dennis
BTA’s 2025-26 national president assumes office
by: Brent Hoskins, Office Technology Magazine
On July 1, Debra Dennis became the 90th national president of the Business Technology Association (BTA). Now approaching the end of her 39th year in the office technology industry, she serves as vice president of support services at CopyPro Inc., based in Greenville, North Carolina.
CopyPro, covering eastern North Carolina, is a technology partner representing Konica Minolta, Kyocera, Ricoh, DocuWare and PaperCut. Dennis has gained extensive experience in all aspects of the office technology industry through her various positions at CopyPro since joining the company.
Recently, Office Technology magazine had the opportunity to interview Dennis, asking about her career in the industry, the value of BTA membership and her role as a volunteer. Following are her responses to the interview questions.
OT: How did you get started in the office technology industry? Walk us through your roles/ experience in the industry.
Dennis: I began my journey here in 1986 as a customer service rep. At the time, I was working at my dad’s restaurant; the owners of CopyPro are from the same town where the restaurant was located. I was going to cosmetology school at night and working for my dad during the day. Right before my 21st birthday I was offered a position to work at CopyPro in accounts receivable. I said, “No, I’m not interested. I’m going to open a chain of hair salons.” I had some grandiose plans.
About a month later, I did a really bad haircut on someone, picked up the phone and called CopyPro. The accounts receivable position had been filled, but they had an open position in customer service. I have always been glad it was customer service, because I would not have done well in accounts receivable.
So, I started my career in customer service, answering
the phone as a dispatcher, working with the customers and the technicians. In my early years at CopyPro, the dealership purchased another company. As a result, I assumed management of dispatch and customer service. Later I assumed responsibility for managing our delivery service and, when things became connected, the new IT department reported to me. Eventually, I was the general operations manager, reporting to the COO. Today, I am vice president of support services.
OT: What is it that you enjoy most about this industry?
Dennis: It’s the people — 100% the people. I love all the people I’ve worked with here at CopyPro. I have been very blessed, working with a great group of people. Today, nobody I work with was here when I started because I was the youngest of the group. They have all retired.
Our industry is full of people who have “toner in their blood.” They absolutely love this industry. They love helping people. When people ask me, “What kind of hobbies do you have?” where others may say something like, “I like riding horses” or “I like riding motorcycles,” I say that what I really like is working in this industry.
OT: What led you to first step forward as a BTA volunteer?
Dennis: It was back when I was managing the customer service team and the delivery team. I always knew about BTA, but I really wasn’t involved. At the time, I received a letter in the mail addressed to me from the BTA Southeast board. The letter said they were looking for volunteers. I don’t know who sent that letter or why the letter was mailed to me, but I will be forever grateful for it because I went from just knowing about BTA to benefiting from the many networking opportunities the association provides, helping me learn much more about our industry and helping me in my
career. I also began taking advantage of the services the association offers. Prior to volunteering, I did read BTA’s magazine, but I had never attended a BTA meeting because our owners were attending; I needed to stay here and work. Today, I can pretty much send anybody I want to a BTA event.
OT: How has serving in BTA volunteer leadership positions benefited you?
We have a good plan for moving BTA forward in the future with dynamic and informative events.
I’m really excited about the way we’re doing events now.
Dennis: Going back to the people part of it, once I joined the BTA Southeast board I immediately had a great group of mentors. I was sitting at the table with a lot of dealership principals — people who certainly had more industry knowledge than I did. When I had a question, I could pick up the phone and call any of them for guidance. They were open to helping me with whatever I needed to know, even if they were in competing markets. So, as a volunteer, early on I had the opportunity to learn what this industry is about at a different level, not just at the CopyPro level. Beyond the mentorships, I have made many good friends along the way.
OT: What is your message to those dealers
who, for whatever reason, are not currently members of BTA?
Dennis: When you look at the fact that BTA is almost 100 years strong, and the enduring value that BTA can bring to any dealership and any person from an educational standpoint, a networking standpoint, peer collaboration, etc., I would just ask those dealers: “What are you waiting for?” In terms of legal advice, education, training, etc., BTA has benefited countless dealers through the decades and continues to be beneficial to many of today’s dealers.
OT: Looking to the year ahead, what will be your primary areas of focus as BTA’s national president?
Dennis: We have a good plan for moving BTA forward in the future with dynamic and informative events. I’m really excited about the way we’re doing events now. I think that needs to continue. Of course, we depend on volunteers to plan these events and make sure BTA provides relevant material to help our dealer members grow their businesses. With that in mind, I will focus, in part, on recruiting volunteers.
BTA 2025-26 President-Elect Mike Boyle
Mike Boyle, BTA’s 2025-26 presidentelect, is president of BASE Technologies, Bethel, Connecticut, which has been a BTA member for 31 years. When the company was founded in 1992, it focused on serving telecommunication companies. Today, it offers customers total document solutions (including copier/MFPs, printers and supplies) and is a provider of document management and managed print solutions, network services and unified communications.
“The industry has been very good to me, my family, the people who work in my company and their families,” Boyle says of the reason why he is on his second stint as a BTA volunteer. “I’m spending time to volunteer because I’m trying to pay it forward. I encourage people to do the same thing, because the mission of BTA is important: to keep the industry informed, for dealers to learn from each other and for them to become better at their businesses. In doing so, it’s good for our businesses, it’s good for our families and it’s good for our industry.”
As president-elect, Boyle plans to support 2025-26 BTA President Debra Dennis with a continuation of changes the association has made over the last year under 2024-25 BTA President Adam Gregory. “I think Debra is very much in tune with where Adam has been, and I see a lot of initiatives being continued,” he says of plans for the coming year. “Adam, Debra and I got together and talked about the continuity of certain initiatives at the 2025 BTA National Conference so we don’t have radical, abrupt changes. I’m
planning to give it my all and provide the best input I can on direction and strategies.”
With the goal of continuing Gregory’s future-forward agenda, what does Boyle see in the near future for BTA? “I am hoping that BTA continues to be the reliable, go-to independent association that is known for reliable information, truth, education and support for all of the dealers, manufacturers and distributors that are members because we have to maintain a gold standard,” he says. “As far as I see it, BTA is the only association that crosses all the lines in our industry, and we are that gold standard — and have been — and we want to continue that and grow.”
Boyle knows BTA will continue to be a “conduit of communication” to best serve its members. “As we go forward, we want to continue to be cutting-edge as far as content, support and giving useful information to all of our members,” he says. “I think the goal is to try to anticipate what our members need to know, so as we learn things — be it from manufacturers, dealers, and even from industry supporters and followers — BTA can communicate those things to its members.
“I’m always thinking of the small dealerships that may not be in very populated areas,” Boyle continues. “They may not be aware of some of the mainstream things that may be going on in the industry other than what they are being told by their manufacturers. Whereas we, as an independent association, can give them information that is not influenced by a manufacturer — something that is just very black and white, and truth that needs to be heard by all.”
