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FEATURE ARTICLES
10
Culture Redefined
Elevating productivity, collaboration (& fun) by Brent Hoskins
Office Technology Magazine
Every office technology dealership has its own company culture. However, it may not be all that good. How is the culture in your dealership? This article features profiles of three BTA member dealerships focused on how they redefined their cultures.
I Wish I Had ...
16
21
Lessons from those who have sold their dealerships by Jim Kahrs
Prosperity Plus Management Consulting Inc.
I have had the unique opportunity to gain experience, as an insider, from what dealers think as they reflect on the sales of their dealerships. In this article, I am going to outline 10 things dealers have told me they wish they had done differently with their transactions.
Beyond the Click
Production print demands a different sales strategy by German Sacristan Keypoint Intelligence
Production print is something that generates revenue from the printed products being produced. Dealers entering the production space must do more than pitch technology; they must demonstrate how that technology supports profitability. That shift is a challenge and an opportunity.
24 AI is Essential
One dealer’s artificial intelligence journey — so far Jeffrey Foley Apollo Office Systems
DEALERS HELPING DEALERS
Records Management
What electronic systems are dealerships using?
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.
LEGAL PERSPECTIVE
27
Collecting & Sharing Data
Beware of lawsuits targeting business websites by Greg Goldberg
BTA General Counsel
In California (and increasingly beyond), businesses are facing a surge of lawsuits alleging their websites secretly collect personal information from visitors and share it without consent. For BTA members, this deserves serious attention.
SELLING SOLUTIONS
1995 Sales Strategies
If they worked back then, will they work today? by Reena Philpot
Reena Philpot Sales Coaching
I think all modern things can be wonderful when sprinkled in, but the bottom line is 20 real conversations that often require hearing “no” and “not right now” done consistently with good notekeeping and follow-up will lead to success.
AI has been a fascinating ride for my business, and I firmly believe it holds transformative potential for our industry. In this article, I will recount some hits and misses, highlight key initiatives and major software transitions, and outline our future plans for proactive, AI-driven service delivery.
Business Technology Association • BTA Highlights
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A Bit More on Culture From My Interviewees
IExecutive 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
Jeffrey Foley, Apollo Office Systems www.apolloofficesystems.com
Greg Goldberg, BTA General Counsel Business Technology Association
have written hundreds of articles for Office Technology magazine through the years, but I have not written an article in the past focused specifically on company culture. So, I am overdue. For this issue, I interviewed owners of three BTA member dealerships on the topic: Applied Innovation, based in Grand Rapids, Michigan; Document Solutions Inc. (DSI), based in Albuquerque, New Mexico; and Fisher’s Technology, based in Boise, Idaho. Two of these companies immediately came to mind since they have presented on company culture at past BTA events. The third was recommended to me. All three are great companies.
Here is how it works. When I interview someone via Microsoft Teams for an article it is recorded and transcribed. I then read through the transcription as I listen to the recording, highlighting certain quotes from the interviewee that I think would be especially good for the article. From there, I prepare an outline and write the article. The thing is, unfortunately, I never can use all of the interview content within the article, due to the limited amount of space in the layout. With that in mind, below are some additional comments and details that were not included in this month’s cover story that I believe will be of interest.
n Applied Innovation: In my interview with Casey Lowery, he referred to an initiative in place at Applied called Else’s Shoes. As you can imagine, when he said that I first pictured the shoes of someone named Elsa. I quickly understood as Casey explained that employees meet quarterly with five other employees, spending half an hour learning about what each person does for the company and who he (or she)
is as a person. “So, we call it Else’s Shoes,” he said. “The goal is to see what it’s like to be in their shoes.” Applied has been doing this for several years and has had around 300 employees spend three hours a quarter learning about some of their teammates.
n DSI: A couple of years ago, DSI implemented the use of Nectar software, which I see the vendor promotes as “employee recognition software to build great culture.”
Jocelyn Gorman explained that employees receive points that they then give to other employees. As those awarded points add up, they are redeemable for merchandise by way of an online store. For example, an employee may notice another employee “representing our selfless service” and award him some points. “So, on a day-to-day basis, everyone is finding ways others are reflecting and living out our core values,” she says. “It’s really neat and people love it.”
n Fisher’s Technology: In my interview with Chris Taylor, I asked about the payoffs of a strong company culture. He listed four:
(1) It assists in the hiring process. “If the culture is so strong and obvious, they [a job candidate] will know if this is where they want to be.”
(2) If the culture is a good fit, the new hire will “feel at home,” which helps with employee retention.
(3) It aligns the employees around the shared core values of the company, allowing them to cohesively strive for the same strategies and goals within the culture.
(4) Given that the employees are aligned around the same “culture, values and mission,” it allows for “healthy disagreements” as employees “respectively explore their differences to come to more innovative solutions.”
I would like to share even more from these great interviews, but just like with the cover story, once again, I am out of space. n
— Brent Hoskins
Jim Kahrs, Prosperity Plus Management Consulting Inc. www.prosperityplus.com
Debra Dennis CopyPro Inc. Greenville, North Carolina ddennis@copypro.net
President-Elect
Mike Boyle
BASE Technologies Inc. Bethel, Connecticut mboyle@baseinc.com
Vice President
ducation is a vital component of professional development and career growth in the ever-evolving business landscape. By continuously expanding your knowledge and skills through education, you can stay competitive, adapt to changing technologies and market trends, and enhance your overall performance in the workplace. For office technology professionals, staying informed about the latest tools, techniques and best practices is crucial to success.
The Business Technology Association (BTA) recognizes the significance of education in empowering individuals and businesses to thrive in the fast-paced, tech-driven world. BTA offers a range of in-person and online courses designed to support administration, sales, IT and service team members in honing their skills, enhancing their expertise and achieving their career goals. These courses cover a variety of topics relevant to the office technology industry, providing valuable insights and practical knowledge that can be applied in real-world scenarios.
I encourage you to register for one of these BTA workshops that are starting soon:
n NEW! FIX: Cost Management For Service 3.0 — This online workshop is an updated version of the original in-person FIX workshops developed for service managers. Taught by Jack Duncan of Jack Duncan Consulting (JDC), FIX not only focuses on the industry-standard benchmarks as taught in BTA’s ProFinance workshop, but also how to delve into them to identify potential areas for improvement, and their impact on profits and efficiency. A new addition to FIX and included in the price of tuition will be the development of an action plan for each dealership after completion of
the course. This workshop will be held virtually Oct. 14-17.
n vCIO University — The vCIO (SME) role plays a significant part in the success (or failure) of your managed IT program. vCIO University delivers a comprehensive curriculum that provides education, coaching, peer collaboration and professional development for vCIOs (TAMs/SMEs). vCIOs of all experience levels will gain clarity of the role, understand the essential skills, learn the tools and tactics for each component, create actionable takeaways to bring back to the business, demonstrate competency in what they have learned via graduation and receive post-graduation support for 60 days. This workshop will be held Oct. 21-23 in Tampa, Florida.
n BTA Service Academy — Unlock your service team’s potential with the online BTA Service Academy. During this 21-week course, which meets one day a week for about two hours, Ken Edmonds of 22nd Century Management will equip service managers with the skills, leadership and tools needed to tackle tomorrow’s challenges today. This virtual workshop starts Nov. 14.
