May 2026 Office Technology

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CONTENTS Volume 31 • No. 11

FEATURE ARTICLES Inkjet’s Impact

B T A A T 10 0 !

‘A Connective Thread’

10 Dealers embrace the ‘other’

24 BTA members share a century

by Brent Hoskins Office Technology Magazine

Compiled by Brent Hoskins Office Technology Magazine

print technology

Are you seeking to expand your product line? If so, it may be time to take another look at inkjet printing. The “other” printing technology likely presents a bigger opportunity than you think. Energy efficiency, reliability and, often, a competitive advantage, are the hallmarks of the product category.

Sustainability in Print

16 A broader ink-tank

of connection & success

BTA is gathering testimonials that reflect on what has shaped it over the last 100 years.

DEALERS HELPING DEALERS Supply Chain Disruption

26 How are dealers preparing for potential impacts?

Compiled by Elizabeth Marvel Office Technology Magazine

conversation for the industry

This feature includes a question submitted by a dealer member and answers received.

by Kris Alvarez Keypoint Intelligence

Sustainability in print is still often explained through the most visible forms of waste: spent cartridges, excess packaging and the service friction that comes with frequent consumable changes. That framing has helped refillable inktank systems build credibility across the U.S. market.

18

LEGAL PERSPECTIVE Employee Classifications

27 Take a look at how work is actually performed

by Greg Goldberg BTA General Counsel

BTA IGNITE Orlando & Elevate BTA hosts events March 19-21 in Orlando, Florida

by Elizabeth Marvel Office Technology Magazine

The Business Technology Association’s (BTA’s) IGNITE Orlando event was held March 20-21 at Disney’s Yacht Club Resort in Orlando, Florida. In conjunction, BTA hosted e-automate Elevate: A BTA Dealers Helping Dealers Best Practices Event on March 19.

One area that deserves special attention from business owners is employee classification.

SELLING SOLUTIONS Role Playing

29 How it should be administered in sales training

by Troy Harrison Troy Harrison & Associates

Role playing, when done correctly, is one of the most powerful tools in your training arsenal.

AI INSIGHT The New Search Engine

22 What you need to do

to stay discoverable by AI

by Jenna Miller Emerald Strategic Marketing

For years, buyers typed keywords into Google, skimmed a list of links and clicked through websites. That era is ending. According to SearchEngineLand.com, 37% of buyers now start searching with artificial intelligence (AI) instead of Google.

DEPARTMENT S Technology Association 28 Business • BTA Highlights 6

Executive Director’s Page

8

BTA President’s Message

30

Advertiser Index

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EXECUTIVE DIRECTOR’S PAGE

Magazine Launched With ‘It’s Your Baby’

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n recent issues of Office Technology magazine, I have written about various aspects of the Business Technology Association’s (BTA’s) history as we celebrate its 100th anniversary. In the April issue, I shared some memories from the first NOMDA Convention I attended back in 1987. This month, we’ll take a quick look at a few of BTA’s historical items we have in our archives.

Shortly after being named executive director of the association back in 2006, I came across a large envelope of very old photographs taken at various association events through the years. I had them framed for both preservation and protection. I have since come across similar photos that need to be framed. Written on one of the framed group photos in my office: “18th Annual Meeting, National Typewriter and Office Machine Dealers Association War Conference, June 21-22, 1943, Kansas City, Mo.” How cool is that? You can see this photo and others like it via the “Photos Archive” tab at www.bta.org/about-us.

Another treasure is a large leather-bound ledger for the association’s handwritten bookkeeping at the time. Written across the top of the first page: “Receipts and Disbursements, August-December 1938.” The page lists the members paying their $10 annual dues at the time. Among them: General Typewriter Company of Kansas City; Cleveland Typewriter Company; Highland Typewriter Company, Detroit; and Reliable Typewriter and Adding Machine Company, Chicago. I’m seeing a very distinct similarity here in the company names. Clearly, the now lowly typewriter was center stage at the time.

Moving on, we have a copy of a document titled: “National Office Machine Dealers

Association, National Convention at Springfield, Missouri, February 22, 23 and 24, 1948, MINUTES.” Tucked inside is a Western Union telegram to the NOMDA national president at the time, Irving R. Ritchie. It is dated “1948 Feb. 21 p.m. 6:25.” It begins with an apology: “To occupy a position of honor and respect in this association and fail to fulfill the duties attached thereto is tantamount to being a pretender unless reason can be given for absence from this important meeting. I therefore present my apologies to you for not being present.” It is signed (using a title long since discontinued by the association), “Leon I. Walling, regional governor, State of Michigan.” I would say Mr. Walling had a way with words, but I suspect his style was common parlance at the time.

We also have the first edition of the association’s monthly publication titled: “Dealers Topics, National Typewriter & Office Machine Dealers Association, November 1938.” The first page features a column titled “It’s Your Baby,” written by the association’s president at the time, Lamont H. Wood, introducing the new publication. The entire publication is 12 pages in length. (It says the editorial office is at 800 Grand Avenue, Kansas City, Missouri.

I Googled the address; there is a boarded-up building visible that is about to be demolished, but it doesn’t appear to be of the 1938 variety.) You can flip through the pages of the first issue of Dealers Topics on the BTA website via the History tab (scroll to the bottom of the page) at www.bta.org/about-us.

Plan to attend BTA at 100: A Celebration, set for Sept. 2 at Union Station Kansas City.

We will have some of these archives on display during the reception that evening. Register for the BTA IGNITE Kansas City event, scheduled for Sept. 1-3, at www.bta.org/ IGNITEKC. IGNITE registration includes the celebratory event. 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 Kris Alvarez, Keypoint Intelligence www.keypointintelligence.com Greg Goldberg, BTA General Counsel Business Technology Association Troy Harrison, Troy Harrison & Associates www.troyharrison.com Jenna Miller, Emerald Strategic Marketing www.emeraldstrategicmarketing.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 Naomi Garza Administrative Assistant naomi@bta.org Photo Credits: Adobe Stock. Cover created by Bruce Quade, Brand X Studio. ©2026 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 43 years ago this month — the NOMDA Spokesman, May 1983.

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BTA PRESIDENT’S MESSAGE

2025-2026 Board of Directors President

Education at the Core of Your Association

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ducation has always been one of the foundational pillars of the Business Technology Association (BTA). The months ahead are filled with opportunities designed to provide both strategic insights and practical, actionable takeaways.

Our ProFinance workshops will continue to deliver critical financial guidance, with sessions scheduled for June 16-17 at Function4 in Sugar Land, Texas, and Oct. 7-8 at Advanced Office in Irvine, California. ProFinance remains essential for dealers looking to strengthen their dealerships’ financial performance and long-term stability.

We also look forward to vCIO University, with upcoming sessions June 23-25, Sept.

22-24 and Dec. 8-10 in Tampa, Florida. This workshop is designed to help dealers expand their roles as strategic technology advisors — an area of increasing importance as client expectations continue to evolve.

Building on the success of the FIX: Cost Management for Service 3.0 workshop, instructor Jack Duncan has introduced a new follow-up program: e-automate Inventory Essentials, taking place July 14-16 via Microsoft Teams. This workshop addresses one of the most underutilized yet impactful tools within e-automate — the Inventory Logistics Console. For many dealerships, thousands of dollars remain tied up in excess or obsolete inventory. This course is designed to help dealers better manage inventory through proper item setup, effective use of e-agent tasks and ongoing optimization of minimum/maximum levels.