— Elizabeth Marvel
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In addition, I will be focused on expanding the dealer membership of BTA. We need to reach out to both member and non-member dealers who have not attended a BTA event recently and make sure they attend our next event, set for March 20-21, 2026, in Orlando, Florida. That way, they can see the value of what they have been missing, while helping to increase our dealer membership. The result will be a stronger BTA and more successful events for both dealers and our vendor exhibitors.
Dealers need to embrace technology and look to diversify their product offerings. That will give them a competitive advantage and help them increase their revenues.
OT: What are your thoughts on how today’s office technology dealerships can best thrive and grow?
Dennis: Dealers need to embrace technology and look to diversify their product offerings. That will give them a competitive advantage and help them increase their revenues. They need to stay informed and adapt. They also need to identify employees in their dealerships who want to grow with them and have them attend BTA events. They need to network with their fellow dealers, join a BTA Dealers Helping Dealers Discussion Group — doing whatever they can to get more involved with BTA. When you are networking
with the people who attend BTA events and participate in our Dealers Helping Dealers calls, you can gather so much intelligence on how to grow your business and save money. Our company has gained from my participation in one of the Dealers Helping Dealers groups and going to BTA events, positively impacting our bottom line.
OT: What do you see as the greatest challenge for dealers today?
Dennis: The advancement of technology. Most businesses are transitioning from paper-based products to digital workflows. This shift requires dealers to adapt their business models and offerings to meet the changing needs of their customers. So, I think the biggest challenge for dealers is keeping up with evolving technology, providing valueadded services and finding quality people who can actually help them implement those changes.
OT: How do you think BTA can best play a role in helping dealers tackle the various challenges they face in the industry today?
Dennis: Through the educational opportunities BTA offers;
BTA 2025-26 Vice President Mike Hicks
BTA’s 2025-26 vice president, Mike Hicks, is president and CEO of Electronic Business Machines Inc. (EBM), an employee-owned dealership based in Lexington, Kentucky. He has been with the company for 41 years. Hicks started in the board repair/design lab, moved into the service manager position, and then became president and CEO when employees bought the company and it became an ESOP in 2001. Prior to serving on the national BTA Board of Directors, Hicks served on the BTA Southeast Board of Directors and the BTA Southeast Advisory Board.
“Our previous owner stressed the importance of supporting BTA and showed us all the ways it helped him,” Hicks says of how he became a BTA volunteer. “He got all the managers, including me, involved in the [now discontinued] local chapters and we have all stayed connected to BTA since becoming an ESOP in 2001.”
EBM has received many benefits from its 48-year BTA membership. “From education to training to discount services, the benefits of BTA have been extremely helpful over the years,” he says. “Since becoming an ESOP, we have used BTA Legal Services for employee manuals, our company doctrine and many legal questions along the way. The peer-to-peer networking has always been at the forefront of value for me, too.”
His goals for the upcoming year involve supporting BTA’s current direction. “I want to support the initiatives of Adam [Gregory;
2024-25 BTA President], Debra [Dennis; 2025-26 BTA President] and Mike [Boyle, 2025-26 BTA President-Elect] before deciding if any changes may be needed,” he says. “The emphasis on two BTA events with more value (for example, going wider and deeper with educational offerings and having panels made [up of people from] various-sized dealerships), growing the Dealers Helping Dealers Discussion Groups and finding new vendors whose products may be interesting to our dealer members have been topics of focus for the last few years, and I want to help perfect those programs.”
As he looks to the future of BTA, Hicks is interested in growing membership by bringing in IT companies looking to expand their businesses. “I hope BTA can become a resource for IT companies that want to expand into print, similar to what TAG [Technology Assurance Group] has done for BTA dealers [looking to get into IT],” he says. “It would be great to share best practices and expand the Diversifying My Business webinars, etc. We want our long-term members to win first, but we also want to also grow BTA membership. This would also help expand the number of people our vendor members have access to.”
Hicks offers some advice for his fellow BTA dealer members. “I have gained so much knowledge from peer-to-peer conversations,” he says. “I would highly encourage any member to participate in BTA’s Dealers Helping Dealers Discussion Groups, attend a BTA event and network with their peers, or become a volunteer. All three of these have been invaluable to me.”
— Elizabeth Marvel
BTA will continue to be a dynamic community that fosters networking, learning and growth opportunities for those of us in the office technology sector.
not just the training and event sessions the association offers, but education by way of interacting with your dealer peers through BTA. Perhaps, for example, it is learning what other dealers are doing in larger markets that could assist you in your smaller market. BTA does a great job at helping dealers overcome the industry’s challenges through education.
Consider AI for example. That is a big, fast-emerging technology that can assist our dealer community in so many ways. But there is a need for a better understanding of this technology. BTA is already educating dealers on AI through articles in its magazine and in sessions at its events. In the coming months, there is going to be more that BTA can do to help dealers — including those with smaller dealerships — understand how they can use AI. Already, I think BTA really has been at the forefront of AI education.
OT: Looking out five to 10 years from now, what is your vision of how BTA will be best described at that point?
Dennis: BTA will continue to be a dynamic community that fosters networking, learning and growth opportunities for those of us in the office technology sector. BTA’s commitment to providing networking and educational resources will continue to position the association as a trusted partner and essential resource for individuals and business that look to thrive. My predecessor, Adam Gregory, would refer to the “future forward” focus of BTA. I think we need to always be looking ahead. So, while looking forward five or 10 years is “crystal-ball” thinking, we need to continually position BTA to always be looking at what’s coming down the road, so the association can help the dealer community be ready when it gets here. AI is a perfect example. When I look back, I think about the days when we were all first connecting digital copiers to networks, and I think about the resulting workflow management opportunities, document management, etc. In times like that, BTA was always right there beside us, giving us direction. BTA will continue to do that, helping us to move forward and thrive with new technologies. n
Brent Hoskins, executive director of the Business Technology Association, is editor of Office Technology magazine. He can be reached at (816) 303-4040 or brent@bta.org.
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2025 BTA National Conference
BTA hosts event June 17-19 in New Mexico
by: Elizabeth Marvel, Office Technology Magazine
The Business Technology Association (BTA) hosted the 2025 BTA National Conference June 17-19 at the Hyatt Regency Tamaya Resort & Spa in Santa Ana Pueblo, New Mexico.
The education started on the morning of June 18 with a special keynote session, “Lessons from the Gridiron: Emmitt Smith on Leadership & Success” — a “fireside chat” between Smith, Pro Football Hall of Fame running back, speaker and entrepreneur, and Mike Marusic, president and CEO of Sharp Imaging and Information Company of America. John Bruno, president and COO of Xerox Corp., presented the second keynote session, “Xerox’s Reinvention: Pioneering a New Growth Chapter,” that afternoon. The other main-stage sessions included a dealer panel moderated by BTA General Counsel Greg Goldberg, “Thriving Amidst Disruption: How Dealers Are Navigating Industry Shifts,” and two additional sessions: “Expanding Into Vertical Markets: Unlocking Growth With Tailored Solutions,” presented by Anne Valaitis, principal analyst at Keypoint Intelligence, and “Building a Stronger Team Today & for the Future by Trusting Data, Not Just Gut Instinct,” presented by Jocelyn Gorman, president of BTA member Document Solutions Inc. (DSI).
