The Remote Reality Dealerships adapt to having at-home employees by Brent Hoskins Office Technology Magazine
Some dealers are dead set against having remote employees. Some have allowed a few to work from home. Others have gone all in with the staffing approach. Here are brief profiles of three BTA member dealerships that have adapted to largely remote workforces.
Remote Vs. In-Office Work
Shaping the future for office technology dealerships by Deborah Hawkins Keypoint Intelligence
According to Keypoint Intelligence research, roughly 40% of knowledge workers in the United States now work in hybrid arrangements. For office technology dealers, the evolving balance between remote and in-office work is a blueprint for the next decade of sales, service and innovation.
Rise Above the Noise
22
Strategies to get your dealership’s brand noticed by Jenna Miller Emerald Strategic Marketing
If you are just trying to “do good work” and hope that is enough, you are setting your brand up to become background noise. In saturated markets, good does not get remembered — bold does. Let’s walk through real strategies that will help define what makes your dealership one of a kind.
DEALERS HELPING DEALERS
24 The Benchmark Model
How dealers are using it & increasing EBITDA
Compiled by Elizabeth Marvel Office Technology Magazine
This feature includes two related questions 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
Overtime Pay Tax Deduction
Changes are now in effect from new federal law by Greg Goldberg
BTA General Counsel
On July 4, 2025, President Donald Trump signed the One Big Beautiful Bill Act into law. BTA members should be aware of certain provisions with immediate consequences. This month, Legal Perspective looks at the law’s effect on overtime pay.
PRINCIPAL ISSUES
27
Xerox Partner Training Empowering growth through knowledge by Jayne Tuma Xerox Corp.
At Xerox, innovation has always gone hand in hand with education. From its earliest days, Xerox recognized that empowering partners through knowledge is just as important as delivering world-class products and services.
SELLING SOLUTIONS
A Modern Playbook
Turning today’s sales challenges into opportunities by Melissa D. Whitaker Melissa Whitaker International
In today’s economy, buyers are more cautious, competition is fierce and technology is transforming the way we connect. While these challenges are real, they also open the door for those willing to adapt, innovate and lead.
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Dealer Survey Looks at Remote Employees
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
Greg Goldberg, BTA General Counsel Business Technology Association
n this issue of Office Technology magazine, you will find two articles on the topic of remote employees — my cover story, “The Remote Reality: Dealerships adapt to having at-home employees,” and “Remote Vs. In-Office Work: Shaping the future for office technology dealerships,” written by Deborah Hawkins of Keypoint Intelligence. It is a topic we have not addressed in the past, so we’re overdue.
In conjunction with the interviews I conducted for my article, I sent out a brief survey to dealers seeking their feedback on the topic. I received 41 responses. I believe you will find the results of interest.
Do you currently have any employees who work remotely full time or several days per week (a hybrid work schedule)?
n Yes: 48.78% (20 respondents)
n No: 51.22% (21)
Among those who responded “yes” to the first question: What percentage of your employees work remotely full time?
n 10% or less: 65% (13)
n 11% to 20%: 10% (2)
n 21% to 30%: 0%
n More than 30%: 15% (3)
n None: 10% (2)
What percentage of your employees work remotely two to three days per week?
n 10% or less: 60% (12)
n 11% to 20%: 5% (1)
n 21% to 30%: 5% (1)
n More than 30%: 15% (3)
n None: 15% (3)
Do you expect to ever increase the percentage of your employees working remotely full time or two to three days per week?
n Yes: 20% (4)
n No: 80% (16)
Which of these options best describes the collective productivity level of your full-time or hybrid remote employees?
n It is higher than when they work in the office: 15% (3)
n It is about the same as it was when they work in the office: 40% (8)
n At times, it seems to be lower than ideal: 45% (9)
What advice would you share with other dealers who may be considering allowing some employees to work remotely? Among the responses:
n “It’s almost a requirement these days to get the talent desired.”
n “Good luck with the mess; I wouldn’t allow it.”
n “You have to have specific measurable goals and you need to share this data with them monthly. If you don’t, you are going to have less-than-optimal results because, as much as they want to tell you they are working, they are not putting in full eighthour work days.”
n “Do not do it unless it is needed to keep a valuable employee.”
n “Make sure they have an office [at home] where they can work; not at the kitchen table. You must inspect their workspace.”
Do you have any general comments on the topic of remote employees?
n “It’s definitely becoming more difficult to have employees come to a physical location. Here are just a few of the benefits our employees boast about often: less fuel cost, extreme flexibility, less stress from not having to commute, cheaper food options, work with their pets, saves on daycare, dress more comfortably and keep up the household chores.”
n “It works for some positions.”
n “It’s difficult to build teamwork when everyone is at home.” n
The association’s magazine cover 61 years ago this month — the NOMDA Spokesman, September 1964.
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Shaping the Future Through BTA Events
T2025-2026 Board of Directors
President
Debra Dennis CopyPro Inc. Greenville, North Carolina ddennis@copypro.net
President-Elect
Mike Boyle
BASE Technologies Inc. Bethel, Connecticut mboyle@baseinc.com
Vice President
he Business Technology Association (BTA) is known for hosting a variety of events throughout the year that bring together members of the office technology industry for educational opportunities, networking and collaboration. These events play a crucial role in fostering connections, sharing knowledge and advancing the association’s goals. Every event offers a unique opportunity for members to engage, learn and grow within the industry.
Each of BTA’s districts — BTA East, BTA Mid-America, BTA Southeast and BTA West — has its own board comprised of volunteers from the BTA dealer community who work tirelessly to plan and organize the association’s events. These events cater to the needs and interests of the members within each district, and the district boards play a vital role in ensuring that events are well-coordinated, impactful and reflective of the unique characteristics of each district.
Starting this spring, BTA moved to two main events per year, which the volunteers worked together to plan. The first event of 2025, Spring Break, was planned by the BTA East and BTA Southeast districts, while the second event, the 2025 BTA National Conference, was planned by the BTA MidAmerica and BTA West districts. Rotating events through the districts allows each to showcase the unique characteristics of its region and provide members with a diverse range of event experiences. The dates and locations of these events may change from year to year, giving each district the opportunity to highlight its beautiful geography and vibrant community.