In addition to these upcoming courses, BTA offers its in-person ProFinance workshop three times a year (2026 dates to be announced), as well as discounted on-demand courses, CompTIA exam voucher discounts and a variety of webinars to help members build their businesses and stay up to date with industry trends.
To learn more about and register for any of BTA’s educational offerings, visit www.bta. org/Education. BTA members can receive a $150 or $250 discount on tuition by entering the promo codes received with their membership during the registration process, making professional education more accessible and affordable. n
— Debra Dennis
Mike Hicks Electronic Business Machines Inc. Lexington, Kentucky mhicks@ebmky.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
Culture Redefined
Elevating productivity, collaboration (& fun)
by: Brent Hoskins, Office Technology Magazine
Every office technology dealership has its own company culture. However, it may not be all that good. How is the culture in your dealership? Is it what you want it to be? Do your employees look forward to coming to work each day or dread it? Here are profiles of three BTA member dealerships focused on how they redefined their cultures.
Applied Innovation
In 2012, Applied Innovation, based in Grand Rapids, Michigan, celebrated its 25th anniversary. The dealership’s founder and now CEO, John Lowery, had the idea of celebrating the year, in part, by way of Applied’s employees serving 2,500 hours in volunteer service over the course of the year. “That was our way of giving back to the communities we served for the 25 years we had been blessed to be in business,” he says. “We didn’t do the 2,500 hours — we did 3,750 hours.” Now in its 38th year — with nearly 600 employees across 17 locations — the volunteering at Applied continues. “Last year we did 8,000-plus volunteer hours.”
This ongoing commitment to community service through employee volunteerism is among the varied reflections of the company culture in place at Applied, the result of a concerted effort that began in 2009. That effort ultimately led to the launch of Applied Chemistry, which uses the “Elements of Success” — a variation of the periodic table of elements — as a guide to ensure the dealership remains focused on its values, setting the stage for the desired culture. For example, among Applied’s 12 core Elements of Success: “community” (Cm); “build team unity” (Btu); and “fun” (Fn). As part of this initiative, the dealership promotes: “By focusing on decisions that benefit our clients and employees, our commitment to the community and having fun, we’ve created a culture we are proud to encourage across our many locations.”
Any visitor to Applied’s headquarters will see the 12 core Elements of Success displayed in the lobby, incorporated into a “living wall” of plants, Lowery explains. “Inside your organization, you want your culture to be living — to be
alive,” he says. “Our ‘living wall’ is representative of what we want with our culture.”
In support of the Elements of Success and the resulting company culture, “every single employee in the organization is taught to be a storyteller,” Lowery says, citing daily experiences that tie to the elements. “Throughout your work at Applied, you are going to experience an ‘integrity’ [In] moment, a ‘success by selection’ [Sbs] moment, a ‘creativity’ [Cr] moment, etc. We want you to weave that into the story. For example, if an employee finds that a customer has been overbilled in error, when we make it right, that’s an integrity moment ... The employee can then share that story with others. That’s how we perpetuate who we are and why we do what we do.”
As the creation of the Elements of Success illustrates, the key to having the right company culture is to be “intentional” in its development, says Casey Lowery, president at Applied. Either way, a culture will be in place, he says. “It’s just a matter of whether or not you want your fingerprints on it,” he says. “If leaders are not intentional, the culture is not necessarily bad, but it may not be the culture you want. If you are not setting the tone and being intentional about it, it’s easy for your company culture to get derailed.”
Casey emphasizes that being intentional with culture has paid off at Applied. “One benefit, certainly, is reflected in our low employee turnover rate,” he says. “Even during the ‘Great Resignation,’ our numbers were well below the national average in terms of people changing jobs. There’s no question that our culture has helped to keep our turnover rate low.”
In addition, the culture contributes to the “quality of life” of Applied’s employees, Casey says. “It’s my job, as a steward of the business, to make it a great place to come to work; happy people will take good care of customers,” he says. “Our customer satisfaction is directly driven by the fact that we spend a lot of time and energy on our culture.”
John further emphasizes the point. “I give tours around the office and people will say, ‘How do you guys get anything done? It seems like everybody’s laughing and having a fun
time.’ And I say, ‘I’ll match our productivity against anybody else’s in the country.’ If people are enjoying what they’re doing and they’re having fun, they’re going to be much more productive.”
Document Solutions Inc.
Around seven years ago, Document Solutions Inc. (DSI) surveyed its employees seeking their opinions on working for the Albuquerque, New Mexico-based, dealership, “because we didn’t know what we didn’t know,” says Phil Houser, CEO. “We were not thrilled with the results. It was very humbling ... That was the catalyst for change — putting ourselves out there, identifying the pitfalls and areas where we were falling short.” The culture at DSI has changed considerably since then. This year the dealership was voted among Albuquerque’s “Top Workplaces” for the fourth year in a row.
“I give tours around the office and people will say, ‘How do you guys get anything done?’ ... If people are enjoying what they’re doing and they’re having fun, they’re going to be much more productive.”
— John Lowery Applied Innovation
disruptive to our company,” he says. “That was one of the most difficult decisions, but also one of the most positive.”
Today, through interviews and assessment tests, DSI ensures that all new hires are the right fit for the culture. “Core value alignment is nonnegotiable,” Gorman says. “Are they a good team fit? We teach people tasks, metrics and how the industry flows, but when it is clear that job applicants won’t jive with the team and lean into our core values as their standards, they are not hired.”
Essentially, all of DSI’s employees can “recite our core values because we post them, live them and talk about them,” Houser says. “Every month we have a wrap-up meeting, and we always talk about a core value and share examples of people living that value within the company. I could share example after example of selfless service.”
The cultural change at DSI has been driven primarily by ensuring the right people are on the team and that they are aligned with the company’s five core values. The values (listed with DSI’s explanations): accountability (“We own our results, from start to finish.”); integrity (“We do the right thing because it’s the right thing to do.”); passionability (“We are eccentrically committed to partnership successes.”); selfless service (“We provide proactive best-in-class service even when inconvenient to self.”); and positivity (“One of the few things we have control over is our attitude.”).
“Defining our core values as what we believe in, what we want to stand by and then holding ourselves accountable has made a huge difference at DSI,” Houser says. “It has propelled us forward. Once you define what good looks like and what the expectations are, you will have everybody rowing in the same direction.”
The culture transition was not an easy task. If even one employee does not align with the dealership’s core values, that person “can be toxic, destroying the culture,” says Jocelyn Gorman, DSI president. “So, we went from 73 employees to 58 employees [working across eight locations]. That has a lot to do with having the right person in the right seat and aligning with our values — drawing a line in the sand. Those employees who were not aligned with our core values, purpose and passion were moved in a different direction.”
Houser recalls that one of the individuals included in the downsizing was a 15-year employee. “That person reported directly to me, did so much for our company and I still think the world of that person today, but the employee was very
Gorman says the positive culture at DSI is palpable. “What’s cool is that if you visited DSI on a Monday, you would see that people are excited about it being a Monday; a Monday feels like a Friday,” she says. “There is energy, positivity and an observable willingness to work together. Our people are excited and eager to do what they’re hardwired to do.” Alignment with the shared values “generates behaviors,” she continues. “And those behaviors are in practice daily, whether you’re in front of a customer or helping a team member.”