The event also included three breakout sessions: “Beyond the Traditional: Expanding Strategies for Evolving Sales Organizations,” with Jon Dunkelberger, region business director of the Dealer Division, Ricoh USA Inc.; “Sell Smarter, Not Harder: Focusing on Business Impact in Tech Sales,” with Samuel Mascato, business growth advisor at Peak Performance Partners; and “Your Go-toMarket Plan: The Key to Strategic Revenue Growth,” with Dominic Pontrelli, president of Pontrelli Marketing.
BTA’s next in-person event, Spring Break, will be held March 20-21, 2026, in Orlando, Florida. For more information as it becomes available, visit www.bta.org/BTAEvents. n
Elizabeth Marvel is associate editor of Office Technology magazine. She can be reached at elizabeth@bta.org or (816) 303-4060.
Clockwise from top: Smith shares his lessons from the gridiron during the first keynote session — a “fireside chat”; the national conference featured two keynote sessions, two additional main-stage sessions, a dealer panel, three breakout sessions, time to visit with peers and exhibiting sponsors during breaks, a welcoming reception and a rodeo event; Marusic introduces Smith before the first keynote; and Bruno presents the second keynote.
left photo (left to right): Marc Theaman and Nick Augeri of Toshiba visit with David Brion, Dan Byram and Mike Whitman of Print Image Solutions, Omaha, Nebraska, during a break. Above middle photo: 2024-25 BTA President Adam Gregory (left) draws a winner for the stamp card drawings with the assistance of 2024-25 BTA Mid-America Vice President Chip Miceli, who also served as an event emcee. Above right photo (left to right): Matt Szczygiel of SalesChain visits with 2024-25 BTA Southeast President Blake Renegar during the exhibit time.
photos: Attendees enjoy a rodeo and dinner from food trucks at The Stables at Tamaya on the evening of June 18.
Left photo: Attendees network with fellow BTA and IBPI dealers during the welcoming reception on the evening of June 17. Right photo: Robert Moore of Lockwood Moore Inc., Reno, Nevada, rides the mechanical bull during the rodeo event on the evening of June 18.
Top left photo (left to right): Joan Lamond of Sharp visits with Genesis Stevenson and Angelica Montague of DSI, Albuquerque, New Mexico, during a break between sessions. Top right photo: Attendees visit with 44 exhibiting sponsors during exhibit time.
Above
Above
Left photo (left to right): Gregory presents the 2025 BTA Volunteer of the Year award to 2024-25 BTA West Immediate Past President Kevin Marshall during the BTA awards ceremony at the end of the day on June 18. Right photo (left to right): 2024-25 BTA PresidentElect Debra Dennis presents the Past President’s award to Gregory during the ceremony.
Middle photos, clockwise from top left: BTA and IBPI (IBPI hosted a colocated event June 16-18) attendees gather in the ballroom for the opening keynote session on the first day of the national conference; (left to right) Corbin Crawford, Tony Pezeshkian and Ryan Pezeshkian of Summit Technology Affiliates, Edmond, Oklahoma, visit with Scott Francis of Ricoh Document Scanners during a break between sessions; Chris Sabonis (left) of Zultys visits with Josh Murchison of Atlas Reproduction, Casper, Wyoming, during a break; Sandy Richter (left) of Ephesus Office Technologies Inc., Albuquerque, New Mexico, visits with Carrie Witham (center) and Nicole Schweizer of GreatAmerica Financial Services during exhibit time; and Gregory (left) presents an autographed Emmitt Smith jersey to Rob Biedenweg of International Mailing Equipment, Sacramento, California, during the prize drawings at the end of the event.
Left photo: Some of the attendees played a round of golf at the Twin Warriors Golf Course on the final afternoon of the event — (among them, left to right) David Clearman, Konica Minolta Business Solutions U.S.A. Inc.; James Saratis, Nauticon Office Solutions, Gaithersburg, Maryland; Sam Hinson, Drummond Group, Durham, North Carolina; Mark Grice, IBPI; Brian Smith, BTA; and Mike Williams, iTech, Parkersburg, West Virginia. Right photo: 2024-25 BTA West President-Elect Richard Van Dyke serves as emcee on the first day.
Above: BTA General Counsel Greg Goldberg (far left) moderates the dealer panel with panelists (left to right) Tim Seeley Jr., president of client relations at Seeley Office Systems Inc., Glens Falls, New York, Ken Staubitz, COO of Modern Office Methods, Cincinnati, Ohio, and Miceli, president and CEO of Pulse Technology, Schaumburg, Illinois.
Above photos (left to right): Valaitis and Gorman present their main-stage sessions on the morning of June 19.
Above photos: On June 18, two rounds of breakout sessions were presented by (clockwise from top left) Dunkelberger, Pontrelli and Mascato, who presented on sales and revenue growth strategies.
Xerox’s Reinvention
The conference’s second keynote address, “Xerox’s Reinvention: Pioneering a New Growth Chapter,” was presented by Xerox President and COO John Bruno. He began by sharing his path to becoming the company’s president and COO, details about Xerox’s reinvention plan and the reasons why a change was necessary.
“Our reinvention is a three-year program; it’s 12 quarters,” Bruno said. “A reinvention basically says you’ve got terrific assets. They meet the needs of the times, but your business or your operating model isn’t fit for purpose and you’re not getting total value from the adjacencies that surround you ... It [Xerox] had to do more reinvention because, frankly, it’s been in the office automation space forever, leading in technology leadership and service delivery, but the office environment changed quite dramatically. The production environment changed quite dramatically. The workplace became hybrid. The workforce became distributed. The use of the technologies was very different. The business model wasn’t fit for purpose.”
He then outlined the areas where Xerox is planning to reinvent itself. “We wanted to ensure that we ... strengthened our A3 portfolio; we needed to embrace and direct the changes that were happening to A3 and the growth of A4,” Bruno said. “We had to understand what was happening in the production business. And, right at the center of it, we needed to diversify our revenue outside of print with IT solutions and digital solutions ... Those were the three elements that we needed to innovate.”
He also emphasized the importance of Xerox’s dealer partner network and the acquisition of Lexmark in the reinvention of the company. “We knew that if we wanted to double our partner ecosystem, then the way in which we structured [Xerox] needed to change,” Bruno said. “ ... We’d have to recruit a lot more partners and do something even more disruptive ... the first thing on my mind was: ‘How do we combine forces with Lexmark?’ ... Our product was a Lexmark engine wrapped in plastic and branded as Xerox with our software on it. Our A4 business was — we shipped a million Lexmark devices wrapped in Xerox ... We [would be] better ... together than we would be as separate companies.