Like the FIX course, it also includes a follow-up session tailored to each dealership.

In addition, we are excited to be developing Coaches Corner, a new initiative that

will provide customized training based on the highly successful sessions from our e-automate Elevate event. This program will be taught by Jack, as well as e-automate experts Dondra Bott, Jason Plott and Duane Walker, offering deeper, more personalized learning opportunities for our members via Teams.

We are also proud to announce a new partnership with GoWest.ai’s West McDonald to bring the BTA AI Readiness Assessment Workshop to the dealer community. This six-week program (held via Teams) is designed to help dealers move from uncertainty to action when it comes to artificial intelligence (AI). Participants will learn how to identify high-value AI opportunities, avoid costly missteps, measure ROI and build a practical road map for implementation. This training also equips dealers to guide their own customers through the AI journey — creating a new revenue stream and strengthening their positions as trusted advisors.

To complement the workshop, West will offer an informative AI webinar on June 18 that will include a preview of the program, its expected outcomes and why AI readiness is critical. As AI continues to reshape how businesses operate, dealers who can lead these conversations will be better positioned to remain relevant and competitive. Dates for the workshop will be announced soon.

At BTA, our goal is simple: to provide education that delivers real value. Whether it is financial management, service optimization, marketing, leadership development or emerging technologies like AI, we are committed to equipping our members with the tools they need to succeed.

I encourage you to take full advantage of these opportunities and stay informed about upcoming workshops by visiting www.bta.org/Education. Together, we will continue to learn, grow and lead. n — Debra Dennis

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

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Inkjet’s Impact

Dealers embrace the ‘other’ print technology by: Brent Hoskins, Office Technology Magazine

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re you seeking to expand your imaging product line? If so, it may be time to take another look at inkjet printing. The “other” printing technology likely presents a bigger opportunity than you think. Energy efficiency, reliability and, often, a competitive advantage, are the hallmarks of the product category.

If you have been giving inkjet printing some thought, perhaps the insight shared in the three dealership profiles below will assist you.

EO Johnson Business Technologies EO Johnson Business Technologies, based in Wausau, Wisconsin, one of three locations in the state, with additional locations in Michigan, Minnesota and Iowa, has been selling RISO products for 30-plus years. Initially, the focus was on duplicators. “We had a good number of machines in the field on the duplicator side for a long, long time,” says Jeff Reuter, director of production print.

“We were selling them like hotcakes ... So, when they came out with their first inkjet printer, we were one of the first to get on board.”

Today, RISO inkjet printers are a key part of the production print lineup at EO Johnson, which also includes Ricoh toner and inkjet products [Ricoh handles the service for the inkjet products; EO Johnson earns revenue from ink sales], and Canon toner and, soon, inkjet [effective later this year with the availability to select dealerships of the inkjet varioPRINT ix1700] products. “We do between $8 million and $10 million a year” in toner and inkjet production print hardware, Reuter says. “When you add in service revenue, that brings the numbers up to $20 million to $25 million a year.”

Between 75% and 85% of EO Johnson’s production print business comes from toner models, Reuter estimates. “But that’s starting to shift, because inkjet products have grown in capabilities in the last five years with new products coming out,” he says. “We have replaced some toner devices

with inkjet. That shift is taking place now.

They’ve said for the last 15 years ‘inkjet is coming.’ We are at the inflection point now where it’s here.”

Reuter shares the example of the transition from toner to inkjet at a mortgage company that was using six monochrome Xerox production printers [capable of printing one spot color] to print mortgage origination packets with a yellow highlight where the documents were to be signed; the models were being discontinued. “RISO inkjet production printers were the best [replacement] option for them,” he says. “When we told them about the RISOs, they liked that they would keep their cost per page low. It also gave them a much more compact footprint than the giant Xerox machines. And since the [lowheat producing] RISOs only require 120-volt power, they didn’t need any special power.”

Beyond their low heat, low cost per page and smaller footprint, Reuter emphasizes other benefits provided by RISO inkjet printers. “There are not a lot of components; it’s a very simple machine,” he says. “The paper path is basically straight through. So, if you get a jam, it’s not difficult to clear ... In addition, if there is enough volume on the machine, the ROI is going to be good ... The customer gets a very highspeed printer at a decent price.”

Reuter cites a few key verticals that are good targets for RISO inkjet printers. “Education is a good one because of the low cost of operation and they work great, with very little down time,” he says. “If you’re printing a workbook for students and it will be thrown away at the end the semester, it doesn’t have to be a museum-quality piece.”

In addition, RISO inkjet printers are a good fit for both the banking and insurance industries, which print high volumes of statements, Reuter says. He cites the example of a bank using Ricoh inkjet roll-fed printers, noting that on occasion there are errors where a reprint is necessary. They

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don’t like to “fire up those giper-minute Kodak I was inant roll-fed printers to print volved with 38 years ago that “We have replaced some five sheets,” he says. “So, we had 3,000 parts; they literally toner devices with inkjet. put some sheet-fed RISO called their technicians ‘field That shift is taking place now. printers alongside the Ricoh engineers’ because you had to They’ve said for the last 15 roll-fed printers to do the rebe an engineer to work on it.” prints; we are able to color The lower number of comyears ‘inkjet is coming.’ match the output.” ponents “means fewer comWe are at the inflection Whatever the vertical purponents on the shelf [at the point now where it’s here.” sued with inkjet production customer location],” Stanley — Jeff Reuter says. “With laser, you’ve got printers, Reuter says it is very important to be prepared.

EO Johnson Business Technologies customer replaceable mod“You need to understand ules, including drums, toner those verticals and where and waste toner containers, the inkjet product fits,” he says. “If you don’t take the time to etc. If you have a fleet of laser devices, you must have a storbuild that knowledge, you will never sell one.” age cabinet for all the components. Epson printers don’t require that much space. So, that’s a conversation to have with TDSiT prospective customers.”

Now in its 30th year, TDSiT, based in Lowell, Arkansas, Another often-touted benefit of Epson printers is the lack with a second location in North Little Rock, Arkansas, offers of heat. Stanley notes the practice of many workers placing both Epson and RISO inkjet printers, as well as Xerox imag- small laser printers under their desks. “That is terrible for ing equipment. “I’m enjoying everything Xerox has to offer, reliability,” he says. “You can put an inkjet anywhere you but we do sometimes find ourselves saying to them things want and it will just keep printing. Plus, it’s quiet.” like, ‘You know, we went with some Epson A3s into this acWhile Stanley emphasizes the reliability of Epson prodcount,’” says Tim Stanley, owner and founder of the dealer- ucts due, in part, to the lack of heat — and, so, low energy ship, noting that offering only one imaging line is not a good consumption — it is not a primary selling point in his maridea. “For any dealer, having an alternate, like inkjet, is just ket from a sustainability perspective. “That pitch adds fire to why a prospect wants to go with us, but I don’t know that a smart business decision.”

One of the areas of guidance that Stanley has received it has ever been the primary reason at TDSiT for an Epson from his industry peers is product diversification. “They printer placement.” would say, ‘Try Epson,’” he says. “So, we did, adding the As noted, TDSiT also offers RISO inkjet printers, but only brand to our lineup four years ago. We’ve had a lot of suc- for less than a year and, so, is working toward finding its stride cess ... Their desktops are solid printers; you can look a cus- with the product line. “I added RISO because it can do differtomer straight in the eye and honestly say, ‘These printers ent applications in a print-shop production environment that work well.’ Every now and then, a customer must have laser, a laser or an Epson cannot,” Stanley says. “[They are great for] and we can accommodate, but the Epson desktops are phe- statement printing and can handle NCR [forms/paper] at a nomenal. Lately, we’ve put a lot of A3 inkjets into law firms really high speed, and they handle envelopes.”