The enthusiasm shared by Houser and Gorman regarding DSI’s culture clearly reflects a new beginning for the dealership since those “very humbling” employee survey results years ago. “We have a whole new leadership team that is driving initiatives and changes, from where we were to where we are going,” Houser says. “It’s an exciting time for our company; we expect to double in size over the next three to four years.”
Fisher’s Technology
Looking back, Chris Taylor, CEO of Fisher’s Technology, says there was a day when the culture at the Boise, Idahobased dealership was far less than ideal. “We didn’t provide a great customer experience,” he says. “Our culture, at the time, was more about cost containment and profitability. Ironically, we weren’t very profitable. It’s difficult to grow a business when your employees and customers are not happy.”
That was 19 years ago. Fisher’s has since transformed its culture. In fact, the dealership (now with 15 locations and 200-plus employees) even provides training for its customers on building company culture. How did Fisher’s make the
cultural transition? “First, we picked a unifying theme — ‘happy customers,’” Taylor says. “We said it over and over again, and used it for our guide in all decisions, investments and messaging.”
Second, Fisher’s “hired to that messaging,” Taylor says. “We hired for culture. We made sure we were hiring people who belonged here, who wanted to take great care of customers. That hiring process is still our most important process today.”
“Defining our core values as what we believe in, what we want to stand by and then holding ourselves accountable has made a huge difference at DSI. It has propelled us forward.”
— Phil Houser Document Solutions Inc.
Third, Fisher’s adopted a focus of curiosity and having open minds, Taylor says. “It is really important to continually listen to our customers and our team members for ways to get better and better,” he says. “Culturally, that was very important for our turnaround and it is still important today.”
Ready to grow
Fourth, Taylor says, “while our mission was our customers and happiness, our obsession became our team — putting our team members first, not just in the hiring process, but in investing in them, making sure they are happy, growing and all the things it takes to have engaged team members.”
The fifth step was the move to an “obsession with our culture,” Taylor says. “That is, how our team members work together — team together. So, being effective together to make sure we don’t lose that culture over time.”
Today, visitors to Fisher’s comment on the company’s culture. “We hear it all the time,” Taylor says. “We hear things like: ‘Your team is buzzing around here, excited to do what they do and excited to greet somebody new to the building’
“Start with defining what culture you ultimately want. What do you want it to feel like when you walk into your building? What do you want your customer to perceive about your team?”
— Chris Taylor Fisher’s Technology
and ‘We feel this highly positive, energetic, excited culture when we walk into your office.’”
Strong cultures are “felt the minute someone walks into the office,” Taylor continues. “It’s almost that the culture ‘oozes from every pore’ of the company. It’s not necessarily what someone posts on their wall or website; it’s the values that the team members feel and experience every day when they go to work.”
Taylor provides advice for any dealer seeking to build a better culture. “Start with the end in mind,” he says. “Start with defining what culture you ultimately want. What do you want it to feel like when you walk into your building? What do you want your customer to perceive about your team?”
In order to prompt ideas for building culture, Taylor shares six attributes of “a great culture.” He reflects those attributes in the form of what an employee in a company with a great culture would say: (1) “My company cares about me as a person”; (2) “I trust and respect my leadership”; (3) “I feel appreciated and recognized when I do good work”; (4) “We have a spirit of cooperation”; (5) “Leadership is open to input from employees”; and (6) “I understand how the company is doing financially.”
For any dealer thinking “that’s what I want my culture to be,” keep in mind that the employee comments would be “aspirational” of what the dealer is seeking to build over time, Taylor says, emphasizing the importance of “setting clear expectations for everyone” in building the desired culture. “Ask, ‘What does that mean going forward? What does it mean to be living in that culture?’ Then, hammer [the resulting] messaging over and over again.”
Taylor adds a final piece of advice. “Never allow any behaviors that are contrary” to the vision and values instilled in the desired culture, he says. “If you tolerate behaviors outside of the culture you want, you’re not going to create that culture.” 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.
I Wish I Had ... Lessons from those who have sold their dealerships
by: Jim Kahrs, Prosperity Plus Management Consulting Inc.
Having participated in hundreds of business sales and purchase transactions, I have had the unique opportunity to gain experience, as an insider, from what dealers think as they reflect on the sales of their dealerships. Human nature often compels you to doubt yourself and look back at the things that you think you could or should have done differently.
In this article, I am going to outline 10 things dealers have told me they wish they had done differently with their transactions. My hope in sharing this information is that those of you who are considering a future sale of your dealership will be able to avoid these missteps whether your sale is today or more than 10 years from now.
Here are the top 10 “I wish I had ... ” regrets I have learned from dealers:
... Made Difficult Employee Decisions
One of the most difficult things a business owner can face is having one or more employees who are not cutting it. I have seen too many situations where a long-term, key employee is retained longer than he (or she) should have been. An employee can be kept even when he is no longer a good fit for the company or not producing at the level he should be. Often this is done out of loyalty or sympathy for the employee.
These issues come to light very quickly in the discovery process. Buyers figure it out quickly, leaving the dealership owner to tap dance around why he has this less-than-ideal employee. In retrospect, most dealers who have faced this say they wish they had done something about it earlier, either by holding the employee accountable and repairing the situation or letting the employee go. They often realize that it would have been best for all concerned — the employee included — to simply part ways.
... Paid Down the Debt
No one incurs debt with the idea of damaging his company. It is always a means of capitalizing on an opportunity
or solving a problem. At face value, debt is not a bad thing. However, when it comes time to sell the business, many dealership owners are not prepared for the effect it will have on the final value received. Business sales are almost always done on a cash-free, debt-free basis. This means the seller retains whatever cash he has on hand at closing and pays the liabilities that exist at closing, including lines of credit, business loans, vehicle loans, inventory floor-planning loans, etc. As such, every dollar of debt acts to reduce the net value received by the seller. In addition, any debt that is secured by a lien and a UCC filing will need to be paid off at the closing, if not before. So, the effects are felt immediately. Owners we have worked with who had a bunch of debt have, one for one, wished it had been paid off earlier.
Regarding liabilities, there is a subsection to consider. By definition, deferred service revenue is a liability to the business for service contracts that have been billed and/or paid for that have a term longer than one month. Because you have the money (or the A/R if it is invoiced) there is an obligation to service that customer for the prepaid period. When most of your service contracts are collected by the leasing company and passed through to the dealership monthly, the liability is minimal. However, some dealerships have chosen to bill the service contract for the full term of the lease up front. In this case, the dealership is funded for the full term of the lease by the leasing company in advance.
Unfortunately, in most cases, the money is then spent, leaving the liability to deliver service, parts and supplies for the next 36 to 60 months with no money on hand to cover the costs. It is important to understand that buyers will look to deduct the liability for prepaid/deferred service from the purchase price. I have seen cases where this is hundreds of thousands of dollars. In extreme cases, it has created a situation where the business value is negative. Though it seems like a great cash flow move, taking multiple years of service payments up front is a slippery slope that can and will come back to hurt you later.