In addition to these main events, the BTA
Southeast district plans to host a smaller event every other year in Asheville, North Carolina, providing a more intimate setting for members to connect and engage.
Looking ahead to 2026, BTA has an exciting lineup of events planned that are sure to provide valuable networking, education and collaboration opportunities for members.
On March 19, 2026, we are set to gather at Disney’s Yacht Club Resort for e-automate Elevate: A BTA Dealers Helping Dealers Best Practices Event. This event will lead into the Spring Break event, to be held March 20-21.
In September, we will come together in Kansas City, Missouri, to celebrate BTA’s 100th anniversary, a significant milestone that highlights the longevity and impact of the association within the office technology industry. This celebration will be a testament to the dedication and commitment of BTA members and leaders over the past century.
On Oct. 29-30, BTA Southeast will host its Fall Colors Retreat at the Grove Park Inn in Asheville, providing a relaxing and inspiring setting for members to connect and reflect on the year’s accomplishments.
BTA events are a testament to the association’s commitment to providing valuable opportunities for its members to learn, grow and thrive within the industry. They are a cornerstone of BTA’s mission to connect, educate and empower its members. By bringing together regional and national leadership, volunteers and members, these events create a dynamic and collaborative environment that fosters growth, innovation and success.
As we look forward to the events planned for 2026 and beyond, we are confident that BTA will continue to provide valuable opportunities for its members to elevate their businesses and thrive in an ever-evolving industry landscape. 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
New Full Line Distribution Partnership
The Remote Reality Dealerships adapt to having at-home employees
by: Brent Hoskins, Office Technology Magazine
Some dealers are dead set against having remote employees. Some have allowed a few to work from home. Others have gone all in with the staffing approach. Where do you stand on this post-COVID-19 pandemic reality? Here are brief profiles of three BTA member dealerships that have adapted to largely remote workforces.
Atlantic, Tomorrow’s Office
While there was a day when only a few Atlantic, Tomorrow’s Office employees worked remote, the pandemic changed that, says Larry Weiss, chairman of the New York City-based dealership. “Today, 60% of our employees work fully remote,” he says, emphasizing that remote work has gained in popularity due to increased flexibility, improved work/life balance and cost savings for employees by eliminating commuting costs, reducing clothing expenses, etc. “In addition, advancements in technology and communication tools have made remote collaboration more seamless and efficient.”
Following the pandemic, there were efforts at Atlantic to bring employees back to the office, Weiss acknowledges, but he no longer sees that as feasible or necessary. “Every time we tried to come back there were objections and challenges, ranging from employees wanting to avoid riding the subway to mandates precluding unvaccinated workers from returning to work,” he says. “So, we just kept kicking that can down the road.”
Ultimately, Atlantic adopted an in-office/remote work mix that has been serving the dealership well, Weiss says. “Our admin employees work in the office each Wednesday,” he says. “Sales and other customer-facing employees are in the office Tuesday, Wednesday and Thursday. Our IT department [around 120 employees], service techs and dispatch personnel are all fully remote. Of course, we continue to allow all employees to work in the office every day if they wish, and some do.”
Weiss says it is particularly important that Atlantic’s sales team members work from the office three days a week. “The reason is they need to be in front of customers,” he says.
“While I believe that every sales call should be in person, that is not practical. If the client says, ‘There’s no reason. We’ve done business forever. Let’s just meet virtually,’ that’s OK because you want to follow their lead. But if it’s a new client, you must insist that the first or second meeting is in person.”
The sales rep “must be constantly asking for in-person meetings; that has to be the default,” Weiss continues. “If reps only worked from home, they would be less likely to go into the field, defaulting to virtual meetings. When it comes to new business, we have enough data to show that you will win more than you will lose when dealing with people in person.”
For those company owners who are dead set against having remote employees, particularly to any great extent, Weiss offers two compelling reasons they should reconsider. “If you do not [allow employees to work remote], be prepared to lose good people,” he says. “Somebody’s going to walk into your office someday and say, ‘I have accepted another job where they are allowing me to work remotely, giving me a better work/life balance.’ Plus, if you require employees to come into the office, you are limiting your ability to attract top talent. We have hired people all over; these are smart people.”
All over? Yes. “The majority of Atlantic’s nearly 400 employees live in New York and New Jersey,” Weiss says. “We also have employees who live in Massachusetts, Texas and South Carolina. [The dealership has offices in the five states noted.] In addition, we have remote employees in 13 other states.”
For those company owners who assume that remote employees do not work as much, “don’t think that, because they work more,” Weiss adds. Given that these employees’ offices are conveniently located in their homes, “they don’t have a commute anymore. That results in more productivity.”
GoodSuite
Twenty-eight years ago, CEO Dan Strull founded what is today GoodSuite, headquartered in Woodland Hills, California. He reminisces with fondness about the company culture
before the pandemic, when all employees worked from the office. “One of the things I loved about coming to work was seeing everybody,” he says. “Sometimes we would stop and play some wiffle ball; it was really fun. I would come in and greet everyone, goof and laugh. I would buy lunch all the time. We had this fourth-quarter tradition where every Friday we would do something fun.”
“If you do not [allow employees to work remote], be prepared to lose good people ... Plus, if you require employees to come into the office, you are limiting your ability to attract top talent.”
— Larry Weiss Atlantic, Tomorrow’s Office
Today, two-thirds of the dealership’s approximately 60 employees and contractors work full-time from home; the rest — including Strull — are on a hybrid schedule, working from home a few days per week. What led to the change? “The pandemic was 100% the reason,” Strull says, noting that there were a few attempts early on to bring everyone back to the office. “Every time we tried to bring people back, [California Governor] Gavin Newsom sent them home. So, we just gave up.”
As it turns out, “people like it,” Strull says, noting that there is value in the improved quality of life that is inherent to working from home. “We have a lot of people who could easily come to the office and just don’t.”