Everyone in sales at TDSiT can sell inkjet printers — inand schools ... I would advise other dealers, ‘Before you add cluding the owner. “About a year ago, Epson unveiled an A4 another laser line, add inkjet to your offerings.’”

Epson has been helpful in optimizing TDSiT’s level of at 55 pages per minute,” Stanley says. “I’m preparing to subsuccess with inkjet, Stanley says. “One of the things I enjoy mit a quote at a meeting at a school tomorrow for three of about Epson is that it seems like they are always in our of- those A4s.” fice,” he says. “They’re old school as far as their local teams on the ground. They were just at our leadership team meet- Weaver Associates Inc. ing in Little Rock and went out of their way to let us know Just before the COVID-19 pandemic, Weaver Associates what’s going on with Epson.”

Inc., based in Lancaster, Pennsylvania, with two other locaAs is often pointed out, one of the key values of Epson tions in the state, began selling Epson inkjet printers. “Toprinters is the low number of components, minimizing the day, I would say 95% of my sales are Epson,” says Ron Weavneed for repairs and boosting reliability. “For example, Ep- er, president of the dealership, noting that while toner-only son offers a 100-page-per-minute machine that has only 13 competitors are quick to characterize inkjet as “no good,” components,” Stanley says. “Compare that to a 100-page- he can quickly prove them wrong by way of first providing 12 | ­w ww.of ficetechnologymag.com | May 2026

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printers have no fusers and customers the use of a trial drum units — an advantage, inkjet printer. “‘Here’s a ma“The Epson desktops are but not what he sees as the chine; take it and use it for phenomenal. Lately, we’ve number-one advantage. “The two weeks.’ Our success rate put a lot of A3 inkjets into law number-one advantage of is about 99%.” firms and schools ... I would inkjet over laser is there is Yes, about 99% of the trial [essentially] no waiting for Epson printers lead to sales at advise other dealers, ‘Before the first page to print. So, Weaver Associates, representyou add another laser line, when you put my printer being 95% of the dealership’s imadd inkjet to your offerings.’” hind the counter of an auto aging placements overall; the — Tim Stanley dealership or the front desk dealership also offers Brother, HP and Lexmark products.

TDSiT at a hotel [as examples], that first page comes out in three The inkjet printing industry to four seconds.” may not have a greater fan There is also the appeal of the inkjet’s environmental susthan Weaver. “You can’t imagine how successful we are; we can take out a laser printer in minutes,” he says. “I have more tainability, given that Epson printers do not generate heat, than 3,500 units in the marketplace and I don’t even have two Weaver says. “The entire sustainability package, including power consumption, is important,” he says, noting that “laser service calls a week on the Epson product.”

Product reliability is only part of the value proposition, printers are at 400 to 425 degrees” when printing a page. “We Weaver says. “We have 21 fewer parts than in a traditional have situations [with high print volumes] where we have been laser printer,” he says, citing, as examples, that Epson inkjet able to show savings of $300 to $400 a month [in energy costs].”

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“We say to customers, ‘The good news is you’re not going to know our service people by name.’ We have customers that have had machines for two years that have never had a service call.“

— Ron Weaver Weaver Associates Inc.

From a profitability perspective, Weaver emphasizes the minimal number of service calls required for inkjet.

“The first copy speed is important for customers, but for us what is really important is the lack of service calls,” he says.

“We say to customers, ‘The good news is you’re not going to know our service people by name.’ We have customers that have had machines for two years that have never had a service call.”

Weaver says his experience with inkjet is enhanced by the level of support he receives from Epson. “They’re the best company I have ever done business with,” he says. “From [Epson] sales, service, customer service and service training all the way up to management, they have done nothing but provided us great information ... They’ve given us tools to be successful through training and support — and [when you call Epson] you always speak to a human being.”

Acknowledging that inkjet printers do not offer graphics color, Weaver says the shortcoming is seldom an issue.

“If you want graphics color, we don’t talk to you about Epson,” he says. “However, I would say 90% of our deals do not need graphics color. A funny story; we have an automobile dealership where we installed around 50 Epson printers.

The service manager was not happy, saying the ‘red is not red enough.’ The owner got wind of this and walked over to the printer. He asked, ‘Is that red?’ The service manager answered ‘yes,’ but said she wanted it to be brighter. The owner said, ‘For what I am saving, the red is perfect.’”

Weaver encourages other dealers to take a look at inkjet, if they have not already done so. “There are very few service calls and oh, by the way, it’s cheaper to operate than laser,” he says. “If you want to make money and have a problem-free environment, this is it.” 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. www.of ficetechnologymag.com | May 2026 | ­15

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Sustainability in Print

A broader ink-tank conversation for the industry by: Kris Alvarez, Keypoint Intelligence

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ustainability in print is still often explained through the most visible forms of waste: spent cartridges, excess packaging and the service friction that comes with frequent consumable changes. That framing has helped refillable ink-tank systems build credibility across the U.S. market, and recent industry research suggests the category is beginning to enter a state of maturity. As ink-tank printing gains ground across home office, SMB and distributed work environments, energy use is becoming a more meaningful part of the sustainability conversation for manufacturers, dealers, resellers and managed service providers.

High-capacity ink-tank printers accounted for roughly 45% of global office and home inkjet shipments as of 2024, a number that could reach an estimated 49% by the end of 2026. Refillable ink-tank systems are expected to continue gaining share even as the broader printer market remains under pressure, suggesting the shift is becoming less about recovering page volume and more about changing device mix and buyer priorities.

Two Sides: Perception & Evaluation Keypoint Intelligence’s primary research among organizations already using ink-tank printers helps explain why. Sustainability credibility is already well established: Not surprisingly, 97% of respondents said ink-tank printers are more sustainable than cartridge-based devices. Yet the benefits buyers most readily associate with ink-tank systems are reduced plastic waste from cartridges and less packaging waste. Lower energy consumption is part of the conversation, but it is not the first attribute most users mention.

At the same time, when respondents were asked to rank sustainability characteristics during evaluation, lower energy consumption emerged as the second leading factor, behind reduced plastic waste. That gap between perception and procurement is important, in that while energy may not

be the headline claim in the U.S. market, it surely matters when buyers compare alternatives more formally.

For the dealer channel, that distinction has practical consequences. Ink-tank systems are often positioned using two familiar arguments: lower TCO and less consumables waste. Both remain valid, though there are indications in the market that ink-tank printers are increasingly competing with low-end laser devices by offering cost-per-page (CPP) parity and better energy efficiency, a distinction that is particularly relevant in hybrid and distributed print environments where operating cost is evaluated more holistically. In that context, energy use becomes a greater part of the business case.

Image quality ranked as the top purchase driver for inktank users surveyed, followed by convenience relative to cartridge printers and ease of replacing empty supplies.

Preference for higher page yields ranked lowest. What is more, satisfaction among current ink-tank users was also exceptionally high (98%), illustrating how the high-capacity ink-tank system has moved beyond its original role as a “print-more-for-less” proposition. Buyers are increasingly evaluating these systems as mainstream print infrastructure,

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where usability, reliability and total operating efficiency matter as much as (or even more than) page yield itself.