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... Built a Strong Sales Team
This seems like an obvious one, but it is often overlooked. When looking at a business, acquirers regularly consider how they will be able to maintain or (more likely) grow the business going forward. The easiest way to do this is to take over a well-producing sales team. As such, the lack of a strong sales team can hurt a potential sale. This is especially true when most of the sales are done by one or more of the business owners. In this case, the buyer usually requires the owner to stay on for a longer period of time after closing than he might want to in order to transition customers to the buyer.
... Trained My Replacement
Business valuations are based, in large part, on historical financial performance. As such, the accuracy of your financial reports is critical.
Many of the dealership owners we work with have the goal of selling their businesses and handing over the keys at the closing. I can tell you that this is very rare. The buyer will want the owner(s) to stay on for a transition period. However, this transition period can vary depending on the circumstances. The best way to minimize this time is to have someone in the business already who can take over the ownership role. It is even better if he has already done so to a certain extent.
When your contribution to the business is in the form of high-level vision and leadership with little to no day-to-day transactional responsibility, you are easy to replace. At the other end of the spectrum, if everything in the business runs through you, it is almost impossible to replace you quickly. In these cases, buyers will often require the owner to stay on for a few years. This may not be good news if you are looking for a quick exit.
... Paid Myself More
As the owner of a dealership, it can seem that everyone else is in line to be paid before you — employees, manufacturers, vendors, the government, etc. In the day-to-day cashflow struggles, many dealership owners have cut or forgone their own pay to make ends meet. This often becomes very real when negotiating with a buyer. If you have underpaid yourself, the buyer will point out that he will need to pay someone more to do the job. In modeling this out, the buyer reduces the profit you have been showing and, thus, reduces the purchase price for the business.
I have learned that in order to best secure your own financial future (as well as your present), you need to pay yourself at least a fair market wage for the role you play in the business. This forces the business to create the money needed. If you put yourself at the end of the line, the money will often run out before you get paid.
If you own the building you are operating from, this would also include rent. I have seen too many businesses that pay themselves below market rent or no rent for their facilities. This creates the same effect as paying yourself below market compensation. Not only will you make less money as you go along, you will end up with a business that is worth less than you thought it was.
... Managed Inventory Better
The effects of poorly managed inventory are far reaching. One impact that many owners do not consider is the involvement of carrying too much inventory — especially equipment. Acquirers do not like to “buy” a lot of equipment in an acquisition. First, it adds to the money needed to buy the company. Second, they will have quotas to attain postclosing and starting with a lot of equipment (usually purchased so you could make your quota or earn a rebate in an earlier period) puts them behind. Of course, no dealer wants to lose what they paid for the inventory on hand at the time of closing. The best solution here is to keep inventory levels moderate in the months leading up to closing a sale.
The other aspect of inventory that has been a tough pill for business owners to swallow is the handling of obsolete products. No buyer wants to pay for something and then throw it into a dumpster. As such, buyers will look closely at inventory and will only accept what is truly sellable or usable in the near future. If you have obsolete inventory, it is best to move it out or write it off prior to taking your company to market. More importantly, I have had quite a few clients tell me they wish they had managed inventory better. While getting a tax write-off for disposing obsolete inventory helps the tax burden, it comes at a very high cost — 100% of the price you paid for the product.
... Known My People Were Backlogged
Business valuations are based, in large part, on historical financial performance. As such, the accuracy of your financial reports is critical. I have seen too many situations where financial reports are not accurate because there is backlogged data entry. For example, when an outside payroll company does payroll, the basic requirement is that you have money in the account to cover paychecks and various payroll tax payments. When dealership personnel are busy, it is easy to put payroll entry aside as a way to cope with other tasks. However, if it is not done on a timely basis, you now have an income statement that shows more profit than what was really created.
I have seen the same situation with credit card expenses, cash application, closing service calls, customer billing and
more. During due diligence, the buyer will be digging into the financials of the business in detail. When you have issues with backlogged work, they almost jump off the screen. Not only does this lead to embarrassment for you as a business owner, but it also creates doubt and uncertainty in buyers. They start to wonder what else they cannot trust in your data. I have seen problems like this lead to a deal falling apart.
... Tracked the Add Backs Better
The beauty of working on the items listed is that the side effect is a better-run and more profitable business today — not just when you look to sell it.
Every deal we have participated in had some level of profit “add backs.” These range from the personal expenses of the owners (i.e., entertainment, personal travel, country club memberships, boats, cars, etc.) to business expenses or onetime expenses that will not be incurred by the new owners going forward (i.e., accounting fees, legal fees, certain donations and sponsorships, extraordinary training, leasehold improvements, etc.). Of course, the nature of these add backs can sometimes lead one to intentionally not leave a paper trail. While that makes sense for obvious reasons, it can create a situation where you do not get proper credit for add backs because they cannot be proven. In addition, it leaves you without knowing how much profit you are actually making. It is quite common for business owners to underestimate their add backs when I ask for a ballpark estimate.
... Handled the Tax Process Better
Paying taxes is something none of us is fond of. Most would rather get a root canal done than work on and pay taxes. Because of this, the process does not get the attention it should. The first regret I have heard on many occasions is that dealership owners wish they had not always filed for extensions.
Reviewing tax returns is an important piece of the due diligence process. When the most recent year is not available for nine months after closing, it creates problems. Along with this, most owners have their accountants prepare their tax returns from documents provided from their internal accounting systems, yet many do not go back and make the accountants’ tax adjustments in those systems. This leads to a situation where the internal financial reports may be dramatically different from the tax returns. When buyers see this, it raises questions.
The final tax issue I want to cover relates to having regular audits. This is particularly important for larger dealerships that make more than $10 million in annual revenue. Having your books formally audited on an annual basis will not only provide tremendous insight into what is happening in your company, but also shows how well you comply with generally
accepted accounting principles (GAAP). This will make the due diligence process much easier.
In larger transactions and any done by private-equity buyers, an outside accounting firm will be brought in to complete a “quality of earnings assessment.” This is an audit of the books to prove out the net income and earnings before interest, taxes, depreciation and amortization (EBITDA). When the books have been regularly audited by an accounting firm, things go more smoothly and the final numbers usually end up where we thought they would be. When the books have not been audited, we have seen some big swings in the final numbers.
... Looked at My Dealership Through the Eyes of an Acquirer
We can all get caught up in the day to day and sometimes find it difficult to step back from the business and look at it from the outside. I have had many clients tell me they learned a lot through the sale process and wish they had known more about it earlier. When you look at your business through the eyes of an acquirer, you often see things you never noticed before. This is an exercise anyone can do at any time. All it takes is the willingness to look at the business differently and accept guidance. One of the reasons we offer a dealership valuation program is to provide the road map for this type of business review. Those who have completed the process come away with a list of items to address and a road map that leads them in a better direction.