“But the one thing that we had to make sure we did was keep our partners and our clients at the center of our strategy,” Bruno continued. “Because if you succeed, we succeed. This isn’t a question of whether we can succeed without you. We cannot succeed with our new strategy unless we develop and invest in the most robust dealer infrastructure and indirect business in this industry.”
Toward the end of his presentation, Bruno discussed the company’s goal of a “mix shift,” with 20% of revenue coming from non-print sources, including IT solutions (thanks, in part, to its acquisition of ITsavvy) and digital services, which he defined for the audience. “Whether it is back-file scanning, any movement from physical documentation to digital repositories, or doing things within workflow or AI and automation, they’re all defined as digital services,” Bruno said. “So we think this is a huge business opportunity for small to medium businesses to begin to help people with looking at every one of their workflows — whether it’s receivables, whether it’s payables, whether it’s their unstructured data or document repositories. We want folks ... to look to Xerox and our partner ecosystem and to say we’re creating order out of chaos today ... We want to structure that space because it really all starts in print and it ends digital, or it starts digital and goes to print. We, as an ecosystem, play an important role there.” n
— Elizabeth Marvel
Communicating AI Use
Leading by example with clarity & confidence
by: Christina Catenacci & Tommy Cooke, voyAIge strategy Inc.
Artificial intelligence (AI) is no longer an emerging trend. It is a daily reality. AI is used in a number of areas, including customer service, document generation, analytics, ticket triage, product development and hiring. It is reshaping business operations across industries. But with that transformation comes something that is often overlooked: the responsibility to clearly and consistently communicate how AI is being used.
This is especially true for managed service providers, dealers and technology vendors. For instance, when you deploy or sell AI, you are not just offering a product — you are setting an example. Clients, customers and employees are watching how you use these tools. They take cues from your messaging, your transparency and your tone. Whether you intend to or not, you are modeling what responsible AI adoption looks like.
That is why it is no longer enough to simply “use” AI. It must be managed, and managing AI must include clear communication — both internally and externally. When we say “clear communication,” we emphasize it — vague and inconsistent messaging is not only confusing, it is also a risk.
Why? Because people are becoming more perceptive when it comes to AI. According to a recent report on AI trends for 2025 by National University, while 65% of consumers trust businesses that use AI, only 39% believe that current AI is safe and secure, and 85% want industries to be transparent about AI before new products are brought to market.
This means that every time you introduce AI into a workflow or customer interaction, it sends a message. It tells people something about your values, your priorities and your understanding of risk. If that message is unclear, people will fill in the blanks themselves.
Think of a client who receives your sales forecast that was generated with the assistance of AI. If you have not explained that AI was involved in creating the document — or how the output was reviewed — your client may assume it was prepared entirely by a human. That could lead them to overtrust the results or, if they suspect AI was used but you have not said so, they might become skeptical of the numbers altogether. Similarly, if your customer support team uses an AI-powered chatbot but the team never mentions that AI is used when providing support, customers might become confused, frustrated or misled. In both cases, the harm is not caused by the tool — it is caused by the silence around its use.
Setting the Foundation With Internal Communication
Before an organization can effectively communicate AI use to the public, it must ensure its own teams are aligned. This starts with internal communication. It is necessary for leadership to be able to clearly explain the following:
n What each AI system is used for
n The limitations of each AI system
n The person accountable for each AI system’s performance
These explanations should be shared across the company, not just within technical teams. Salespeople, account managers, support staff members and HR team members all need to understand the role AI plays in the company’s operations and offerings. Clarity around AI should be integrated into training materials, onboarding documents and operational briefings. Employees should be encouraged to ask questions, raise concerns and request guidance when they encounter unfamiliar tools or new systems. When employees understand how AI works within the organization, they are more likely to use it responsibly. They are also more likely to speak about it with accuracy and confidence.
External Communication: Discussing AI With Clients & Customers
Now that there is internal alignment within the company on AI, external messaging with clients and customers needs to be clear and consistent. In this way, employees are equipped to accurately converse about AI and avoid inconsistent messages that can confuse clients and customers, or oversell AI’s capabilities.
Here is a tip: Do not wait to tackle the challenge of communication about AI until you adopt it — communicate the intention to adopt it and encourage staff members to engage and discuss.
In some cases, leaders may be hesitant to discuss their situations with AI in public-facing communications. However, disclosing AI use can be a sign of confidence and trust building. Interestingly, MIT Sloan Management Review and Boston Consulting Group assembled an international panel of expert AI academics and practitioners to gain insights into how responsible artificial intelligence (RAI) is being implemented in organizations worldwide. When asked if there should be mandatory disclosures about the use of AI in their products and offerings to customers, the experts were overwhelmingly in favor of mandatory disclosures, with 84% either agreeing or strongly agreeing with the statement.
Why did so many experts say “yes”? They pointed out that disclosures promoted transparency, which is “the foundation of an effective RAI framework.” In fact, some suggested that companies had an ethical obligation to be transparent about their use of AI.
ForHumanity’s Ryan Carrier stated that AI users had a right to know the risks associated with the use of a tool, just like people want to know the side effects of taking a prescription drug. With the full information, large language model users could seek to mitigate risks — some of which include hallucinations and made-up sources. The panel highlighted that, “Beyond any ethical obligation, disclosures help promote trust and build confidence among customers, investors and employees.”
Communication is part of your responsibility ... That responsibility is also an opportunity to lead by example, earn trust and model what responsible AI looks like in action.
Depending on where you live, there could be legal requirements concerning AI transparency. Each state is different. For example, section 22757.2 of California’s AI Transparency Act requires that covered providers — such as companies that offer generative AI tools, platforms that distribute AI-generated content or businesses that embed AI in customer-facing products — create an AI detection tool by which a person can query the covered provider as to the extent to which text, image, video, audio or multimedia content was created, in whole or in part, by a generative AI system.
That said, the panel also pointed out it could be challenging to disclose because AI was hard to explain in customer-friendly language. This led to a consensus that disclosures should be made in plain English and not hidden away in inaccessible terms and conditions. Another thing the panel noted was that disclosures may not always be practical. For example, if a person uses AI to conduct secondary research, the disclosure may not be needed. But it would definitely be necessary to disclose when AI is used in consequential decisions. Likewise, disclosures would be necessary if someone’s personal data is being used to train a model.
The panel recommended that companies consider RAI principles such as transparency and accountability; make disclosures easy to understand; go beyond the legal requirements; and publish their AI codes of conduct or details of their responsible AI programs. For example, if a vendor uses AI to receive customer complaints, like in a chatbot, it might be helpful to have a policy or info source that explains why the company uses the chatbot, how it works, what it enables for them, and how they review and monitor interactions.