Speaking specifically about consumables rhetoric, ink-tank models do not Those who continue eliminate the supplies strategy entirely positioning the ink-tank as much as they change the logic of it. printer as a primarily Energy Efficiency Is Bigger Than Even in a refillable model, the OEM supsupplies-saving device ply ecosystem remains resilient: Among Rated Power may undersell its broader That broader “efficiency” lens is where surveyed U.S. ink-tank users, 74% said energy consumption deserves a little they purchase new OEM ink supplies value as long-term print more attention. In practice, sustainabilrather than aftermarket alternatives. infrastructure. ity is not determined only by rated powThis means that the installed base beer consumption, but also by cleaning comes even more valuable when a device cycle design, frequency of maintenance, device downtime, in use is durable, easy to support and trusted to deliver conink waste and whether eco/ink saving modes remain usable sistent output over time. for business output. Thankfully, there is a bit more visibility into these considerations thanks to hands-on lab testing.

Ink Tank & Sustainability: What Is Next?

In both consumer- and office-class testing, one tank platIn summation, one of the clearest takeaways given reform showed fewer nozzle blockages, more efficient clean- cent survey and test data is that ink-tank printing has aling routines and much less degradation in eco mode than ready established itself as a more sustainable alternative to its competitor. In the office-class evaluation, one device cartridge-based inkjets in principle. The more important preserved business-ready output and OCR accuracy in eco consideration for dealers is how that sustainability story mode, while the other lost enough quality to make economy evolves. Reduced plastic waste will remain the most visible printing less viable for professional use. proof point, yet energy use is becoming a more relevant part While testing revealed differences between different ma- of the evaluation process, particularly when tied to repairchines by different OEMs, the key takeaway is not that ink- ability, maintenance efficiency, device longevity and competank printers perform differently from one another, but that tition with low-end laser. claims around sustainability, especially in the expanding For dealers and OEMs alike, a clear opportunity presents ink-tank space, become more credible when supported by itself: Those who continue positioning the ink-tank printer as real-world scenarios that effectively illustrate reliability and a primarily supplies-saving device may undersell its broader resource efficiency. value as long-term print infrastructure. The next phase of market growth is sure to favor providers that frame ink-tank Next Differentiators: Life Cycle & Serviceability systems more holistically. To achieve this, devices will have There are clear implications for OEMs and the greater to offer not only lower consumables intervention, but strondealer community here. Future differentiation in ink-tank ger life-cycle efficiency, serviceability and operational value printing will depend less on headline yield claims and more across SMB, home office, education and distributed work on reliability under real workloads, intelligent maintenance environments, too. The OEMs (and dealers, for that matter) design, eco-mode usability and regulatory readiness. that communicate the full picture will be better positioned It is also consistent with a regulatory backdrop in which to present ink-tank printing as a more credible, long-term ENERGY STAR remains a de facto requirement in many print architecture for SMBs, home office, education and dispublic-sector tenders, while packaging and producer re- tributed office environments alongside their positioning as sponsibility rules continue to influence procurement ex- simply a lower-intervention consumables model. n pectations. This direction aligns with what U.S. ink-tank Kris Alvarez is a senior analyst for the workplace team at printer users are saying. When asked what would make Keypoint Intelligence. He specializes in the print supplies and ink-tank printers more appealing, respondents put ease of consumables market, which includes ink and toner cartridges, repairability first, followed by cost savings, longer product as well as pulp and paper trends, with a particular focus in life cycle and lower energy consumption during use. Larger the ink-tank printer space. Alvarez provides organizations showed the strongest likelihood of expanding research and analysis that helps vendors ink-tank deployments over the next two to three years. and partners understand shifts in So, it stands to reason that the next phase of growth will demand, production and overall market be won less through consumables rhetoric alone and more dynamics. He can be reached at through life-cycle value, serviceability and measurable opkris.alvarez@keypointintelligence.com. erating performance.

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BTA IGNITE Orlando & Elevate BTA hosts events March 19-21 in Orlando, Florida

by: Elizabeth Marvel, Office Technology Magazine

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he Business Technology Association’s (BTA’s) IGNITE Orlando event was held March 20-21 at Disney’s Yacht Club Resort in Orlando, Florida. In conjunction, BTA hosted e-automate Elevate: A BTA Dealers Helping Dealers Best Practices Event on March 19.

The IGNITE event included four main-stage sessions: a manufacturer panel, “CEO Insights: Marketplace Changes, Tariffs, Tough Choices & the Future of the Office Technology Industry,” moderated by BTA Ambassador Bob Goldberg; a dealer panel, “Practical Uses for AI in Your Dealership,” moderated by Laura Blackmer, Konica Minolta Business Solutions U.S.A. Inc.; a second dealer panel, “How Is Your Culture?” moderated by Mike Marusic, Sharp Imaging and Information Company of America; and the keynote address, “How Leadership Affects Customer Service & How Customer Service Affects Your Bottom Line,” presented by Don Crawley, Compassionate Geek. The breakout sessions included: “Sales vs. Service: The Heavyweight Showdown,” with Sarah Henderson, Pacific Office Automation; “The Practical Use of Power BI to Monitor Key KPIs,” with Jack Duncan, Jack Duncan Consulting, and Mike Kirkpatrick and Gary Lavin, CEO Juice; and “How to Be a Better Listener,” with Crawley.

The event sponsors: ACDI, AgentDealer, Avaniko, Avision, Brother, ConnectWise, Crexendo (lunch sponsor), Culligan Quench, ECI, ecoprintQ, eGoldFax (breakfast sponsor), ELATEC, Epson, FlexPoint, FP, Fujifilm, GreatAmerica, HP, Hytec, IBPI, Impression Solutions, Intermedia, Keypoint Intelligence, Konica Minolta, Kyocera, LEAF, MPS Monitor, MyQ, SalesChain, Sharp (dinner sponsor), Source Technologies, Square 9, Static Control, TD SYNNEX, Toshiba, Xerox (drinks sponsor) Y Soft and Zultys (breaks sponsor).

BTA’s next event, BTA IGNITE Kansas City (including BTA at 100: A Celebration), will be held Sept. 1-3 in Kansas City, Missouri. For more information, see the ad on pages two and three, and visit www.bta.org/IGNITEKC to register. 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 left: Crawley presents the keynote address; 2025-26 BTA Southeast President Richie Creech serves as an emcee on March 20; the BTA IGNITE Orlando event featured a keynote address, a manufacturer panel, two dealer panels, three breakout sessions, time to visit with peers and exhibiting sponsors, and a reception and dinner on the first evening.

Above: Goldberg ( far right) moderates the manufacturer panel with executive panelists (left to right): Mary Hart of HP Inc., Mike Marusic of Sharp Imaging and Information Company of America, Karl Boissonneault of Xerox Corp., Jim Coriddi of Ricoh USA Inc., Larry White of Toshiba America Business Solutions Inc. and Laura Blackmer of Konica Minolta Business Solutions U.S.A. Inc.