Final Thoughts
Looking back at a significant business and/or life event always gives one pause to consider what could have been done better. The beauty of being part of a tight-knit industry is the ability to learn from those who have already been where you are heading. My hope is that you have found a few nuggets of useful information in the items above and can use them to improve your dealership and set yourself up for a successful future. The beauty of working on the items listed is that the side effect is a better-run and more profitable business today — not just when you look to sell it. n
Jim Kahrs is the founder and president of Prosperity Plus Management Consulting Inc., which collaborates with companies in building revenue and profitability, planning for successful exit strategies, and assisting with mergers and acquisitions. He can be reached at (631) 382-7762 or jkahrs@prosperityplus.com. Visit www.prosperityplus.com.
Beyond the Click Production print demands a different sales strategy
by: German Sacristan, Keypoint Intelligence
When I speak with dealers about moving into digital production print, the same truth always surfaces: This is not simply a bigger version of office print. The conversations are different, the buyers are different and the motivations driving a purchase are worlds apart. Office print equipment purchases are often about efficiency, convenience, cost savings or even security reasons. Production print, on the other hand, is about something far more fundamental — something that generates revenue from the printed products being produced. For print service providers (PSPs), a press is not an internal tool — it is the heart of their business models. For in-plant operations, it is often the engine that delivers speed and savings to the enterprise.
This distinction matters because it reshapes the sales dynamic. Dealers entering the production space must do more than pitch technology; they must demonstrate how that technology supports profitability. That shift is a challenge and an opportunity.
Opportunities in Production Print
A significant opportunity lies in the continued expansion of digital production printing (see the graph above). Color volumes that once sat comfortably on offset presses are steadily migrating into the digital printing realm. The crossover point between digital and offset has shifted as total cost of ownership (TCO) falls and print buyers demand shorter, more flexible runs. For dealers, this means growth potential. A production press can deliver an annuity stream per press that far outpaces the office side of the business. While the click rate per impression is often lower, the scale of each impression and the size of capital investments make the business financially attractive. With every impression, the dealer has an opportunity to deepen the relationship.
However, production print is not a high-velocity sales game. The pool of production print opportunities is smaller
and the investments are larger compared to office devices. Each sale represents a significant commitment — not only for the customer, but for the dealer tasked with supporting that investment. This is where the real work begins.
To that end, it is important to look for opportunities outside the box, such as the ability to offer something distinctive. Specialty (i.e., high value) print applications like metallics, textured finishes, foils or embellishments are increasingly in demand as brands search for ways to stand out in a crowded market (see the chart below).
Other techniques used include e-connectivity (e.g., quick response [QR] codes or near field communication [NFC]
technology), augmented reality (AR), special design, finishing and substrates. Customization has moved beyond simply personalizing a name, as it now extends to packaging, decor and experiential marketing. Dealers who can help PSPs access these capabilities are not just selling print engines, they are enabling their customers to command higher business opportunities and margins. In many ways, the future of production print will be defined less by speed or cost per impression and more by the creative value of what comes off the press.
Challenges for Dealers
Budgets
are tight, workforces are aging, and expectations for speed and quality continue to rise. In this climate, automation is not a luxury, but a necessity.
PSPs do not only want to hear about “speeds and feeds.” They want partners who can talk about market shifts, business models and revenue streams. They expect their service providers/suppliers to understand the broader forces shaping the industry, which spans the rise of online print providers with centralized hubs to the pressures driving smaller PSPs to outsource commodity work. The consolidation from print buyers to purchase from a smaller number of PSPs is another factor.
It is easy to underestimate just how much perception shapes this market. Some PSPs may still view traditional dealers as office equipment providers and not graphic arts partners. Overcoming that barrier requires more than persistence — it demands expertise. Dealers need to invest in people who can have strategic conversations with customers, not just professionals who can technically support the technology. Building or buying this expertise can be timeconsuming and costly. It is a long game, but credibility builds over time (also with the support of strong marketing, etc.). Even the creation of a dedicated production division or brand identity can accelerate the process.
While the opportunities afforded by production print are powerful, they also come with higher expectations. PSPs still judge technology by its core metrics, such as print quality, speed and cost, but now it is more than just speed. Productivity is the most important and, therefore, uptime, ease of use and workflow automation are nonnegotiable, while cost is about return on investment (ROI) and sustainability is increasingly part of the buying equation. Just as in the office print market, production buyers want equipment that supports a sustainable future, making green credentials an imperative rather than a bonus.
Large Production Market Trends
The digital production print market itself is in flux. The center of gravity is shifting from low-production equipment (MFP-level devices) to large production inkjet presses and
B2-format equipment. The drivers are clear: Buyers increasingly order online, shifting volume toward large-capacity providers and away from copy centers and quick printers (and, therefore, their low-production devices). Franchises consolidate output in production hubs with larger devices. Trade printers absorb commodity runs from smaller PSPs, reducing the risks of capital investment and further moving volume to high-production presses. Meanwhile, migration from analog to digital only accelerates as the economics and productivity improve on the digital printing side. Rising tariffs, paper costs and postal fees make long offset runs less viable, while customization/personalization gives digital an unassailable edge.
For dealers, understanding this landscape is essential. It explains not only where the opportunities are, but also why PSPs are so selective with their partners. Recent surveys show that many PSPs still prefer to buy directly from manufacturers (see the chart below), but those that do work with dealers cite very clear benefits. They value local presence, faster service response and the flexibility that comes with negotiation on their terms. They appreciate comprehensive postsale support and the peace of mind it brings. And they recognize that dealers often understand the nuances of the local market in a way a manufacturer never could.
So how should those selling digital production equipment approach their customers? They should start with recognizing the realities of today’s PSPs, including in-plants. Budgets are tight, workforces are aging, and expectations for speed and quality continue to rise. In this climate, automation is not a luxury, but a necessity. Dealers who can streamline workflows and free staff members from repetitive tasks bring more than efficiency; they give managers the data and insight needed to demonstrate their value to the wider organization.
Listening is just as important. Walking into a print shop with assumptions rarely works, as every operation has its
own pressures — from technology transitions to institutional oversight. Asking the right questions and taking time to understand these pressures will place you as the best choice in offering meaningful solutions.
Education is the third critical element. Dealers and software providers alike must be prepared to offer ongoing education — not only for the operators who run the devices, but for the decisionmakers who run the business and must justify investments. Looking forward, there is no denying that production print represents one of the most promising growth areas for dealers willing to adapt. Offset volumes will continue to decline. Digital printing will continue to gain ground — powered by cost efficiency, productivity and the demand for shorter, more personalized runs. Equipment buyers will keep looking for quality, productivity, flexibility and better cost/value. The dealers who invest in expertise, redefine their identities and commit to the long term will
Looking forward, there is no denying that production print represents one of the most promising growth areas for dealers willing to adapt.
find themselves in the right place at the right time. n
German Sacristan is principal analyst for production printing at Keypoint Intelligence. He supports customers with go-to-market strategy, market research, forecasts, consulting and editorial content in digital and production printing. With more than 25 years in digital printing, Sacristan has held roles at Xerox, Creo, Kodak and Hiti Digital, where he drove market adoption, customer growth and technology innovation. At Kodak, Sacristan led business development in Europe and the Americas; at Xerox, he was a sales MVP; and at Hiti, Sacristan expanded printer sales and photo technology use. A recognized thought leader, he has authored a book and white papers, and has delivered seminars worldwide. Sacristan can be reached at german.sacristan@keypointintelligence.com. Visit www.keypointintelligence.com.