Much has changed in recent years. Strull shares a look at GoodSuite’s new normal. Regarding the dealership’s four locations: “Two to three years ago I moved all of our office locations [to smaller spaces]. For example, we had a giant office in Fresno that was cavernous; we shut that down and moved to a location that is 10% the size.” Regarding the employees’ geographic locations: “We now have employees all over the United States. In fact, we have people all over the world — full-time contractors in Pakistan, South Africa and India serving in admin and IT roles. It took us a while to find quality people, but when we did, it became great.”
Strull reports that a key factor in the success of a remote workforce is accountability. “We make sure everybody has a number that they are focused on — their targets,” he says. “We have Teams meetings to review those numbers. Whether it’s the receptionist, billing person, salesperson or IT tech, everyone has a number for which they are responsible … If they are hitting that number, then great. If not, then there is an issue and we work through it. We’re not remotely checking employees’ screens to make sure they are working; we’re checking to make sure they are getting their jobs done.”
Strull and GoodSuite management strive to keep the highest level of company culture and regular communication that is possible with a remote workforce. “Every Monday morning, we have what we call The Grapevine — 15 minutes
with all employees for making announcements, staff recognition, talking about one of our core values, etc.,” he says. “Again, it’s also so important that our leaders bring their teams together (virtually) on a regular basis.”
In addition, GoodSuite continues to have in-person holiday parties (two last year; one in Woodland Hills, one in Fresno), an annual Monster Lobster contest with a lobster dinner as the reward, and “we have a President’s Club that’s pretty big,” Strull says. “We went to Costa Rica a couple of months ago. We have a tech who has worked at GoodSuite for four years who is phenomenal. He lives in Alabama. I had never met him in person until the President’s Club trip.”
In this new normal for GoodSuite, Strull says there is recognition that collaboration is now largely driven by technology. He shares that when he is in the office, he meets with another senior leader — also in the office — via Teams. “We have what we call a ‘Same Page Meeting’ every week,” he says. “We do it online even though we are only about eight yards away from one another. We do that so we can transcribe the meeting, share screens to look at things, etc. That has become our culture.”
Looking forward, “we’re expanding our geography; we’re going to cover the entire state of California,” Strull says. “The question is: ‘Am I going to open an office in San Francisco? Or do I just have a warehouse and let everyone work from home?’ I think the answer is: ‘Let everyone work from home.’”
Strull may miss the old days, but has accepted the remote reality. “I don’t think we will all be back in the office again,” he says. “There is some benefit to having some of our team members be in person, but most can be remote … We’re not going to be able to go back; we just need to make the best of it.”
Levifi
In 2002, Thomas Fimian founded DocuGraphics in Charleston, South Carolina, a small Xerox agency with just a few employees. Today, rebranded Levifi in 2024, the dealership has more than 80 employees, he says, with “10 strategically located branches” serving South Carolina, North Carolina and Georgia.
At Levifi, where Fimian serves as CEO, utilizing remote workers is just the way business is done. “Roughly 80% of Levifi’s workforce operates remotely full time,” he says. “This approach predates the pandemic — it’s been part of our DNA for years due to our decentralized organizational structure and
geographically distributed branch network. COVID simply accelerated and validated the model we had already been using successfully.”
One of the biggest drivers behind the decision to support full-time remote work is “access to a much larger talent pool,” Fimian says. “This allows us to recruit team members who are not only highly skilled, but also aligned with our core values — no matter where they live. From our perspective, that’s the greatest benefit — a stronger, values-driven team without geographic limits.”
“We now have employees all over the United States. In fact, we have people all over the world ... serving in admin and IT roles. It took us a while to find quality people, but when we did, it became great.”
— Dan Strull
GoodSuite
where you’re located, but you do have to adhere to our time zone, getting up early each day, if necessary. For our Reno-based support person, she loves that. It’s perfect for her.”
As noted, finding the right people is a priority at Levifi, Fimian says, emphasizing that the practice helps, in part, to address building company culture, something that some people may assume is missing in a largely remote workforce. “We want to become a forever company; I have no interest in being acquired by anybody,” he says.
Fimian is quick to cite two examples to illustrate the focus on finding the right people, regardless of location. “Our chief revenue officer is in Florida and our sales admin is in Reno, Nevada,” he says. “For certain jobs, it really doesn’t matter
“We’re very keen on being debt-free, self-financing and building something that’s bigger, better and going to be around long after I’m gone ... By hiring people who believe in that, who share those values and that kind of entrepreneurial spirit, that drives the culture.”
“Remote work will remain a core part of Levifi’s culture and operations for the long term ... [It is] a deliberate choice that supports growth, agility and employee satisfaction.”
— Thomas Fimian
Levifi
Another driver of the company culture is Levifi’s adherence to the Entrepreneurial Operating System (EOS), “which has been instrumental in putting the right people in the right seats and fostering a cohesive culture with minimal drama,” Fimian says. “We measure productivity using EOS’s Traction process, which sets clear, measurable goals, identifies and solves issues quickly, and assigns specific to-do’s that team members are accountable for. Through regular ‘Level 10 Meetings,’ we track progress and ensure that every team member — regardless of location — is aligned, contributing and accountable. This keeps the focus on results, not just hours worked.”
If a Levifi employee “struggles to meet his or her commitments, we see it as a deeper alignment or performance issue, not a remote work problem,” Fimian says. “We believe in giving second — and sometimes third and fourth — chances for honest mistakes. But if the root issues conflict with our core values, we address them quickly and help the individual find a role outside of Levifi that’s a better fit.”
In terms of the value of remote work from the perspective of Levifi’s employees, “they appreciate the flexibility, time savings and ability to work in environments that maximize their productivity,” Fimian says, citing the appeal of the flexibility benefit by way of the example of a parent needing to take a child to an afternoon doctor’s appointment. “As a remote employee, you can take the kid to the doctor and get your work done afterward. Returning to work at 7 p.m. or 8 p.m. in a home office makes that easy.”
At his forever company, Fimian sees remote work being a forever practice. “Remote work will remain a core part of Levifi’s culture and operations for the long term,” he says. It is not adapting to a trend, but “a deliberate choice that supports growth, agility and employee satisfaction.” 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.