We recommend leaders keep the following in mind:
n If you carefully disclose your use of AI, people will trust you to deliver products and services through AI safely. Invest in creating a consumer culture that is not afraid of your AI use.
n When customers and clients ask about your AI use, be ready with a prepared response that clearly explains how you use AI. This will assure them that you are aware of the risks and you are making an effort to use AI with care.
n When you disclose your AI use, you are satisfying customers’ curiosity about the technology. Many are fascinated and excited about what it can do.
n When you avoid discussing your use of AI, you run the risk of damaging your reputation. People will wonder why you are not disclosing or whether you are against using AI altogether.
n There are several ways to disclose your use of AI. Use legal disclaimers, share your responsible AI practices and post a public-facing policy on your website.
The law also says that any AI-generated content — like images, text, videos or audio — must include a visible disclosure that clearly states it was created using AI. That disclosure must be easy to find, difficult to remove and include information such as which tool was used and when the content was created.
California Governor Gavin Newsom signed this act into law on Sept. 19, 2024, and it takes effect on Jan. 1, 2026. To date, it is the nation’s most comprehensive AI watermarking law.
AI is changing the way business is done — but how you talk about AI will shape how it is received, trusted and adopted. Whether it is because of new laws like California’s, or growing pressure from clients and employees, the message is clear: silence is no longer an option.
Communication is part of your responsibility. For dealers, vendors and service providers, that responsibility is also an opportunity to lead by example, earn trust and model what responsible AI looks like in action. n
Christina Catenacci, BA, LLB, LLM, Ph.D., is a co-founder of voyAIge strategy Inc. and a member of the Law Society of Ontario. She is a legal expert in privacy, AI, surveillance and ethics, with experience as a law professor, senior policy advisor and consultant. Catenacci specializes in privacy laws across Canada, the United States and the European Union, helping organizations develop ethical, tech-driven solutions. She can be reached at christina@voyaigestrategy.com.
Tommy Cooke is a professor, researcher and policy expert specializing in privacy, AI and ethical technology. He earned his Ph.D. in communication and culture in 2017, followed by research fellowships in Germany and at Queen’s University. Cooke leads the multinational ADITLOM research team on smartphone data privacy and has worked as a policy advisor at the office of Ontario’s Information and Privacy Commissioner and as a senior analyst on Deloitte Canada’s Trustworthy AI team.
Cooke can be reached at tommy@voyaigestrategy.com. Visit www.voyaigestrategy.com.
DEALERS HELPING DEALERS
Pay Raises Are increases based on cost of living or merit?
Compiled by: Elizabeth Marvel, Office Technology Magazine
Following 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.
How are pay raises determined for your employees — cost of living increases or merit raises? What is your process in terms of employee appraisals?
“Employees are evaluated every 90 days as to current performance, then annually on their anniversary dates in regard to pay increases based on merit. We also have a monthly incentive plan for all employees who are not in sales that pays them based on the performance of the company against our plan. The bonus is a fixed amount if they are at plan and can slide up if above, or down if below. This keeps everyone pulling to beat plan. Each year, the plan goes up by the new run rate for the previous year, then the percentage increase is applied to the individual’s monthly bonus and that may become the entire raise for the year.”
Tim Renegar, owner
Kelly Office Solutions, Winston-Salem, North Carolina
“We do a cost-of-living increase each year and evaluate their work performance before giving a bonus.”
Sam Stone, president
Stone’s Office Equipment, Richmond, Virginia
“Yearly reviews, and both merit and cost of living, depending on the employee’s performance.”
Dan Detrick, vice president
CopyLady Inc., Fort Myers, Florida
“Merit. We use an accountability chart. We have all of our employees on bonus programs and profit-sharing programs. We don’t give raises every year.”
Chip Miceli, CEO
Pulse Technology, Schaumburg, Illinois
“We do both cost-of-living and merit raises. The scale is one to five and, usually, if you are a three, you get about 3%. If you
go over and above, it could be 5% to 7%.”
Kim Valenta, vice president Offix, Gainesville, Virginia
“Raises are determined with a balance between individual performance and company profitability.”
Michael DelBorrello, owner Cyan Sky Copier Technologies, Schnecksville, Pennsylvania
“We use both. We set a range for managers, like 2% to 6%. But for people who are excelling, we bump based on value or compared to comparable people in the organization.”
Nick Lioce, president The Lioce Group, Huntsville, Alabama
“Cost of living and merit. Service techs are evaluated using NEXERA tools. Sales reps’ pay increases are simply more commission on sales. Admin employees are merit based.”
Jeffrey Taylor, president
Kingsport Imaging Systems Inc., Kingsport, Tennessee
“We gave almost all employees a 3% cost-of-living increase in 2024 and we do annual reviews for merit/performancebased incentives.”
Chap Breard, owner MOEbiz, Monroe, Louisiana
“Mostly cost-of-living increases. We have no formal employee appraisals; it was recommended by our attorney to not do these on a routine basis. We do have off-site one-on-ones several times a year, but nothing formal.”
Josh Jehn, CFO
Waltz Business Solutions Inc., Crestview Hills, Kentucky
“A budget is established with an overall percentage increase; each department’s senior leader is provided with this percentage and he (or she) can either grant a percentage higher or lower based on performance. Raises are determined by merit.”
Edith DeCourcy, CFO
Seminole Office Solutions Inc., Longwood, Florida n Elizabeth Marvel is associate editor of Office Technology magazine. She can be reached at (816) 303-4060 or elizabeth@bta.org.
Avoid ‘Junk Fees’
Be sure to disclose additional charges up front
Last month, Legal Perspective assessed the impact of import tariffs on goods entering the United States and suggested potential mitigation strategies. In most cases, dealers will have no choice but to pass along cost increases directly to customers in the form of “tariff fees,” “tariff surcharges” or increased prices. But just as many dealers are adjusting pricing to keep pace with cost pressures, it is important to ensure that price increases comply with federal and state rules prohibiting so-called “junk fees.”
“Junk fees” are deceptive or unfair charges that are either hidden from customers or disclosed too late in the purchasing process. At the federal level, a new Federal Trade Commission (FTC) rule went into effect in May targeting “junk fees” tacked onto live-event tickets and short-term lodging rentals. The rule requires companies like Live Nation and Hilton to disclose the total price of concert tickets and hotel rooms up front. Add-ons, such as convenience charges or resort fees that appear at checkout, are no longer permissible.
Even though the FTC’s rule banning “junk fees” does not specifically address office technology equipment, it is an important development because the FTC has warned that Section 5 of the FTC Act grants the agency broad authority to regulate deceptive pricing across industries.
State Regulations: A Growing Trend
Federal action is only part of the picture. Several states have passed or proposed legislation that is aimed at curbing “junk fees.” Because these rules depend on the location of customers, dealerships that are operating across state lines must be particularly vigilant. For example:
n California’s Senate Bill 478 prohibits businesses from advertising a price that does not include all mandatory fees, with exceptions only for government-imposed taxes and shipping.
n New York has issued guidance requiring price transparency in both online and offline transactions, with enforcement actions already targeting companies across multiple industries.
n Colorado passed a law requiring businesses to present the total price — including required fees — in any advertisement, online post or promotional offer.