AI is Essential
One dealer’s artificial intelligence journey — so far
by: Jeffrey Foley, Apollo Office Systems
Iserve as co-founder and COO of Apollo Office Systems, an office technology dealership based in the heart of our vibrant community, Alvin, Texas. I have always believed that innovation is not just about adopting new tools — it is about serving our customers better while contributing to the greater good.
Over the years, I have had the privilege of serving in positions on local boards, including past chairman of the local planning and economic development commission, and volunteering with fraternal organizations like the Knights of Columbus, and charitable groups focused on youth education and community health. These roles have taught me the value of forward-thinking leadership and balancing business growth with societal impact. It is in this spirit that I share my personal journey with artificial intelligence (AI), a technology that is reshaping not just my company, but the entire office technology dealer channel.
An Early AI Miss
One of my earliest “misses” with AI came in 2016 when we experimented with basic chatbots for customer support on our website. We integrated a simple rule-based system to handle common inquiries like toner orders or basic troubleshooting. The hit? It reduced our inbound call volume by about 15% initially, freeing up our service team for more complex issues.
From early stumbles to promising breakthroughs, AI has been a fascinating ride, and I firmly believe it holds transformative potential for our industry. In this article, I will recount some hits and misses, highlight key initiatives (like our use of AI bots for prospecting and major software transitions), and outline our future plans for proactive, AI-driven service delivery.
My First AI Foray
My first foray into AI began modestly about a decade ago, around the time we were navigating significant operational changes at Apollo. In 2014, we made the decision to convert our accounting and ERP systems from QuickBooks to e-automate. This shift was a game-changer for us, streamlining inventory management, service ticketing and billing processes that had become cumbersome under QuickBooks. It allowed us to scale our operations more efficiently, reducing manual errors and improving cash flow visibility.
However, our dealership’s transition to e-automate was not without challenges — we underestimated the training curve for our team, leading to a few months of disrupted workflows. That experience planted the seed for exploring AI as a way to automate repetitive tasks and enhance decision-making, although, at the time, AI felt more like science fiction than a practical tool.
However, the miss was glaring: the chatbot lacked natural language processing (NLP) capabilities, often misunderstanding user queries and frustrating customers with rigid responses. For instance, if a client typed in “printer jam,” the chatbot might have defaulted to unrelated suggestions, leading to escalated calls. We quickly shelved it, realizing that AI needed to be more intuitive to truly add value. This taught me a crucial lesson: AI implementation requires careful integration with existing systems and a deep understanding of customer needs. Rushing in without robust testing can erode trust, which is paramount in our dealer channel where relationships drive repeat business.
Post-COVID-19 Pandemic AI
The COVID lockdowns from 2020 through 2023 were devastating to my company. We lost most of our outside sales team members. I conducted hundreds of recruiting interviews and hired half a dozen people who did not stick with us. Undeterred, we pivoted to more targeted AI applications, particularly in sales prospecting — a perennial challenge in the office technology space.
By 2024, we began using AI-powered bots to automate outbound calls, leveraging tools like A.I.S.S. (Artificial Intelligence Sales System) and Sales.ai. These platforms have been a hit, revolutionizing how we connect with potential clients. A.I.S.S., for example, uses voice AI to make initial prospecting calls, leaving voicemails with text and email follow-ups. It integrates seamlessly with many CRMs, logging responses and scoring leads based on engagement levels.
Sales.ai takes it further by contacting prospective customers and directly engaging in a dialog to either set an appointment for us or transfer the prospect directly to sales staff members in the office. In one campaign this year, these bots handled more
than 1,500 calls in a week, generating 40 qualified leads. The efficiency gain is undeniable: Our sales team now focuses on closing deals rather than cold calling.
Of course, there were misses here, too. Early on, we overrelied on the bots without sufficient human oversight, leading to awkward interactions where the AI mispronounced company names or failed to detect sarcasm in responses. We have since refined our approach, incorporating hybrid models where bots handle initial outreach and seamlessly hand off to human reps when nuances arise. This balance has been key, underscoring that AI excels at scale, but thrives when augmented by human empathy.
Ripe for Disruption
From chatbot flops to prospecting triumphs ... AI has proven its worth. For the ... dealer channel, it is a catalyst for innovation, efficiency and customer-centric growth.
to resolve minor issues independently, reducing truck rolls and operational costs. Our SOP emphasizes a decision-making framework that prioritizes outreach based on severity and self-resolution likelihood, minimizing alert fatigue. We have also built in seamless escalations to human support, ensuring context from the AI chat is transferred fully.
These experiences have solidified my view that AI will be profoundly significant to the office technology dealer channel. Our industry, built on managing hardware like printers, copiers and IT infrastructure, is ripe for disruption. Dealers have traditionally operated in a reactive “break/fix” model, responding to service requests after issues arise. But AI enables a proactive paradigm, predicting problems before they disrupt operations and empowering customers with self-service tools. According to industry reports, proactive IT support can reduce downtime by up to 75% and cut maintenance costs significantly. For dealers, this means shifting from cost centers to strategic partners, fostering deeper client relationships and unlocking new revenue streams through value-added services. In a market squeezed by commoditization and remote work trends, AI is not optional — it is essential for differentiation and survival.
Doubling Down
Looking ahead, Apollo is doubling down on this vision with an ambitious AI framework outlined in our internal proactive outreach standard operating procedure (SOP). Drawing realtime data from our remote monitoring and management (RMM) tool, Ninja One, and the DCA (KPAX or Printanista), we are deploying an agentic AI solution (or platform) called GIDR.ai. This is not just automation; it is intelligent orchestration. GIDR.ai analyzes device data — such as low toner levels, paper jams or impending firmware vulnerabilities — to detect issues preemptively. Using generative AI for root-cause analysis and predictive maintenance, it initiates NLP-driven chat engagements, guiding customers through intuitive self-solve journeys.
For example, if KPAX detects a toner cartridge nearing depletion based on usage patterns, GIDR.ai can send a proactive message: “We’ve noticed your printer’s black toner is low and may run out in three days. Would you like guided steps to replace it or make an automated order?” This empowers clients
This initiative builds on our ongoing software evolution. Just as the 2014 switch to e-automate modernized our back end, we are now considering a conversion to DXone integrated with Acumatica. This cloud-based ERP could enhance our AI capabilities, providing real-time analytics and better API integrations with tools like NinjaOne. The transition, which may take place, would allow us to scale GIDR.ai across our entire fleet, managing everything from printers to firewalls with unprecedented efficiency.
Hits and misses aside, AI’s potential excites me because it aligns with my commitment to community leadership. By optimizing our operations, we can invest more in local initiatives — sponsoring STEM programs for youth or providing discounted tech to nonprofits. Imagine dealers using AI not just for profit, but to support underserved businesses, ensuring equitable access to reliable office technology.