Remote Vs. In-Office Work
Shaping the future for office technology dealerships
by: Deborah Hawkins, Keypoint Intelligence
Three years after the COVID-19 pandemic upended how America works, the dust still has not settled. While many companies have reopened their offices, the “where” and “how” of work have permanently shifted. According to research by Keypoint Intelligence, roughly 40% of knowledge workers in the United States now work in hybrid arrangements, splitting their time between their homes and offices. Fully remote work remains higher than pre-pandemic levels, but is often confined to microsized companies. For office technology dealers, this evolving balance between remote and in-office work is more than a human resources headline — it is a blueprint for the next decade of sales, service and innovation.
The Data on Work Location Trends
The numbers tell a clear story: The American workplace is no longer dominated by either extreme. Hybrid arrangements, where employees spend part of their week in-office and part working remotely, have emerged as the sweet spot for many companies. Hybrid work now represents the largest single category of workplace arrangement for fulltime employees.
Fully remote work has retreated from its pandemic peak, especially as large employers like Amazon, Google and JPMorgan Chase have set a minimum number of in-office days. But remote work, as a portion of working time, is still far more common than in 2019, when less than 6% of U.S. workers were fully remote. Based on Keypoint Intelligence research, two to three days per week in the office through the pandemic years has now settled at 3.5 days on average, which means a tip toward more work in the office than remote.
This has major implications for how organizations design their spaces, invest in technology and manage productivity. For dealerships, these changes dictate what equipment is purchased, where it is installed and how it is serviced.
Demand Implications: The Modernization Plan
A hybrid workforce means fewer people in the office at any one time, prompting many businesses to downsize their physical footprints. Office leases, as reported by corporate real estate players, are shrinking, and floor plans often feature shared workstations and “hot-desking” setups.
From an equipment standpoint, this shift reduces the need for large, centralized print and copy fleets. One highvolume MFP that used to serve 50 employees may now serve only 25 in-office people on any given day, making the investment harder to justify.
However, the flip side is increased demand for smaller, decentralized devices that can serve individual departments, satellite offices or even employee home workspaces. Compact desktop printers, scanners and all-in-one devices, when paired with secure cloud-based workflow tools, can deliver flexibility without sacrificing capability.
This is not as simple as A3 versus A4, though. Workflow integration is key for today’s modern workplaces and, for many businesses, the return-to-office (RTO) mandate has included the upgrading of equipment, space and facilities
Recurring Revenue, Simpli ed
Operational E ciency
to more worker-friendly settings, which allows the seamless shift from remote to in-office work, with the highest level of digital technology.
The “equipment-as-a-service” model is gaining traction as well. Businesses want to avoid heavy capital expenditures when their staffing levels and space usage are in flux. Subscription models that bundle hardware, service and software into easy-to-understand, predictable monthly payments align perfectly with this need. Similarly, the coworking option is back, with demand for shared office space rising, which offers perks such as shared client bases, networking capabilities and modern, high-tech workspaces.
... Amid political and tariff-related uncertainty ... No one is shelling out for new gear right now, but companies are looking for greater efficiency ...
Technology That Supports the Hybrid Model
The most successful dealers will focus on integrating technology that bridges the home/office divide and makes it easy for customers and their workforces to seamlessly move between remote and in-office locations. This will include:
n Cloud Print & Scan — Users can send documents to a queue and release them at any authorized device securely, regardless of location.
n Security Layers — Encryption, authentication and compliance tools protect sensitive data in dispersed environments.
n Collaboration Platforms — Integrations with Microsoft Teams, Slack or Zoom Rooms streamline workflows.
How Hybrid Work Creates Opportunities for Office Technology Dealers
While some dealers may see the shift as a threat, it is better viewed as an invitation to expand capabilities. Hybrid work opens several growth avenues:
n Home Office Fleet Management at Scale — Dealerships can provide standardized devices for employees’ home offices, ensuring compatibility, reliability and security — and managing them as part of a unified fleet.
n Secure Cloud Document Solutions — With documents being created, printed and scanned in multiple locations, secure, cloud-based platforms for storage and collaboration become essential. Dealerships that offer and support these tools move beyond “box sales” into workflow consulting.
n Managed Print & IT Services — Hybrid clients often lack the internal IT capacity to manage distributed device fleets. Dealerships that bundle managed print services with remote IT support can become indispensable partners.
Flexible Leasing & Financing Models
Equipment needs may fluctuate as hybrid policies evolve. Offering short-term leases, device swaps or “pay-as-you-go” models reduce friction for clients.
And let’s not forget that any opportunity to talk to clients about their futures — such as redesigning their workspaces for the next decade — is good for any dealership. That does mean talking to clients at all levels, from the procurement team to IT to the C-suite. Particularly overarching projects — such as the digitization of lines of business or processes — will require buy-in from many parties. Economic buyers have emerged as the holders of budgets for many projects, yet those decision-makers are influenced by many. There has never been a more important time to network with clients at all levels to retain future business.
n Automation & Analytics — Use tools that track usage patterns, optimize device placement and reduce waste.
Dealers who master these technologies become more than equipment providers — they become workflow architects.
What About Tariffs?
There is no doubt that the economic environment in the United States today is strained amid political and tariff-related uncertainty. Tariffs pose a threat to businesses and have changed end users’ business priorities. This May, some 300 IT decision-makers told us that cost reduction and operational efficiency were their top business priorities for the next 12 to 24 months. These were followed by digital transformation (DX) and revenue growth. No one is shelling out for new gear right now, but companies are looking for greater efficiency, which dealerships can absolutely provide through automation.
We are slowly accepting the fact that artificial intelligence (AI) is going to be a game changer for many businesses, and it is certainly worth talking to your customers about how they might implement AI into their workflows. Encourage the sharing of examples among customer groups and show them your own level of expertise, whether in fleet management, content management, business process automation and/or intelligent document processing (IDP).
Respondents to a Keypoint Intelligence survey reported that intelligent document classification driven by AI is currently their most valuable document process. Business documents are also living in a hybrid world, with 33% of businesses telling us that paper and digital content is used in equal measures. That tipping point is coming and you need to be ready for it — to support your clients as they implement their first automation projects or expand company-wide.