Fees That May Raise Flags
In the office technology industry, several different fees could attract scrutiny from the FTC or state enforcement agencies:
by: Greg Goldberg, BTA General Counsel
n Lease setup or documentation fees not clearly included in the advertised or quoted monthly price.
n Meter reading or maintenance charges that are added without being detailed in the original service agreement.
n Restocking or early-return fees tacked on to final invoices that are not itemized in the original equipment lease.
n Mandatory add-ons, such as software support or installation charges that are not optional.
Practical Compliance Tips
There are several steps dealers can take to remain compliant — and stay ahead — in this changing regulatory environment:
(
1) Audit Fee Structures: Take a hard look at every fee you charge — from delivery and installation to administrative costs — and determine what fees are mandatory versus optional. Make sure all mandatory fees are clearly disclosed in prices quoted to customers early in the sales cycle.
(2) Update Quotes and Contracts: Ensure pricing documents, proposals and contracts reflect the total cost. Avoid line-item charges that appear only at the final invoice stage. Even if the exact fee cannot be determined, identify the percentage of the fee.
(3) Train the Sales Team: Sales team members should be equipped to explain all charges clearly and accurately. Misleading or misinformed verbal sales tactics may result in the same consequences as a confusing website or print ad.
(4) Monitor State Laws: Assign someone in the organization or work with legal counsel to stay up to date on state-specific developments in every state customers are located.
(5) Communicate Clearly: Transparency is key. Customers are more likely to accept price increases tied to tariffs or other external factors when they feel informed and valued.
The consequences of imposing an impermissible “junk fee” may range from potentially losing a customer to defending against a class-action lawsuit. When in doubt, remember it is always advisable to disclose fees up front. 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.
BTA HIGHLIGHTS
BTA would like to welcome the following new members to the association:
Dealer Members
Argyle IT Solutions, Perrysburg, OH
QDoxs, Seal Beach, CA
For full contact information of these new members, visit www.bta.org.
Dealers Helping Dealers Repair Network
The BTA Dealers Helping Dealers Repair Network is composed of BTA member dealerships that are providing service for imaging devices placed in remote customer locations by fellow BTA member dealerships.
If you would like your dealership to be included in the Repair Network, please visit www.bta.org/RepairNetwork to fill out a form with basic contact information, your service area and the brands you carry. Once you submit your form, your company will be added to the Repair Network map.
The Repair Network page on the BTA website also includes a link to a Strategic Partner Agreement that you can download and use with the network dealerships.
For more information, visit www.bta.org/RepairNetwork.
For information on BTA member benefits, visit www.bta.org/MemberBenefits.
For the benefit of its dealer members, each month BTA features two of its vendor members.
Clover Imaging Group (CIG), founded in 1996 and headquartered just outside Chicago, Illinois, provides unparalleled offerings in MPS, related value-add services, collection opportunities and solutions to independent dealers, OEMs and retailers throughout the imaging channel. CIG offers the market’s widest array of products (including remanufactured printer cartridges) and a comprehensive suite of managed print and technology services supported by a vast engineering infrastructure, marketing resources, distribution capabilities and strategic partnerships.
www.cloverimaging.com
Distribution Management (DM) is a third-party fulfillment provider for consumer brands and a wholesale distributor serving the print and imaging reseller channel. It addresses specific business needs within e-commerce logistics, ensuring personalized solutions for your logistics needs. DM’s distribution fulfillment services are a crucial component of its supply-chain-management solutions, focusing on efficiency in managing goods and distribution flow. Its mission is to elevate the customer experience at every touchpoint.
https://distributionmgmt.com
A full list of BTA vendor members can be found online at www.bta.org.
PRINCIPAL ISSUES
Empowering Technicians
Ricoh equips partners to deliver great customer service
by: Chris DeMars, Ricoh USA Inc.
Editor’s Note: This is the third in a series of article submissions from BTA-member OEMs providing a look at their current dealer training programs.
With the advent of the modern digital workplace, staying ahead in the office technology industry means more than just offering cutting-edge products and services. It requires a commitment to empowering the people who go the distance each day to deliver and support those solutions in the market.
At Ricoh, we believe that our dealers are more than just a sales channel — they are at the heart of our business and an extension of our brand, values and dedication to customer satisfaction. Nowhere is this partnership more critical than in the service and support experience.
Along with providing thorough sales and marketing training to help our partners successfully win business and grow, Ricoh has made long-term, strategic investments in technical service training for dealership technicians, ensuring they have the knowledge, tools and confidence to deliver extraordinary service in our rapidly evolving office technology industry.
Ricoh’s commitment to service training began in the 1980s, and since then we have continuously evolved our programs to meet the changing needs of the industry and our dealer network. Today, our training supports a wide range of roles, from service managers and service engineers to IT and solutions specialists across every stage of their professional development. The training we provide ultimately empowers technicians with the skills they need to solve problems efficiently, support customers confidently and build relationships while representing their dealerships and Ricoh with excellence.
Comprehensive Curriculum, Real-World Relevance
Ricoh’s service training covers a broad range of technical competencies, including hardware maintenance and repair; installation and troubleshooting; firmware updates and device security; hardware connectivity and solution implementation; and service pricing tools and cost estimation.
Hardware training begins with Ricoh Office Technology Fundamentals, a course designed to introduce new service engineers to core concepts, Ricoh-specific terminology and our technical
support resources. From there, technicians follow one of two learning paths: an “update path” for those already familiar with a product family, or a “standalone path” for those encountering it for the first time.
We also offer specialized courses in print and scan technology, MFP device security and hardware troubleshooting, along with seminars that reinforce hands-on skills and real-world application.
Flexible Delivery for a Dynamic Workforce
Recognizing the diverse needs of our dealer network, we deliver training through a variety of formats, including: selfpaced online modules; instructor-led classroom sessions; virtual instructor-led training; telepresence-based hands-on training; and blended learning programs. This flexibility ensures technicians can access training in a way that fits their schedules and learning preferences, whether they are in the field or working remotely.
One standout example is our Strategic Partnership in Ricoh Education (SPIRE) program, a “train-the-trainer” initiative that helps dealerships build internal training capacity and foster a culture of continuous learning.
Tools for Enhanced Learning & Performance
Ricoh integrates modern learning technologies to make training more engaging and effective. Our Technology Solutions Resource Center (TSRC) hosts microlearning videos, simulations and “just-in-time” content that technicians can access in the flow of work. These resources are also embedded in instructor-led sessions and available on demand for ongoing support. We also use web meeting tools and webcams to deliver telepresence training, allowing technicians to gain hands-on experience without the need for travel.
Certification & Recognition
For service technicians, we offer certification programs on Ricoh’s full product lineup — from office MFPs to production print equipment (including our advanced cutsheet systems) — that are necessary for validating technical expertise and ensuring consistent service quality across our dealer network.
All training is tracked through the Ricoh Learning Institute (RLI), our centralized learning management system.