My AI Journey So Far
My AI journey so far has been one of learning, adaptation and optimism. From chatbot flops to prospecting triumphs, and from e-automate’s foundational shift to GIDR.ai’s proactive future, AI has proven its worth. For the office technology dealer channel, it is a catalyst for innovation, efficiency and customer-centric growth. As we navigate this path, let’s collaborate through associations like the Business Technology Association (BTA) to share best practices and ethical guidelines. After all, technology’s true power lies in how it serves people — and in our industry, that is the ultimate measure of success. n
Jeffrey Foley is the co-founder and COO of Apollo Office Systems, a role he has held since 2005. Apollo is a family-owned and operated dealership and managed service provider based in Alvin, Texas. The company provides technology solutions, products and services, implementing innovative infrastructure systems to enhance operations and customer relationships. Previously, Foley managed multimillion-dollar capital projects at Verizon, negotiated high-profile contracts with organizations such as NASA and the FBI, and significantly expanded market share in the health-care, federal and education sectors. Foley can be reached at jfoley@apolloofficesystems.com. Visit www.apolloofficesystems.com.
Records Management
What electronic systems are dealerships using?
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.
What electronic records management (ERM) system is recommended for a dealership and why?
“We use DocuWare. They are early to the market with intelligent indexing and intelligent document processing is going to be a game changer.”
Luke Ubelhor, director Donnellon McCarthy Enterprises, Cincinnati, Ohio
“e-automate.”
Tyler Best, president Abadan, Richland, Washington
“We use Microsoft Teams. The cost is included with our Microsoft 365 [subscription].”
Christina Morgan, president TDSiT, Lowell, Arkansas
“We recommend [ECI’s e-automate] as our electronic records management system because it provides seamless integration across our dealership operations, allowing our sales, service and accounting teams to securely store, organize and retrieve documents in one centralized platform. e-automate’s built-in workflows, role-based permissions and retention policies support compliance requirements while improving efficiency. This integration streamlines processes, reduces administrative time and ensures our team can quickly access accurate records to deliver a better customer experience.”
Tony Sanchez, president C3 Tech, Santa Ana, California
“We’re going to DXone.”
Chip Miceli, CEO
Pulse Technology, Schaumburg, Illinois
“While I don’t work in the office technology space, I can speak from the technology/MSP perspective. In this environment, I recommend adopting a layered approach with ConnectWise Manage at the core. ConnectWise functions as the central system of record, managing tickets, projects, contacts, companies, sales orders, purchase orders, inventory, history and the sales funnel. Around this, we layer in complementary tools such as RMM, SIEM, backup and documentation solutions, all of which integrate tightly with ConnectWise. ConnectWise can also integrate with common solutions in the copier space, such as e-automate, to help assist with uniformity among the admin team.”
David Priestley, director of managed services Donnellon McCarthy Enterprises, Cleveland, Ohio
“We utilize what we sell — Square 9. In addition, we fully utilize SalesChain.”
Mike Boyle, president Base Technologies, Bethel, Connecticut
“We use Digitech for all our lease files and our A/P, but we are a Digitech reseller.”
Chap Breard, owner MOEbiz, Monroe, Louisiana
“Ultimately it is one that works best for your dealership. e-automate is probably the best known and most used, but there are custom options available as well. It must work with your goals.”
Brian Bence, executive director of sales SVOE, Verona, Virginia
“We use Square 9 for document management and use Adobe solutions for electronic contracts, etc.”
Ron Hulett, president U.S. Business Systems Inc., Elkhart, Indiana
“e-automate.”
Brian Olson, vice president Kopy Kat Copier, Aurora, Illinois n
Elizabeth Marvel is associate editor of Office Technology magazine. She can be reached at (816) 303-4060 or elizabeth@bta.org.
Collecting & Sharing Data
Beware of lawsuits targeting business websites
If your company relies on its website to drive customer engagement, you should take a close look at the tools running in the background. In California (and increasingly beyond), businesses are facing a surge of lawsuits alleging their websites secretly collect personal information from visitors and share it without consent.
Hundreds of lawsuits have already been filed in California, and while the legal theories are novel, some courts are allowing these cases to proceed beyond initial pleadings to the discovery phase. For BTA members, this deserves serious attention. Even if a member is not located in California, this trend is likely to spread to other states with similar privacy statutes.
California’s “Trap and Trace” Law
At the center of the California lawsuits is a provision of the California Invasion of Privacy Act (CIPA). Originally, the law was designed to limit law enforcement’s ability to use “trap and trace” devices that capture the phone numbers of incoming calls. CIPA forbids installing or using any “device or process” that captures electronic information that could identify the source of a communication. While the statute made sense in the telephone age, opportunistic plaintiffs’ lawyers are now applying it to website tracking tools like cookies, pixels and web beacons, which may be running in the background of a website.
The lawsuits claim these technologies gather data such as IP addresses and device details, and share it with third parties for marketing purposes. The plaintiffs argue this practice is the digital equivalent of an unlawful “trap and trace.”
The statute carries steep penalties: the greater of $5,000 per violation or triple the actual damages, plus attorneys’ fees. Because class action lawyers are experts at aggregating individual claims, a company’s exposure can add up quickly.
Are The Claims Legitimate?
Most legal experts agree CIPA was never meant to apply to website analytics. The law’s history makes clear it was designed for law enforcement contexts, not marketing or customer engagement. Some courts have recognized this mismatch. For example, earlier this year, a Los Angeles County judge dismissed a trap and trace claim, finding that website visitors do not have a legally protected privacy interest in their IP addresses. He warned that a broad interpretation of CIPA could disrupt online commerce. Other courts have declined
by: Greg Goldberg, BTA General Counsel
to dismiss CIPA lawsuits at an early stage, leaving businesses facing expensive litigation. The lack of clarity — and the sheer cost of defense — means companies need to be proactive.
What BTA Members Can Do Now
Most BTA members’ websites are more than digital brochures. They are tools for generating leads, processing service calls and supporting e-commerce transactions. That means most members are likely utilizing some form of analytics tools. Here are steps to minimize risk:
(1) Audit your website tools — Work with your IT team or provider to identify what tracking technologies are in place. Know exactly what data they collect and whether any of it is shared with third parties.
(2) Review privacy disclosures — Make sure your privacy policy is up to date and written in plain language. If your site uses cookies, pixels or beacons, disclose that clearly. Visitors should understand what information is collected and how it is used.
(3) Consider opt-in consent — In high-risk jurisdictions like California, asking website visitors to provide express consent — through a pop-up or banner — may insulate members from claims.
(4) Limit unnecessary sharing — If your site automatically sends visitor information to third parties, ask whether it is truly necessary. The less data you share, the less exposure you have.
The Big Picture
This moment is both a warning and an opportunity for BTA members. Privacy lawsuits like the ones highlighted here represent a broader trend: plaintiffs’ attorneys are investing huge sums to convince courts that commonly used website tools violate existing technology laws. Although individual penalties may be modest, class action exposure may be considerable. Members who take steps now — auditing websites, tightening disclosures and capturing consent — can reduce their risk and demonstrate to customers that they take data privacy seriously. In today’s climate, that is not just smart risk management — it is good business. 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
Copy Connection Inc., Laredo, TX
Impact Networking LLC, Lake Forest, IL
RDS Team, Miami, FL
Southern Digital, New Orleans, LA
Consultant/Trainer Member
Jack Duncan Consulting, Tuttle, OK
Vendor Member
Lumana, Los Gatos, CA
Y Soft Americas, Hurst, TX
For full contact information of these new members, visit www.bta.org.