Turning Change into Opportunity
The tug of war between remote and in-office work is no
... Hybrid work is evolutionary. Dealerships that embrace the reality of today’s work patterns ... will not only survive this shift, they will define its future.
longer about returning to “the way things were.” The U.S. workplace has settled into a fluid, hybrid reality that blends the benefits of both models. For office technology dealerships, this is more than a shift in location — it is a shift in customer priorities. The organizations you serve now need technology that works anywhere, security that protects everywhere, and service models that flex as their head counts and office spaces change. All of this has to be oriented to the needs of the future workforce.
Dealerships that cling to a pre-2020 playbook risk being sidelined as IT service providers court the same customers with more relevant solutions. But for those ready to adapt, the opportunity is clear: Position yourself as an essential partner in enabling hybrid efficiency and productivity. This means expanding offerings to include cloud-based workflows, secure remote printing, AI-driven automation, collaboration integrations, and scalable leasing or subscription models.
The lesson is simple: Hybrid work is evolutionary. Dealerships that embrace the reality of today’s work patterns, anticipate their clients’ next challenges and lead with solutions instead of products will not only survive this shift, they will define its future. n
With more than three decades of experience, Deborah Hawkins, group director of the workplace team at Keypoint Intelligence, guides clients through intricate challenges, helping them innovate processes and propel sustainable growth. As group director, she leads a team of expert analysts who deliver strategic intelligence, enabling clients to thrive in a dynamic market landscape. Under Hawkins’ leadership, the team has been instrumental in enhancing client performance, achieving significant milestones in global industry opportunity forecasting, and completing custom consulting projects. Prior to joining Keypoint Intelligence, she worked in the vendor community as a product manager. Hawkins is frequently featured in industry publications, serves as a judge for the Technology Reseller Industry Awards, is a board member of the Managed Print Services Association (MPSA) and is a member of the International Managed Print Services Global Alliance (IMPSGA). She can be reached at deborah.hawkins@keypointintelligence.com. Visit www.keypointintelligence.com.
Rise Above the Noise Strategies to get your dealership’s brand noticed
by: Jenna Miller, Emerald Strategic Marketing
Let me get right to the point. Blending in is a silent business killer. If you are just trying to “do good work” and hope that is enough, you are setting your brand up to become background noise. In saturated markets, good does not get remembered — bold does.
Whether you are in tech, consulting or any other industry, chances are your audience is being bombarded with messages from dozens of companies claiming to be “innovative,” “customer-focused” or “trusted.” Sound familiar? That is because these generic claims are everywhere and they are meaningless without a unique hook.
Let’s walk through real strategies that will help you define what makes your dealership one of a kind and how to shout it from the rooftops.
Define Your Edge
A unique selling proposition (USP) is your unfair advantage. It is the reason a client should choose you instead of another company in the sea of alternatives. It is more than a slogan — it is the core truth of your business that answers the question: “Why you?”
Without a strong USP, you become forgettable — just background noise. You end up competing on price, mimicking your competitors or relying on sheer volume to win business. That is a race to the bottom.
But here is the catch: Most businesses mess this up. They settle for vague statements like: “We provide great customer service” or “We’re passionate about what we do.” Those are not USPs. Your USP needs to be bold, specific and deeply aligned with what your audience actually cares about.
So how do you build a USP that works? Here are three strategies that can transform how people see and remember your brand.
Strategy #1: Get Clear on Your Customer
Before you can define what makes you different, you need to
deeply understand who you are different for. That means going beyond demographics. Get into the psychology of your ideal customers:
n What keeps them up at night?
n What makes their jobs more difficult than they need to be?
n What do they wish someone would finally solve?
Talk to real customers. Do not just rely on sales reps or assumptions. Use interviews, surveys and social listening to get the unfiltered truth. The clearer you are on your audience, the more powerful your USP will be.
Strategy #2: Own Your Niche
Trying to be everything to everyone will dilute your message. The brands that truly stand out pick a lane and own it.
Think of Mailchimp. Instead of going head-to-head with massive marketing automation platforms, the company doubled down on being the go-to for small businesses. Basecamp proudly proclaims it does less than other project management tools and that is exactly why its fans love it. Narrowing your focus can feel scary — like you are shutting out potential business opportunities — but it is often the smartest way to build credibility, loyalty and word of mouth.
Strategy #3: Turn What Makes You Different Into a Battle Cry
It is not enough to quietly be different. You need to declare it — loudly. Maybe you deliver more quickly. Maybe your method is unconventional. Maybe your results speak louder than your competitors’ promises. Whatever your angle, own it unapologetically.
Here is the kicker. Sometimes being polarizing is a good thing. If everyone kind of likes you, no one loves you. When you clearly define what you stand for (and what you do not), you attract the right people and repel the wrong fits.
Use bold language. Tap into emotions. Show real results. Be sure to make people feel something when they interact with your brand.
How to Inject Your USP Into Every Touchpoint
Once you have nailed your USP, do not hide it in a drawer. It should be front and center everywhere your brand shows up.
n Your website? Lead with your USP on the homepage.
n Your pitch deck? Frame the whole story around what makes you unique.
n Social media? Use your messaging consistently. Tone, visuals and content should all reinforce your differentiator.
... In a world where everyone is shouting, whispering will not get you heard. A strong, unique selling proposition is no longer nice to have; it is your survival strategy.
n Sales calls and support conversations? Your team should be trained to live and breathe your USP, not just recite it.
Do not let your USP go stale. As your audience evolves and your company grows, revisit it regularly. Test it, tweak it and refine your messaging based on feedback and performance.
Be Bold or Be Ignored
Here is the bottom line: In a world where everyone is shouting, whispering will not get you heard. A strong, unique
selling proposition is no longer nice to have; it is your survival strategy. So take a stand. Say something that matters. Stop trying to blend in and start building a brand that people cannot help but notice and choose.