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Executive Insights

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he first day of BTA IGNITE Orlando kicked off with the manufacturer panel, where five OEM executives shared their insights on the current and future state of the industry. The panelists included Laura Blackmer, president of dealer sales, Konica Minolta Business Solutions U.S.A. Inc.; Karl Boissonneault, president of North America channels and partners, Xerox Corp.; Jim Coriddi, chief dealer officer, Ricoh USA Inc.; Mary Hart, head of the U.S. Commercial Print Channel, HP Inc.; Mike Marusic, president and CEO, Sharp Imaging and Information Company of America; and Larry White, president and CEO, Toshiba America Business Solutions Inc. The first question put to the panel revolved around manufacturer consolidation. Most of the executives agreed consolidation is coming, but that it will likely take the form of behind-the-scenes partnerships. “I think what we will experience some in the next 18 to 24 months will be a bit quieter [than the Xerox/Lexmark acquisition] ... I think it’s a good assumption that there’s a lot of conversations happening,” Blackmer said. “It’ll be a little bit more back office, similar to the Ricoh/Toshiba [partnership], which ... was a very good thing for the dealers.”

Despite potential consolidation, the executives emphasized their commitment to the dealer channel. “Whether consolidation happens or doesn’t happen, I think one thing that dealers can count on is that the folks who are sitting up here at this table are committed to this channel and making sure that we are bringing the best products forward to help you be successful,” Hart said.

“What you’re hearing more than anything is that the dealer channel is going to be more and more important to the manufacturers as we go forward,” Coriddi said after being asked about dealer versus direct sales forces and territories. “When I look at Ricoh, in 2017 we did something relatively unprecedented and eliminated 1,700 direct salespeople and sold off the lion’s share of the MIF, plus opened up all of our dealers to really being our major play in SMB.” “We’ve been publicly saying that 80% of our print business will be fulfilled through the channels,” Boissonneault said. “In the U.S. we also transferred four states from a [direct] service and sales coverage model to a dealer model ... we’re going to do the same thing in five other states ... Even though our enterprise reps might be engaging in accounts, the print fulfillment will move through our dealers as we go forward.”

All of the executives emphasized the importance of growth beyond print into IT services, software, A/V and other technologies, as well as artificial intelligence (AI). “For all of us, I think AI’s going to be the biggest driver,” Marusic said. “You see a gigantic investment in AI, which is able to drive software development. So a lot of our coding now is done with AI — coding drivers, security platforms and things like that. The biggest albatross we had in our business was our former LCD plants ... a couple of those now have been converted into AI data centers.”

“We’re investing a lot into AI in our business to support our customers,” White said. “One of the things that we’re doing is creating an AI agent that will be able to capture meter reads for non-cloud devices ... We’ll be producing that soon and spending money on our own DCA ... So our predictive analytics and our AI tools on that side are paying off tremendously, and our dealers can use those to have a really close idea of when a product’s going to break. In fact, our predict rate right now — and it’s learning more every day — is 80% within two weeks.” n — Elizabeth Marvel

Above left: Blackmer (far right) moderates the AI dealer panel with panelists (left to right) Chelsea Bode, CEO, Pearson-Kelly Technology, Springfield, Missouri; Lauren Hanna, president, Blue Technologies, Cleveland, Ohio; and Jenna Stramaglio, channel development manager, ConnectWise. Above right: Marusic (far right) moderates the culture dealer panel with panelists (left to right) Anthony Cucco, COO, Impact Networking, Lake Forest, Illinois; Anthony DelGrosso, vice president and general manager, Milner Inc., Peachtree Corners, Georgia; and John Lowery, CEO, Applied Innovation, Grand Rapids, Michigan.

Above left: Kaylie Williams (left) of Kyle Office Products, College Station, Texas, visits with Jennifer Muller of ecoprintQ during a break between sessions. Above right (left to right): Nick Augeri of Toshiba visits with Erik Skadberg and Michael Skadberg of CPI Business Solutions, Lafayette, Indiana, during a break.

Above: The breakout session presenters were (clockwise from top left) Henderson, Duncan, Kirkpatrick, Lavin and Crawley.

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AI INSIGHT

The New Search Engine

What you need to do to stay discoverable by AI by: Jenna Miller, Emerald Strategic Marketing

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or years, search was simple: buyers typed keywords into Google, skimmed a list of links and clicked through websites. That era is ending. According to SearchEngineLand. com, 37% of buyers now start searching with artificial intelligence (AI) instead of Google, which means tools like ChatGPT and Microsoft Copilot are becoming go-tos for buyers who want quick answers.

This shift is more than a trend. It is a visibility shift. If AI engines do not understand your business, they will not recommend you. And if they do not recommend you, your competitors will gladly take that spot.

So, what can you do about it? In this article, I will break down what is changing and then discuss what you need to do to stay discoverable.

The Shift From Links to Answers Buyers are not searching the old way anymore. They are asking AI questions like: n “What’s the best managed print provider near me?” n “How do I reduce downtime in my office?” n “Who can help me modernize my document workflow?”

AI engines do not show 10 blue links like traditional search engines. They respond with single, synthesized answers, which is why buyers prefer them. They choose the most clear, trustworthy source and present it as the recommendation. This is great for the user, but not always great for businesses.

This means your visibility now depends on how well AI can interpret your digital presence, not how well you rank on Google alone. If your content is vague, outdated or unclear, AI engines simply skip you.

Why Your Digital Presence Matters AI engines do not “guess” what your business does. They pull from what they can understand, trust and verify. If your website, Google Business Profile and online content (this includes social media) do not clearly communicate who you are and why you are credible, AI will not push your content and brand.

For office technology dealerships, where services often sound similar across competitor companies, clarity becomes a differentiator. If your competitor explains its services more clearly, AI will choose it over your company — not because it is better, but because its website is easier to understand.

The New Rules of Being Discoverable Rule No. 1: Be clear about who you are and what you do. AI engines do not respond well to jargon or fluffy marketing language. They need simple, direct explanations of what services your company offers, who it serves and where it operates.

If your homepage says your company “empowers digital transformation through innovative solutions,” AI has no idea what that means. But if it says you “provide managed print, office technology and workflow automation for businesses in [City],” AI can use that.

Rule No. 2: Answer real questions your buyers ask. AI prioritizes content that mirrors natural, conversational questions.

That means your website should include short, helpful explanations, FAQ sections and “How it works” breakdowns. Think about the questions your sales team members hear every week.

Those should be written on your website in plain language.

Rule No. 3: Strengthen your trust signals. AI engines look for proof that you are legitimate and credible. They scan for case studies, testimonials, industry experience, consistent business information and a clear, authoritative “About Us” page. If your “About Us” page is two sentences long and your case studies are outdated — or worse, nonexistent — it will assume you are not a strong recommendation.

Rule No. 4: Organize your content so AI can follow it. AI reads structure. It understands headings, short paragraphs, clear sections and focused pages. If your website is cluttered, confusing or trying to cover too many topics on one page, it cannot extract real meaning and you lose visibility.

Your Website Is Your Home Base Even in an AI‑first world, your website remains the source of truth. AI checks it for clarity, credibility and accuracy. A modern, fast, mobile‑friendly site signals professionalism and reliability.

For office technology companies, this is especially important.

Buyers are evaluating you for reliability, uptime and support. A slow or outdated website sends the wrong message. Your service pages should be accurate, up-to-date and easy to understand.

Your Google Business Profile Still Matters AI engines use your company’s Google Business Profile to confirm your legitimacy. They look at your reviews, photos, updated business information, service areas and categories.

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For businesses, this profile is often the deciding factor in whether Google recommends you for “near me” searches.

Content That AI Loves

In the age of AI-powered discovery, being “findable” is not about gaming algorithms — it is about being clear, credible and easy to understand.

AI engines reward content that is helpful, valuable, human-sounding, clear and practical. They prefer real examples, stories, definitions and step‑by‑step explanations. They do not reward keyword stuffing or vague marketing copy. If your content solves a real problem, AI will surface it. If it sounds like it was written for a brochure, it is more likely to ignore it.