CompTIA Exam Voucher Discounts
CompTIA advances the global interests of IT professionals and IT channel organizations, and enables them to be more successful with industry-leading certifications and business credentials, education, resources and the ability to connect with like-minded industry experts.
CompTIA offers BTA members discounts on many of its certification exam vouchers. See below for options and discounted pricing:
• A+ (Core 1 or Core 2, each): $212
• CASP+ (SecurityX V5): $423
• Cloud Essentials+ and Tech+: $100
• Cloud+, Linux+, Network, Project+ and Server+: $312
• Security+ (SY0-701): $340
For more information, visit www.bta.org/CompTIA.
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.
For 25 years, Y Soft has cleared the path for businesses of all sizes to embrace better ways of working, including 38% of the global Fortune 500. It helps SMBs and enterprises enhance productivity, support hybrid and remote workforces, and scale without constraints. Y Soft’s suite of office solutions includes SAFEQ (on-premise and native cloud printing), AIVA (intuitive test automation), CLERBO (digital employee experience) and in-house manufactured hardware (including card readers and OMNI Bridge). With customers in 190 countries, the company is on a mission to help businesses simplify and automate everyday work.
www.ysoft.com
As the only service analytics-driven solutions provider in the office technology industry, NEXERA works exclusively within the channel and is dedicated to making its clients the most successful organizations they can be. From raw data to business intelligence to the implementation of best business practices specific to each individual business, NEXERA offers not just advisors, but implementers of projects and policies, while also delivering the employee training necessary for a business to grow.
www.nexera.net
A full list of BTA vendor members can be found online at www.bta.org.
SELLING SOLUTIONS
1995 Sales Strategies
If they worked back then, will they work today?
by: Reena Philpot, Reena Philpot Sales Coaching
Let’s revisit the past and talk about the activities (and the order they were done in) that made a person successful in office equipment sales in 1995. Note that this article talks about my own experience. I know other successful people who probably were not doing it my way, but this is the blueprint I followed, and I will share why I think it worked.
Thirty years ago I moved to Louisville, Kentucky, from my hometown of less than 10,000 people in a rural area in the southeastern part of the state. I was 21, newly married and had not yet completed my college degree. I did not know anyone in Louisville; I did not have family connections or college friends there. I also had no prior knowledge of marketing or sales, so there was no reason to hire me for that type of position. I had a very Appalachian accent (which I still have today) I could not hide, and a small frame of reference when it came to people and the world.
My husband Earl and I moved to Louisville because my cousin, who was a branch manager in a Toshiba dealership, mentioned needing a technician at a family reunion. Earl, who was a coal miner at the time, had finished two years of technical training at our local tech school, so he was qualified. The pay was much less with fewer benefits, but the job was safer and it promised a better future. He was skilled and brave enough to make the move, and I reluctantly agreed to go along.
I was attending college and intended to continue at night, all while getting a job to supplement our income since Earl would be taking a drastic pay cut in his new position. On top of that, the cost of living would be much higher in the city.
I had some experience as an office clerk and spent a couple of months working at a heavy equipment dealership as a receptionist. I was miserable. I had to answer not just a phone, but a switchboard. The people were very nice, but sitting still in one place and having to tell someone when I needed a break to go to the restroom was not who I was made to be. Earl came home excited every day about what he had done that day, the people he met and his new company’s enthusiasm for growth.
When my cousin offered me a position at the dealership, it was not in outside sales, but a telemarketing position. Believe it or not, I jumped at the chance to sit in a closet and make 100 dials a day, six hours a day.
Within six months, I was offered the opportunity to try outside sales. Based on my résumé, I did not have what we usually look for in a sales rep. I did not have a degree, I did not know a lot of people, I was not known in the community and I was not even familiar with the area.
So, what made me successful? Why did it work for both me and the dealership? What I offered the company was a strong work ethic. I could follow directions, enjoyed learning, was curious and strongly desired success. Because I could follow directions and was curious, I asked questions, watched, listened and created a routine based on what I was told would turn into success.
These are the six steps I took every day for 60 to 90 days:
(1) I stopped by businesses in person, visiting at least 20 new companies per day.
(2) I took notes of what equipment each business was currently using and who made the decisions.
(3) I went home in the evening and made quotes for the companies I thought had an interest or may have a need they did not realize yet.
(4) I entered each stop in my CRM (Act) with all the information — the business’s name, address, phone number, decision maker, current equipment and detailed notes about the opportunity. Was there room for something new? Was the company happy with its current provider? What was it paying? Did the company have a lease or did it purchase its equipment? What models did it have and how many? Did it have a need for more? Would a staple option be enticing?
(5) I scheduled the next step in the CRM — a reminder to call the decision maker, to stop by again in three months or maybe provide a quote.
(6) I would get up the next day and check my schedule, deliver quotes and call decision makers in the hope of making some appointments. I might also drop in on the previous day’s cold calls to see if the decision makers were in their offices. Then I would start a fresh batch of cold calls.
In the beginning, it was not easy because I had been told it was a numbers game and some days I made a lot more cold calls than the suggested 20. There were days I made 50. Then I realized quality mattered. Good questions were important. I began listening to Norman Vincent Peale and Zig Ziglar daily, and my mindset started shifting. It started working out just as I had been told. All of my efforts resulted in about 20 quotes to deliver per month. An average rep could close at least 25% of those. I found I got pretty comfortable and learned my competitors’ strengths and weaknesses so, over time, I had to make fewer and fewer brand-new calls.
The data entry got less cumbersome because I built the base up and could update it instead of creating it from scratch every day. My closing ratio improved and I started to recognize real opportunities before I jumped straight to a quote. I was successful. My job got easier and easier as I built a territory. My closing ratio improved so much that I got very comfortable. So, if it worked in 1995, will it work today? Cell phones, social media and email are widely used today. But have these technologies just given us more options to do exactly what we did then? Are our efforts and options overwhelming us like my
23 • 2026 BTA Events
50-plus cold calls per day had been overwhelming me? I think all modern things can be wonderful when sprinkled in, but the bottom line is 20 real conversations that often require hearing “no” and “not right now” done consistently with good notekeeping and follow-up will lead to success. Emails and social media are often the path of least resistance, not the path to success. You can do a lot of that type of activity and end up overworked and underpaid. So, focus on the right thing. n
Reena Philpot is co-owner of BTA member Precision Duplicating Solutions Inc., based in London, Kentucky, where she serves as sales manager. Philpot is also founder of Reena Philpot Sales Coaching and host of the Selling with Charm Podcast. She has spent the last 27 years as a salesperson and has a passion for teaching owners and sales team members simple sales techniques that allow them to hit their targets and goals with ease. Join in weekly as Philpot shares her tips and tricks to selling with charm: https://selling-with-charm.captivate.fm/listen. She can be reached at reena@reenaphilpot.com. Visit www.reenaphilpot.com.