Here is my challenge for you. Examine your website, LinkedIn profile and elevator pitch and ask yourself: “What would make someone choose us instantly?” If you cannot answer that clearly and confidently, it is time to sharpen your edge. Because in today’s marketplace, it is not the best business that wins, it is the one that is impossible to ignore. n
Jenna Miller is the CEO of Emerald Strategic Marketing, a digital marketing agency in Tampa Bay, Florida, that delivers bespoke solutions like SEO, social media management and other marketing services. She can be reached at info@emeraldstrategicmarketing.com. Visit www.emeraldstrategicmarketing.com.
DEALERS HELPING DEALERS
The Benchmark Model
How dealers are using it & increasing EBITDA
Compiled by: Elizabeth Marvel, Office Technology Magazine
Following are two related questions 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/Dealers HelpingDealers. You will need your username and password to access this member resource.
In what ways do dealers use the benchmark model [as taught by John Hey and Todd Johnson in BTA’s ProFinance 3.0] to run their businesses? What is the best way to increase EBITDA?
“We use the benchmarks completely in our system. We work hard to hit all of the metrics. I think a lean and very profitable company with long-term contracts will increase your EBITDA.”
Stephen Valenta, president/owner Offix, Gainesville, Virginia
“There are four keys: (1) Buy right, with best-possible pricing (2) A 90-day turn on inventory with proper forecasting (3) Keep only key employees (4) Manage receivables”
Clint Feybusch, president Office Concepts, Warminster, Pennsylvania
“We use it [the model] all the time and typically find that something is out of bounds when things are not good with our cash flow. We are using the model to keep our headcount, payroll and expenses in check.”
Tim Stanley, owner TDSiT, Lowell, Arkansas
“We use this model. Focusing on growing revenue and cost containment monthly affects EBITDA.”
Jeremy Meadors, vice president of sales ABT Utah, North Salt Lake, Utah
“I use the model (still the old one though) to get department quadrants for management teams to ingest and better understand the business model we are working. Improving
EBITDA is the result of effort to improve efficiency with the money you get. There is not really one magic move. Obviously, profitability hits that line straight away, so focusing on moves that directly impact your net profit is the quickest way to improve. You cannot just raise prices normally because we all face competition; that can be counterproductive if sales drop as a result. Improving your costof-sale numbers in all departments has the best impact, but takes the most work.”
Ron Hulett, president & CEO U.S. Business Systems Inc., Elkhart, Indiana
“[There is] no trick to increasing EBITDA. [You have to] sell more, spend less.”
Sheryl Gregory, accounting analyst TTS Group Inc., Hanover Park, Illinois
“We live by it [the model] and fill it out every month, not just once a year.”
Chip Miceli, CEO Pulse Technology, Schaumburg, Illinois
“Increase revenue and cut expenses [to increase EBITDA].”
Mike Boyle, president BASE Technologies, Bethel, Connecticut
“The model is awesome, but you need to eyeball it monthly; once a year is too late to make changes. We have been focusing on overall gross margin on the copier side to leverage all points/rebates, etc. It has made a difference by looking at this number every month.”
Chap Breard, owner MOEbiz, Monroe, Louisiana
“We finished [ProFinance] training in June and are starting to implement the model. We are trying to see where we are losing money on the copier side. We have IT and water, too.”
Jeffrey Persha, staff accountant Advanced Business Systems Inc., Watertown, New York n Elizabeth Marvel is associate editor of Office Technology magazine. She can be reached at (816) 303-4060 or elizabeth@bta.org.
Overtime Pay Tax Deduction
Changes are now in effect from new federal law
On July 4, 2025, President Donald Trump signed the One Big Beautiful Bill Act into law. Spanning approximately 870 pages, the new federal law (Public Law 119-21) includes a broad range of domestic policy initiatives and economic priorities. To name just a few examples, the law implements significant changes to health care, immigration, national defense, energy, taxes and debt-ceiling policies. Although the full impact of the law may not be known for some time, BTA members should be aware of certain provisions with immediate consequences. This month, Legal Perspective looks at the law’s effect on overtime pay.
How the Overtime Pay Tax Deduction Works
The law introduces several tax reforms tailored to non-exempt workers who rely most heavily on overtime pay and tips to supplement their hourly wages. Among those reforms, backers of the law trumpet a “no tax on overtime” provision. A close examination of the overtime tax deduction reveals this claim to be exaggerated. While it is technically true that most hourly workers can expect to pay less in overall taxes on a portion of their overtime wages, in practice, the law does not come close to eliminating taxes on overtime. The new federal tax deduction only applies to the premium portion of overtime. In other words, where overtime pay is typically paid out at a rate of 1.5 times (or “time and a half”), the tax exemption only applies to the extra half-hourly rate.
To illustrate how the overtime tax deduction under the law works, let’s consider a hypothetical scenario. Suppose, for example, an hourly worker earning $30 per hour works 41 hours in one week in a state where overtime kicks in after 40 hours. That worker should be paid 40 hours at the regular rate of $30 per hour ($1,200), plus one hour at the time-and-a-half rate of $45 per hour. If the law eliminated all taxes on overtime, the entire amount of pay for the 41st hour ($45) would be exempt from federal income tax.
But that is not how the law works. Overtime pay is not exempt from federal income tax under the law; rather, our hypothetical worker is only permitted to take a tax deduction for the premium portion of the overtime pay, meaning the worker can only deduct $15 from his (or her) adjusted gross income on his federal tax return. This tax deduction applies to overtime pay earned beginning Jan. 1, 2025, and remains in effect through Dec. 31,
by: Greg Goldberg, BTA General Counsel
2028, unless Congress chooses to extend it. The overtime deduction is capped for individual filers at $12,500 and for joint filers at $25,000. The deduction phases out for individual filers earning more than $150,000 per year and joint filers earning more than $300,000 per year.
Impact on BTA Members
For BTA members with hourly employees, the new overtime tax deduction may require some operational changes over the next several years:
n Timekeeping: First, it is important to ensure accurate reporting and timekeeping for overtime. Hourly employees will only see a boost in their take-home pay if they can take full advantage of the tax deduction. This starts with accurate payroll records.
n Withholding: For the moment, federal withholding remains the same for 2025. The IRS has confirmed that no changes will be made to withholding tables or W-2 forms for the current year.
n Increased Record-Keeping & Reporting: Employers will now be required to separately track and report overtime premiums on employees’ W-2 forms for the 2025 tax year and onward. While the IRS allows employers to utilize reasonable estimation methods for the current year, clarity and accuracy will be essential going forward.
n No Change to Social Security or Medicare Withholding: The overtime tax deduction affects only federal income tax. Overtime pay remains fully subject to FICA, as well as any state or local taxes.