Upon completion of most hardware training courses, technicians can generate certifications that validate their expertise. We also assign a set of codes to link learning objects in RLI to specific models that enable us to track certification levels by the individual or dealership.
By offering training that is comprehensive, flexible and forwardlooking, we are not just supporting technicians, we are strengthening partnerships ...
Our ProVision recognition program further incentivizes excellence by honoring dealers who meet Ricoh’s high standards for service training and performance. To qualify, dealers must have at least two service engineers certified on a minimum of 85% of the products they sell and support.
Supporting Technicians Beyond the Classroom
Ricoh’s commitment to dealer success does not stop when training ends. We offer a range of post-training support resources, including: Wednesday Morning with Ricoh Service webinars; the TSRC continuing education portal; on-site skills development seminars; network solutions seminars; and quarterly production print webinars.
These programs reinforce learning, address emerging challenges, and help technicians apply their skills in real-world scenarios. For example, our on-site skills development seminars employ a “take-it-to-the-field” approach involving visiting machines that have experienced issues and applying lessons learned to improve performance.
We also offer ride-alongs, field performance assessments and technical assistance — both virtual and on-site — to help dealerships continuously improve their service delivery.
First-Level Support for Technicians
Just because a dealership technician has completed training does not mean he (or she) is without help if he ever requires it. Ricoh provides first-level support through resources such as our Technical Support Call Center. When calling in, technicians will receive support with troubleshooting, be provided service bulletins and pointed to resources on our global knowledge site. This support acts as a safety net for technicians in the field and serves as the escalation point for issues that are challenging to resolve.
Measuring Impact & Driving Improvement
Ricoh uses a combination of quizzes, exams and learner surveys to evaluate the effectiveness of our training programs. Feedback is reviewed by our Service Training Instructional Design team to identify areas for improvement and ensure content remains relevant and impactful.
When looking at our Technical Support Call Center, we
find service engineers are reaching out for basic support when they are not familiar with the equipment they are working on. This allows us to review with our dealers and improve the service engineer’s on-site time, while also preventing returned calls and unnecessary repeat visits.
Adapting to a Changing Market
Reflecting our commitment to staying ahead of industry trends and ensuring our dealers are equipped for what’s next, we introduced Ricoh Office Technology Fundamentals as a blended learning program for first-time service engineers. The program prioritizes hands-on application of critical service processes and provides certification on the most popular Ricoh MFPs, ensuring plenty of opportunities for application of training when in the field. We are also piloting a mentored on-the-job training (OJT) program that provides an alternate path to learn and demonstrate hands-on proficiency without the need to travel to a training facility.
And as the demand for office printing declines and production printing grows, Ricoh is proactively adapting its training strategy, having recently launched a task force to explore new ways of preparing technicians for the complexities of production print support — an area that traditionally required years of experience. We also facilitate a three-day training program that has already helped more than 50 technicians earn the Fiery Technician Certification.
Writing the Next Chapter Together
At Ricoh, we understand that our success is inseparable from the success of our dealers. By offering training that is comprehensive, flexible and forward-looking, we are not just supporting technicians, we are strengthening partnerships, enhancing customer experiences and building a future of mutual growth.
Together, we are writing the next chapter in the office technology industry — one where every technician is empowered, every dealership is supported and every customer interaction reflects a shared standard of excellence. n
Chris DeMars is a seasoned leader in the office technology industry, with more than three decades of progressive experience in technical support, service management and dealer relations. Currently serving as senior director of dealer services in the Dealer Division at Ricoh USA Inc., he plays a pivotal role in driving dealer growth, profitability and operational excellence across the nation.
DeMars can be reached at chris.demars@ricoh-usa.com. Visit www.ricoh-usa.com.
PRINCIPAL ISSUES
DocuWorld 2025
Event focused on ‘empowering automation together’
by: Elizabeth Marvel, Office Technology Magazine
On May 21-22, DocuWare hosted its DocuWorld 2025 conference at the Hyatt Regency Jacksonville Riverfront in Jacksonville, Florida. The event gathered more than 300 attendees from across the Americas for a summary of DocuWare’s strides over the last year, changes to its executive team, software update announcements, training on its products and partner awards.
The general session on May 21 was led by DocuWare executives, who discussed the growth of the company over the last year and how it plans to empower automation along with its partners — the theme of the conference. DocuWare CEO Dr. Michael Berger kicked off the general session with a summary of the past year’s financial results. Revenue was up 18% in FY24, with 66% of that coming from Europe, the Middle East and Africa (EMEA), 32% from the Americas and 2% from Asia-Pacific (APAC; a region that held its first DocuWorld conference in 2024).
The majority of the revenue increase came from DocuWare’s growth in its cloud offering, which jumped 23% in revenue during FY24, with a 19% increase in customers. DocuWare Cloud now has 930,000 users and hosts 1.5 billion documents (an approximately 26% increase over the previous year).
Berger also announced an additional 3,060 new DocuWare customers in FY24. “Both together — new customers and existing customers — we came up to a new record of 20,000 customers right at the beginning of this year in January,” he said. “So this was a new highlight for us — 20,000 customers.”
Berger then discussed the four cornerstones of the company’s success: a great organization, excellent services, a fantastic product, and effective marketing and sales. Contributing to the great organization was the company’s strong dealer partner network. “So the partner network grew to 850 worldwide,” he said. “This is fantastic, and there are 84 countries around the world where we have [partners]. It’s really, really great.”
A significant organizational change the company made earlier this year was a shift in its leadership. Former DocuWare Group President Max Ertl announced his retirement at the end of March, and Berger became the company’s CEO. A C-level leadership team was then put into place.
“When we looked forward, we were thinking about continuing on this path [of success and company growth],” Berger said. “We would like to be this reliable, strong partner for you in the future with all these four cornerstones. And with Max leaving ... we were thinking, ‘Let’s do [things] differently —
don’t have two presidents; just one CEO. We’ll have a C-level and each C-level [executive] will serve [in a specific function].’ So, that’s something we changed.”
The four new executives were introduced and brought on stage as highlights of their careers were shared. The new execs: Michael Bochmann, chief product and technology officer (CPTO); Benedikt Dischinger, CFO and DocuWare Shareholder Advisory Board member; Uta Dresch, COO and acting general manager of DocuWare Corp.; and Hermann Schafer, chief sales and marketing officer (CSMO). The executives spent a few minutes explaining their new job responsibilities, and some gave additional general session presentations.
After the executive introductions, Berger returned to the stage to discuss DocuWare’s future potential, citing a plan to drive intelligent business transformation through DocuWare’s state-of-the-art platform, as well as assisting customers in moving into the digital world and helping them operate more efficiently in it. The four areas of focus Berger discussed:
(1) Continuously driving document digitization through intelligent document processing by digitizing various types of paper documents and generating information out of semistructured digital content (e.g., images, emails, PDFs, etc.).
(2) Continuously driving content management by managing digital content from different sources, and making storage, access and search of that content compliant, secure and private. There will also be a focus on long-term archiving and the ability to generate, edit and annotate digital content.