Next Steps Here is where CEOs and business leaders should focus: n Audit your company’s website for clarity, accuracy and outdated content. n Add FAQ sections to your core service pages. n Refresh your Google Business Profile with new photos, reviews and updated details.

n Create “pillar pages” that clearly explain your core services. n Strengthen your brand story so AI engines understand your expertise.

The Bottom Line

Companies that adapt now will be the ones AI recommends. In the age of AI‑powered discovery, being “findable” is not about gaming algorithms — it is about being clear, credible and easy to understand.

The businesses that embrace this shift will win more visibility, more trust and more opportunities. The ones that do not will quietly disappear from the answers buyers see. n Jenna Miller is the CEO of Emerald Strategic Marketing, a digital marketing agency in Tampa Bay, Florida, that delivers custom solutions like SEO, social media management and other marketing services.

She can be reached at info@emeraldstrategicmarketing.com.

Visit www.emeraldstrategicmarketing.com.

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BTA AT 100!

‘A Connective Thread‘

BTA members share a century of connection & success Compiled by: Brent Hoskins, Office Technology magazine

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s the Business Technology Association (BTA) celebrates its 100th year, it is gathering testimonials that reflect on the people, businesses and experiences that have shaped BTA across the decades. Office Technology asked BTA members to share what the association has meant to them and their businesses — favorite memories, experiences when BTA made a difference for them, the value of membership, their perspective on BTA’s role in the industry, words of congratulations, etc. Below are additional responses received. More responses will be published in this feature throughout 2026. If you would like to share your BTA story, email it to Brent Hoskins at brent@bta.org.

“It has been about 15 years since I started attending BTA events. For me, it has always been about the knowledge I gain from the speakers and the chance to meet with vendors up close. Over the years, those conversations have been just as valuable as the presentations themselves.

“BTA has given me the opportunity to adapt, expand my knowledge, and learn from others in the industry who are facing many of the same changes and challenges. Every event brings new ideas, new perspectives and, often, a reminder that the technology business never stays the same for long.

“BTA is THE technology group and technology never stands still. Neither does BTA.” Art Post, founder Print4Pay Hotel, Highlands, New Jersey “[My company] being a BTA member and, specifically, a PRO Dealer Group member, has allowed me to grow and develop my business with the peer knowledge and expertise I need to ensure success.”

Tim Stanley, CEO/owner/problem solver TDSiT, Lowell, Arkansas “NOMDA [National Office Machine Dealers Association]/ BTA has literally been a major part of my entire professional and personal life, playing a significant role in shaping my life.

After a while it is difficult to distinguish between what is personal or professional. Imagine the incredible impact BTA has had throughout its history and consider what has happened

in the world during its 100 years, as well as the history of America from every perspective during this window in time. Yet, here we are, still standing and driving business forward with great enthusiasm — from pencils, paper, typewriters and a cornucopia of technologies, all the way to artificial intelligence (AI) and so much more to come! This 100-year-birthday celebration is sure to be one of excitement for the future and respect for the past.

“Thinking back on my career, BTA supported me with a great education, provided incredible mentorship opportunities and set a standard of excellence that shaped my life. I think about the people who guided me, lifted me and helped me through the challenges of my life. There have been so many incredible individuals who made BTA what it is today and still do. The list of volunteers is endless, but the one who led the charge with dignity, grace and intelligence is none other than [Former BTA General Counsel] Robert Goldberg. To this day, he is the guy I never want to disappoint! Of course, the many past presidents must be recognized, as well as [BTA Executive Director] Brent Hoskins and [BTA Marketing Director] Valerie Briseno, who hold down the fort every single day.

“The one personal moment I remember and hold dear is when I shared the stage with the highly respected Murase-san as BTA honored us with our respective ‘Lifetime Achievement Awards.’ That is a moment I will cherish forever!”

Mike Stramaglio, president and CEO Stramaglio Consulting, Scottsdale, Arizona “Accolades to BTA for a century of member-led support assisting members and vendors with leading-edge office technology and successful outcomes.

“I have such great memories of time well spent on BTA’s boards of directors, and working at the district and national levels as president.

“BTA has produced so many effective dealer and vendor relationships since 1926 — always for the mutual benefit of its members.

“Legal services were always the most important. Bob Goldberg and his team’s advice helped so many members navigate vendors, employees and even COVID-19 pandemic concerns

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to proper resolutions. There have been learning from one another, strengthening many accomplishments, including the the channel and helping shape the future “Considering the BTA BEQI [Business Equipment Quota Index], of office technology.” community’s willingness BTA-approved contracts and positive perDave Mueller, chief strategy officer to share and the ... sonal connections. BTA peer groups are NATIONAL Business Technologies dedication of the BTA also a great way to share best practices to Albany, New York increase profits and revenues while navistaff, there ... wasn’t any gating technology changes.

“I attended my first BTA show in 2017 question about reaching “I remember voting with [“Yes” and “No”] when I was new to (and a little intimidatthe century mark.” paddles at the NOMDA National Convened by) the office technology industry. That tion to approve the name change to BTA, experience quickly showed me I was in the selling the BTA property above the asking price with free rent right place. I met so many people who were welcoming, enthroughout the duration of the note (Thank you, [Former BTA couraging and willing to share their knowledge. It made me Executive Director] Bert Darling), taking BTA education to feel comfortable asking questions and learning more about the members locally and providing future funding with the the industry and the people who make it so impactful.

Russo Fund. Finally, I remember the excellent entertainment/ “This year, I started my own business, RockRoot, and one of speakers at the national conventions, such as The Beach Boys, the first things I did was reach out to become a BTA member.

George H.W. Bush and Dean Martin.

I am excited to continue growing within the BTA community “BTA has performed successfully as a dealer-led education- and to give back in the same way others did for me when I was al and learning organization for 100 years. Thank you, Brent just getting started.”

[Hoskins], members and vendors for steering BTA toward the Kristal Cook, founder next century.”

RockRoot, Little Rock, Arkansas Dennis Hunter, 2002-2003 BTA president Lee’s Summit, Missouri “‘How do I love thee? Let me count the ways’* “BTA offers its members both professional growth and op“Teaching ProFinance for the last 25 years has been the most erational efficiencies: rewarding part of my BTA experience. By sharing the principles n Access to industry-specific conferences, webinars and of the Strategic Business Associates (SBA) Model, ProFinance business-building workshops has helped dealers learn how to drive profitable growth in their n The ability to speak directly with peers who have already companies. My business partner Todd Johnson and I have been addressed the issues you face honored by the hundreds of stories from attendees who have n A wealth of forms, contracts and legal documents to immade dramatic improvements in their businesses. For a quarter mediately apply to your needs of a century, BTA’s ProFinance training has had a positive impact n An immediate source of reputable local service for your on its members and the imaging industry. Still going strong.” distant, multilocation customers John Hey, partner n Discounts on business essentials like insurance, logistics, Strategic Business Associates, Minneapolis, Minnesota subscriptions and products n Industry-specific skill-building and training certificates “The Business Technology Association has served as a conn BTA’s Office Technology magazine, which is always a nective thread for our industry, bringing together peers, part- must-read ners and ideas that help all of us operate better businesses and n BTA Legal Services deliver greater value to our customers. BTA has been instrun The BTA Scholarship Program mental in fostering trusted relationships, encouraging collabn And a PARTY (sometimes, it seems)! oration over competition, and keeping members informed as “Considering the BTA community’s willingness to share, technology and client expectations continue to evolve. and the professionalism and dedication of the BTA staff, there “At NATIONAL Business Technologies, those relationships really wasn’t any question about reaching the century mark. and shared insights have played a meaningful role in our growth Congratulations on celebrating 100 years young! and long‑term perspective. We are especially proud to be ap“*Apologies to Elizabeth Barrett Browning and her Sonnet 43.” proaching our own 100‑year milestone alongside BTA during Robert Moore, president this historic period, reinforcing the importance of continuity, Lockwood Moore Inc., Reno, Nevada n adaptability and community in an ever‑changing industry.