Next Steps
It is always a best practice to communicate changes in takehome pay to employees, including how the overtime tax deduction works and what the limitations are. Updates to federal withholding rules are expected to be implemented for 2026, so continue to monitor this space for additional guidance from the IRS. The new law offers a modest way to enhance employee compensation without affecting payroll tax structure — at least for now. 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 Member
MBS Business Systems, Salinas, CA
Vendor
Member
Fujifilm Business Innovation International Operations Corp., Hanover Park, IL
For full contact information of these new members, visit www.bta.org.
Targeted Marketing Services
Evolved Office provides sales and marketing enablement for MSPs and office technology dealers. Its platform includes campaigns on topics like cybersecurity, managed IT and VoIP, with SmartBrand technology to personalize content. Automation tools make it easy to send branded emails, social media posts and video messages, while AI-powered features help drive business growth. Evolved Office also offers website development and complete managed marketing services.
Evolved Office has a special offer exclusively for BTA members. New BTA member clients that sign up for Evolved Office’s Enterprise Plan will receive free setup (valued at $899) and three months of managed services (valued at $1,350). This unique offer highlights Evolved Office’s dedication to helping BTA members maximize the impact of their marketing efforts. For more information, visit www.bta.org/EOMarketing.
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.
In April 2021, Fuji Xerox became FUJIFILM Business
Innovation. The FUJIFILM Business Innovation Division is a global solutions provider for the printing industry, including production and office solutions. Fujifilm leads the print industry in color knowledge, leveraging its more than 90 years of experience in imaging with a proven commitment to supplying products and consultative solutions that improve business results. Solutions include equipment, parts and consumables, as well as workflow, color management, security and consultative services.
www.fujifilm.com
IBPI is the largest buying group in the office technology industry. Since its inception in 1987, it has built an outstanding reputation based on the buying power it brings to its dealers. From the very beginning, the hallmark of IBPI has been to focus on negotiating deep discounts and quality rebate programs with the industry’s top manufacturers and service providers. By combining the buying power of its membership, IBPI is able to provide pricing on products that are typically reserved for the biggest players.
www.ibpi.net
A full list of BTA vendor members can be found online at www.bta.org.
PRINCIPAL ISSUES
Xerox Partner Training
Empowering growth through knowledge
Editor’s Note: This is the fifth in a series of article submissions from BTA-member OEMs providing a look at their current dealer training programs.
At Xerox, innovation has always gone hand in hand with education. From the earliest days of pioneering office technology, Xerox recognized that empowering partners through knowledge is just as important as delivering world-class products and services. Training has and will remain a cornerstone of Xerox’s business strategy to ensure our dealers and partners have the skills, tools and confidence to support their clients at the highest levels.
For those who have been in the industry a while, the legacy of the Xerox International Center for Training and Management Development, later known as Xerox Document University, still resonates as a symbol of the company’s early leadership in professional education.
Today, while the format and types of training have evolved, our commitment remains unchanged. Xerox continues to invest in a modern ecosystem of learning to meet the needs of the digital workplace and the partners who power it.
Digital & Flexible Learning Platforms
by: Jayne Tuma, Xerox Corp.
By combining personalization, adaptability and collaboration, Xerox Learning Central represents the next chapter in partner enablement, reinforcing our commitment to helping partners thrive in the digital workplace.
In today’s fast-paced business environment, training must be as flexible as the partners it serves. That commitment is clear through the investment in Xerox Learning Central, which was introduced in April 2025 at the Xerox Partner Summit. It is a modern e-learning platform designed to deliver engaging, relevant, impactful and personalized training whenever and wherever it is needed.
Xerox Learning Central offers:
n Personalized learning paths tailored to roles and industry needs
n Competency frameworks aligned with Xerox’s standards for growth and performance
n Interactive learning through quizzes, adaptive modules and certifications
Initial programs include the Evolve Verified Seller Learner Path, the Analyst Learning Path, the Partner Field Technical Service Provider Path and the Partner L1 Help Desk Path — each built to accelerate readiness and improve support across the partner network.
Sales & Marketing Enablement
Just as technical training strengthens service delivery, Xerox sales and marketing enablement programs are designed to empower partners in the field. These programs equip sales representatives with the knowledge to position Xerox solutions effectively, highlight competitive differentiation and connect solutions to real client outcomes.
A standout example is the “Why Xerox Now and Next” program, a blended learning initiative that combines instructor-led, face-to-face training with coaching, group engagement and microlearning. The learning is structured around three questions: “Why change?” “Why now?” and “Why Xerox?” These guide participants in understanding Xerox’s unique value proposition while positioning themselves as preferred office technology providers.
In addition to strengthening messaging and positioning skills, participants are introduced to a range of Xerox sales tools and collateral designed to support every stage of the
selling process. Together, these resources ensure that partners are well-prepared to win new business, build stronger client relationships and grow their Xerox portfolios.
Technical Training
Xerox provides a robust curriculum for technicians and service staff members, covering everything from foundational office technology skills to advanced production print systems. Hands-on technical labs, virtual instructor-led courses and web-based modules prepare service engineers to solve problems efficiently, maintain device security and keep customers’ operations running smoothly.
Xerox has a rich legacy of training and development and, today, we continue to build on that foundation with ... a relentless focus on partner success.
A key component of this effort is Service Acclimation Training. Delivered on-site, this program brings a regional service development manager to partner service teams, working side by side with them to walk through Xerox products and the tools that make servicing devices easier in the field. This practical, in-person approach ensures that technicians not only understand the technology, but also gain confidence by applying their knowledge in real-world service environments.
Certification programs further reinforce learning and ensure consistency across the partner network, building confidence for technicians and trust for clients. In addition, recommended learning paths help new service staff members become proficient quickly, while ongoing updates and refresher courses ensure seasoned technicians stay current with evolving technologies.