(3) Continuously driving business process digitalization using
Berger (center) introduces the new DocuWare executives (left to right) Bochmann, Dischinger, Dresch and Schafer.
predefined workflows and enrichment with information from external systems for decision-making and routing.
(4) And, finally, driving intelligent business transformation using DocuWare. “Our ultimate goal is to really help every business along this path [of intelligent business transformation],” Berger said. “So whenever you find a customer, in whatever digitalization stage they are in, we’d like you to take it from there with DocuWare.”
“So you have all these investments ... Hopefully in five years ... [we can] get another 10,000 customers and double the revenue and triple the cloud usage.”
Berger also noted DocuWare’s investment and innovation in four areas: cloud and cybersecurity; the user experience and usability; workflow and integration; and artificial intelligence (AI). The last area, AI, was a highlight of the general session, as it was noted that DocuWare is developing its own AI tools from the ground up thanks to last year’s acquisition of Natif.ai.
During the general session, DocuWare’s AI Product Manager Ram Joshi showed a live demo of the company’s new “Intelligent Insights” feature, which uses DocuWare’s AI to access information from, to compare or to summarize documents. Joshi asked
Intelligent Insights several queries: “What is the minimum order quantity for bolts and nuts per X Company’s supplier agreement?,” “Summarize the key takeaways from an email conversation between X and Y Companies,” “What are the standard payment terms per X Company’s contract?” and “What is the total amount X Company paid on its invoices in the last 12 months?” DocuWare’s AI quickly pulled the answers to these questions from its document database, receiving applause from partners.
Berger then wrapped up the general session by sharing his goals for DocuWare’s future. “So you have all these investments — what we’re seeing on the product side, what we’re investing in sales and marketing, and in the service organization,” he said. “Hopefully in five years ... [we can] get another 10,000 customers and double the revenue and triple the cloud usage.” n
Elizabeth Marvel is associate editor of Office Technology magazine. She can be reached at elizabeth@bta.org or (816) 303-4060.
SOLUTIONS
Changing Sales Behaviors
Remember & implement these three steps
by: Troy Harrison, Troy Harrison & Associates
Ihave said before in this space that sales managers earn their money by developing and improving the performance of their salespeople through a process that I call “profitable behavior change.” In this case, “profitable” means that the company and the salespeople make more money from the change. “Behavior” is the way the salespeople handle all parts of their jobs; usually we focus on external, customer-facing behaviors, but sometimes you need to improve internal behaviors and relationships with co-workers. And we all know what “change” means.
Whether you have a team of low performers, high performers or a mixed bag, your job is to help your people perform better — at least up to their abilities to do so.
I am not a fan of high turnover. It is damaging to your company culture, your sales team’s morale, your customer relationships and, frankly, your own mindset. Sometimes you do have to fire someone, but I like to think that I can look myself in the mirror and comfortably say “I’ve done everything I can to help him (or her) succeed” before I fire him. That is where a process of profitable behavior change comes in.
Profitable behavior change is done in three steps: training, coaching and accountability. Entirely too many managers (or owners) skip the first two steps and go straight to accountability. We hire them, they do not get results, we dictate and then we fire them. That is lame, it is unfair and it is unprofitable. Let’s take a look at these three steps in a little more detail.
Training is the structured transfer of knowledge in a teaching environment. Essentially, training is built around the idea that there are certain things we want our salesperson (or employee) to know, so we are going to create a structured method of teaching him these things. The knowledge could be about sales process, sales methodology, the company’s products, services, culture, business processes or any other pieces of knowledge he needs in order to do the job correctly.
What distinguishes training from coaching is its preplanned nature and objectives. Training creates a baseline of knowledge, skills, tools and techniques that you expect your people to know and implement. It lays out how you want business to be done and how you want your customers to be treated. It is not a step to be skipped or shortcut.
Training should begin during the 90-day onboarding period after you hire a new salesperson. When should it stop? Never. Ongoing training reinforces and refreshes what has been taught before, and it should also advance and build on the skills baseline with new skills and techniques.
Sales training is not a one-time cure-all for what ails your sales team (I probably should not say that, since sales training is a big part of my business, but there it is). Sales training is an excellent way to build your team members’ skills, but it loses much of its effectiveness if it is not continually reinforced and refreshed by management.
Whatever sales training program you choose, it should be part of your sales culture and language, and it should be consistently updated to keep pace with changing buyer preferences and expectations (and the pace of that change is at an alltime high right now). What is “tried and true” might be tried, but it might not necessarily be true now.
Coaching is also a transfer of knowledge, but it is far less structured. Coaching, done properly, is an ongoing process of skills improvement that has no fixed beginning, no fixed end and no preset curriculum. Coaching involves observing your salesperson’s behavior in a real-life selling environment (such as a ride-along for a face-to-face sales call, or a listen-in for a phone or video sales call), finding opportunities to improve the way his customer reacts to his selling, and then helping him to build his skills in whatever area of selling you observe.
The biggest mistake that sales managers make when they
attempt to coach is that they end up taking over the sales call and try to make the sale for the rep instead of letting the rep fail if necessary. I know that is difficult. In fact, it was the most difficult thing I ever had to do as a sales manager. It is excruciating to watch a sales call go wrong when you know exactly how to make it right. The thing to remember is that your job is to improve the rep’s skills on every call he makes. If you step in and sell, you are only helping him on one particular call. You cannot always be there.
The second biggest mistake is to dictate instead of persuade. Coaching is not a dictatorial process of “You must do this.” Rather, it is a persuasive process of “If you do this, here’s how you’ll benefit.” Use your selling skills in coaching, remembering that you are trying to sell your rep on a new course of action.
The final method of profitable behavior change is the least fun — accountability. Now, you are not persuading. “Holding someone accountable” means that you are acknowledging the salesperson is deficient in some aspect of his job, that you will not accept that deficiency and that he must correct it. This could be activity-based (maybe he is not hitting his activity numbers), it could be skills-based (perhaps he refuses to implement a critical sales skill despite having been trained and
He helps companies navigate the elements of sales on their journeys to success. To schedule a free 45-minute Sales Strategy Review, call (913) 645-3603 or email troy@troyharrison.com. Visit www.troyharrison.com. The
coached on it) or perhaps he is not treating co-workers well.
Now you have to say, “Do this or else these consequences could come to you.” That does not have to mean termination. It could mean losing territory or customers, entering a probationary period or other smaller, short-term consequences. One thing to remember is this: In all but the most extreme behavioral problems (e.g., lying to customers, maltreatment of co-workers, etc.), you do not have the standing to hold someone accountable for a behavior unless you have trained and coached him on it already. At some point, if he simply refuses to succeed, yes, you have to terminate him — but it is a progressive process.
Profitable behavior change is possible, it is enjoyable and it is the best way to build your team’s results. Remember and implement the three steps and you will be fine. n
Troy Harrison is the author of “Sell Like You Mean It” and “The Pocket Sales Manager.”
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