Brent Hoskins, executive director of the Business Technology “Congratulations to BTA on this remarkable achieveAssociation, is editor of Office Technology magazine. ment. We look forward to continuing the journey together — He can be reached at (816) 303-4040 or brent@bta.org. www.of ficetechnologymag.com | May 2026 | ­25

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DEALERS HELPING DEALERS

Supply Chain Disruption

How are dealers preparing for potential impacts?

Compiled by: Elizabeth Marvel, 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/DealersHelping Dealers. You will need your username and password to access this member resource.

How are you preparing for the supply chain impacts expected in the next three to nine months?

“We are taking a proactive and diversified approach to prepare for potential supply chain disruptions over the next three to nine months. Key steps include: n Increasing inventory on critical SKUs — We are prioritizing high-demand and high-margin products to avoid stockouts and protect revenue. n Diversifying suppliers — We are reducing our reliance on single vendors and identifying secondary and backup sources where possible. n Strengthening vendor communication — We are maintaining close, frequent contact with manufacturers and distributors to stay ahead of delays and allocation changes. n Adjusting sales strategy — We are steering customers toward in-stock or more readily available alternatives when it is necessary. n Reviewing pricing regularly — We are accounting for potential cost increases and protecting margins where it is appropriate. n Improving forecasting — We are using historical data and current trends to better anticipate demand and plan purchases. Additionally, we are setting clear expectations with customers around lead times and availability to maintain trust and avoid surprises.”

Keith Anselmo, territory manager Appalachia Business Communications, Johnson City, Tennessee “[It will be helpful to] have multiple lines and make sure you have a fleet of rentals and used equipment to support back orders.”

Alec Bean, president Gray & Creech Office Solutions, Greensboro, North Carolina

“[We are] being hyperaware of product availability, taking in more inventory in certain areas and staying in touch with our suppliers.”

Gary Foote, president HBM, Reno, Nevada “[We are] talking to our vendors to make sure they are prepared and stocking more inventory.”

Chip Miceli, CEO Pulse Technology, Schaumburg, Illinois “We just have to rely on our suppliers. We cannot justify huge on-site inventories. We are using Predictive InSight to help control supplies. We have engaged Jack Duncan to look at all parts and service.”

Tim Stanley, owner TDSiT, Lowell, Arkansas “We upped our annual increase to cover the price increases from last year. [I am] thinking we are going to hold for now. We are automating payables and using NEXERA to try and automate service a little.”

Nick Lioce, president The Lioce Group, Huntsville, Alabama “[We are] buying extra inventory to help with the delays.”

Dan Detrick, vice president CopyLady Inc., Fort Myers, Florida “We are going with the flow. We are notifying our customers of the disruption and are planning to acquire new customers in the managed IT space as a problem solver to assist them with mitigating the impact.”

Jeffrey Foley, COO Apollo Office Systems, Alvin, Texas “Forecast, forecast, forecast!”

Clint Feybusch, president Office Concepts, Pipersville, Pennsylvania n Elizabeth Marvel is associate editor of Office Technology magazine.

She can be reached at (816) 303-4060 or elizabeth@bta.org.

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LEGAL PERSPECTIVE

Employee Classifications

Take a look at how work is actually performed by: Greg Goldberg, BTA General Counsel

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hen it comes to assessing legal risk, business owners in the dealer channel may feel like there is danger lurking around every corner. Nevertheless, while it is important to develop appropriate systems and documentation to help manage risk, an owner’s time is best spent charting a path forward, not watching the business’s back. One area that deserves special attention, however, is employee classification.

Sales representatives work on commission, technicians travel from site to site, and managed IT providers often rely on a network of specialists who appear, solve a problem and vanish to the next service call. In the best-case scenario, the arrangement feels dynamic, modern and efficient — even inevitable. But in Washington, the question of who is truly an independent contractor and who is an employee is again under review, and the answer may prove less flexible than many in the industry would like.

On Feb. 26, 2026, the U.S. Department of Labor proposed a new rule addressing worker classification under three federal statutes, including the Fair Labor Standards Act. The proposal seeks to revive a framework first introduced in 2021 and effectively replaces a broader, more ambiguous rule that was finalized in 2024. For businesses deft at navigating regulatory shifts, the change might seem like small potatoes. But for those whose operations depend on independent contractors, the implications are more structural than cosmetic.

At the heart of the proposed rule are two questions: “Who controls the work?” and “Who stands to profit from it?” These are the “core factors” that inform proper classifications and they carry more weight than the surrounding considerations. For example, if a company dictates how, when and where a technician services a copier fleet, or if a company sets rigid protocols for a contractor’s day-to-day tasks, the balance tilts toward employee status. But if the worker exercises meaningful discretion — choosing clients, setting rates, bearing risk and pursuing profit — the case for independent contractor status strengthens.

The entrepreneurial opportunity factor is particularly resonant in the dealer channel. The independent service tech who invests in tools, cultivates a book of business and negotiates contracts may indeed resemble a small business owner. But the technician who works exclusively for one dealership, follows prescribed workflows and has little ability to influence earnings beyond logging more hours begins to look like an employee.

There are three additional considerations: the level of skill

required, the permanence of the relationship and whether the work performed is integral to the business. None of these considerations are new and none operates in isolation. A skilled network engineer may still be an employee if the relationship is indefinite and the work — maintaining client systems — is central to the company’s core offering. In this sense, the rule does not so much invent a new test as rebalance an old one, placing emphasis where the Department of Labor believes it has always belonged.

The practical question is not how the rule is phrased, but how to ensure compliance. Many dealerships have built hybrid workforces, blending employees with contractors to maintain flexibility and control costs. The proposed rule does not prohibit that model, but it does significantly narrow the margin for error. Classification is no longer a matter of labeling or contract language; it is, as the rule repeatedly suggests, a matter of economic reality.

Misclassifying workers is not a technical violation tucked away in a compliance manual; it is a liability that compounds quietly and then typically arrives in the form of a lawsuit, oftentimes a class action. Unpaid overtime, minimum wage shortfalls, tax exposure and potential penalties can accumulate over years, often triggered by a single audit or complaint.

In industries where margins are already under pressure — from hardware commoditization to the relentless demand for managed services — such liabilities can be destabilizing.

There is also a subtler cost. Businesses that rely too heavily on nominal contractors may find themselves constrained in how they manage and grow. The more control a company exerts to ensure quality and consistency — which customers demand — the more it risks undermining the independent status of the workers it depends on. It is a paradox familiar to many in the field: the desire to standardize service can, over time, erode the legal foundation of the contractor model.

The proposed rule is not yet final and, like its predecessors, it may face challenges before it takes full effect. But waiting for certainty is not a sound compliance strategy.

This is a moment to look at how work is actually performed, not merely how it is described. 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 | May 2026 | ­27

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BTA HIGHLIGHTS BTA would like to welcome the following new members to the association:

Dealer Members Michigan Computer Supplies, Ann Arbor, MI MP Copiers, Manassas, VA SWFL Office Solutions (SOS), North Venice, FL Consultant/Trainer Member Infinite Limit LLC, Cornwall, NY Vendor Members ARCOA Group, Waukegan, IL Global Payments, Atlanta, GA For full contact information of these new members, visit www.bta.org.

AEO Website Readiness Report Keypoint Engage is an AIpowered execution service that transforms trusted industry insights into measurable business results.

It builds on Keypoint Intelligence’s legacy of trusted market research, independent testing and data-driven insight — taking that expertise a step further by turning intelligence into action.

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BTA members can get a free personalized answer engine optimization (AEO) website assessment to see how their digital presences can be optimized.

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

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

Each month, BTA features two of its vendor or consultant/trainer members in this space. BTA recommends due diligence when choosing a partner.

AMETEK ESP is

a leading provider of power filtering solutions, offering advanced products designed to protect and optimize electrical systems across various industries.

With a strong presence in office environments and white goods (major appliances), ESP’s solutions ensure reliable power quality, enhancing equipment performance and longevity. ESP specializes in mitigating electrical disturbances, reducing downtime and improving energy efficiency. It is a trusted partner for businesses seeking to safeguard their operations. www.ametekesp.com ARCOA Group is a leader in the asset remarketing and electronics recycling industry with three locations, including its headquarters and 100,000-square-foot operations hub in Waukegan, Illinois. ARCOA’s solutions not only meet sustainability standards, but also help businesses with their environmental, social and governance (ESG) efforts through its revenuegenerating ERaaS program for the dealer channel. ARCOA provides secure, 100% data destruction. In addition, it focuses on the reuse of working devices whenever feasible and performs materials recovery for end-of-life electronics when reuse is not an option.

www.thinkarcoa.com A full list of BTA vendor members can be found online at www.bta.org.

For more information, visit www.bta.org.

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SELLING SOLUTIONS

Role Playing

How it should be administered in sales training by: Troy Harrison, Troy Harrison & Associates

I

have a confession to make. I enjoy role playing in sales training meetings. I know, I know — that puts me in a very small minority. Most salespeople would rather have a root canal than participate in role-playing exercises. And honestly?

I do not blame them.

Here is the thing most sales managers miss: Salespeople do not hate role playing because it does not work. They hate it because managers typically do it incorrectly. When I bring up role playing in a training session, I can practically see the energy drain from the room. Top performers suddenly become reluctant participants, dreading what feels like an artificial performance in front of their peers.

But role playing, when done correctly, is one of the most powerful tools in your training arsenal. When done incorrectly it can be absolutely devastating — not just to performance, but to relationships and careers.

Let me tell you about someone I used to know. She was a national training manager for a company I worked for years ago and she had a particular approach to role playing that I will never forget. This woman took genuine pleasure in making role plays as tough as she possibly could, regardless of how well the participant executed the lessons she had just taught. If he (or she) nailed the technique perfectly, she would still find ways to grind him down. She seemed to enjoy watching people squirm, stumble and, ultimately, fail in front of their colleagues.

I watched her reduce seasoned sales professionals to nervous wrecks. People who could handle the toughest customers with ease would move to the back of the room when she announced role-playing time. She would keep pushing and pushing until even the most confident salesperson looked incompetent. And she would do it with a smile, as if the public humiliation was just part of the learning process. She was making the role play about her, not about learning.

Here is the thing about role playing that this training manager never understood: It is an intensely personal experience.

When you force someone to perform in front of his peers and then systematically tear him apart, you are not just critiquing his sales technique, you are attacking his professional competence, confidence and, ultimately, sense of self-worth. People do not just walk away thinking, “Well, that was tough but educational.” They walk away thinking, “I was just humiliated in front of my colleagues.”

The story does not end there. A few years later, this training manager was reassigned to a different position within the

company — one where she needed the cooperation and support of the very people she used to grind into dust during those role-playing sessions. And guess what happened? They chose not to help her. In fact, some of them even went out of their way to make her job more difficult. She eventually failed in that role and left the company.

You see, this was not just about professional differences.

She had made people look bad enough in front of their peers that they severely disliked her. A few even hated her. That is the power of poorly executed role playing — it does not just fail as a training tool, but actively damages relationships and creates lasting resentment.

Think of role playing as resistance training for your sales team members. You know how a baseball player in the ondeck circle swings a bat with a weighted donut on it? When he steps up to the plate and removes that weight, the bat feels as light as a toothpick. That is exactly what effective role playing should do — make the real sales call feel easier because your people have practiced under more challenging conditions.

The key insight is this: Role playing is inherently more difficult than actual customer interactions. In real sales calls, your salespeople are confident, comfortable and building genuine rapport. During role plays, they are performing in front of colleagues, dealing with contrived scenarios and too often facing unnecessarily brutal feedback. The last thing they need is a manager who makes it even more difficult than it needs to be.

So how do we fix this? There are three fundamental principles that will transform role playing from a dreaded interruption into something your team values. www.of ficetecthnologymag.com | May 2026 | 29

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just enough resistance to highlight the (1) Set the stage properly. Before divlearning opportunity, then course-correct ing into any scenario, I always tell my team Remember, the person before frustration sets in. The goal is to build that perfection is not the objective. This is participating in your role confidence and competence, not break spira safe space for learning and reinforcing play is not just learning its or demonstrate your own superiority. important techniques. When salespeople a sales technique — Remember, the person participating in know they will not be judged harshly for your role play is not just learning a sales missteps, they engage authentically and he is exposing himself to technique — he is exposing himself to poabsorb lessons more effectively. It is a simpotential embarrassment tential embarrassment in front of his peers. ple concept, but most managers skip this in front of his peers.

That takes courage. Respect that courage. step entirely. They jump straight into the Honor it. Use it to build him up, not tear exercise without establishing psychologihim down. cal safety.

Master these three elements and you will see your team (2) Keep it focused. Here is where a lot of managers go wrong — they try to role play entire sales calls. Do not do that. members’ attitudes toward role playing completely transform.

Instead, isolate specific components. Maybe it is two strategic Instead of groaning when you announce practice time, they questions, a brief product demonstration or a particular ob- will start seeing it as valuable preparation that makes their jection-handling technique. This targeted approach allows for real sales calls feel effortless. More importantly, they will see deeper practice and clearer feedback without overwhelming you as someone who invests in their success rather than someparticipants or eating up your entire meeting. It also reduces one who enjoys their failure. That is when role play becomes what it was always meant to be: a competitive advantage disthe opportunities for public failure.

(3) Run the role play correctly when you are playing the guised as training, not a weapon disguised as development. n “customer.” This is critical. As the sales manager, your job is Troy Harrison is the author of “Sell Like You Mean It” and “The Pocket Sales Manager.” not to be the toughest prospect your salespeople will ever enHe helps companies navigate the elements counter. My philosophy is simple: Make it easy for them to sucof sales on their journeys to success. ceed when they are executing the technique correctly. Only beTo schedule a free 45-minute Sales come a challenging customer when they veer off course — and Strategy Review, call (913) 645-3603 or even then, stop quickly before you grind them into powder. email troy@troyharrison.com.

When salespeople nail the technique, reward them with a Visit www.troyharrison.com. cooperative “customer” response. When they struggle, provide

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