Product & Solutions Summits
In addition to formal training programs, Xerox hosts Product and Solutions Summits throughout the year. These events bring together partners for hands-on, engaging learning and enable meaningful collaboration. Partners also have the chance to dive deeper into the Xerox portfolio, explore solution strategies and engage directly with Xerox experts.
Beyond the classroom, the summits foster peer-to-peer collaboration, where partners can share best practices, build connections, and return to their businesses with fresh ideas and actionable strategies. By combining product expertise with real-world application and community building, the Product and Solutions Summits play an essential role in strengthening partner readiness and success.
This spirit of partnership extends well beyond summit events. Xerox workplace consultants, digital services consultants and production specialists regularly work in the field alongside our partners, providing education, guidance and sales support. By helping partners position Xerox solutions effectively and address client needs directly, these specialists ensure that learning is continually reinforced through
real-world application — turning training into measurable results.
Benefits & Impact
The true value of training is measured in outcomes. Xerox partners benefit from faster onboarding of new staff members, greater technical expertise in the field and stronger sales readiness across their organizations. The result is improved client satisfaction, higher efficiency and measurable business growth.
As one of our core investments in partner success, training ensures that every Xerox solution is backed by knowledgeable, confident professionals who can deliver an outstanding client experience from day one.
Building the Future Together
Xerox has a rich legacy of training and development and, today, we continue to build on that foundation with forward-looking programs, digital innovation and a relentless focus on partner success.
Whether it is a technician in the field, a sales representative meeting with a client or a manager shaping strategy, Xerox training ensures our partners have the skills and resources to succeed.
By combining our legacy of excellence with the innovations of tomorrow, Xerox remains committed to empowering partners, strengthening relationships and driving mutual growth well into the future. n
Jayne Tuma is an accomplished sales and marketing executive with more than 25 years of experience across Xerox direct and channel sales operations. She currently serves as director of partner business development and field marketing for Xerox North American Channels, where she leads the creation, management and execution of partner development programs, marketing offerings and events that drive measurable business impact. A nationally recognized direct sales producer, Tuma has extensive expertise in partner engagement, sales enablement, revenue growth and market expansion. She is highly regarded for developing and delivering strategic business development programs and marketing plans tailored to both global and market-specific needs. Throughout her career, Tuma has worked closely with partners to strengthen relationships and foster collaboration, helping them align with growth strategies that drive measurable business outcomes.
Her achievements include being named a 2025 CRN Woman of the Channel, 2024 CRN Woman of the Channel, 2024 ENX Magazine Difference Maker and nominee for CRN Woman of the Year – Innovation. Tuma can be reached at jayne.tuma@xerox.com. Visit www.xerox.com.
SOLUTIONS
A Modern Playbook
Turning today’s sales challenges into opportunities
by: Melissa D. Whitaker, Melissa Whitaker International
In today’s economy, sales professionals face one of the most dynamic and demanding environments in recent history. Buyers are more cautious, competition is fierce and technology is transforming the way we connect. While these challenges are real, they also open the door for those willing to adapt, innovate and lead. Here is how top performers are not just surviving, but thriving.
Navigating Longer, More Complex Sales Cycles
Economic uncertainty has stretched timelines and added layers of approval to buying decisions. Deals that once took weeks now take months, requiring sales professionals to approach the process like project managers.
The solution? Map the buying process early. Identify all stakeholders, understand their priorities and chart the steps to approval. Break the sale into microcommitments (i.e., small agreements that keep the process moving forward), such as setting the next meeting or agreeing to a pilot program. Throughout, use case studies and proof points to reduce perceived risk and make decision-makers comfortable moving ahead.
Overcoming Increased Price Sensitivity
With many organizations tightening budgets, price is often the first objection salespeople encounter. The key to overcoming it is shifting the conversation from cost to value.
Start by quantifying ROI. Show exactly how your solution will save money, generate revenue or mitigate risk over time. Introduce the concept of total cost of ownership (TCO) to move the discussion beyond up-front costs. Consider bundling products or services in a way that highlights efficiency and positions your offer as an investment in long-term gains, not just a line-item expense.
Standing Out in a Self-Educated Buyer’s World
Today’s buyers are better informed than ever. Research suggests a buyer completes up to 80% of his (or her) buying journey before engaging with a salesperson. This means your role has shifted from simply providing information to becoming a trusted advisor.
Lead with insights that cannot be found with a quick Google search. Share industry trends, benchmarking data and expert analysis to shape the buyer’s thinking. Ask thoughtful
questions that uncover challenges he may not have fully recognized. And when presenting solutions, weave them into stories of how similar clients succeeded — connecting on both emotional and logical levels.
Breaking Through Digital Engagement Fatigue
Virtual selling is still going on, but we all know that getting in front of the decision-maker is vital to your sales approach. Since we use so many sales techniques to reach our clients, it has created a flood of outreach that buyers often ignore. To stand out, focus on personalization and multichannel strategies. Here at Melissa Whitaker International (MWI), we like to call that using the “Three-Pronged Approach” or the “Combination Approach.” Do your homework before every interaction. Reference the prospect’s recent LinkedIn activity, company news or industry developments in your outreach. Diversify your touchpoints — blend email, phone calls, LinkedIn messages, personalized video and even physical mail. When you do get virtual meetings, make them interactive with polls, visuals and clear agendas to keep attention high.
Adapting to Rapid Technology & AI Changes
AI-powered tools and digital platforms are changing sales at lightning speed. The challenge is not just keeping up — it is integrating them in a way that actually enhances productivity. Adopt AI to handle repetitive tasks like precall research, proposal drafting and CRM updates, freeing you to focus on relationship-building. Choose tools that integrate seamlessly into your workflow rather than chasing every new trend. And set aside time each week for continuous learning so you are always ready to leverage the latest capabilities.
Combating Burnout & Maintaining Motivation
Tough markets can wear even the best salespeople down. Rejection rates are high, targets are challenging and the pressure is constant.
Resilience begins with focusing on what you can control — daily activities, skill improvement and pipeline health — rather than obsessing over closed revenue numbers alone. Build peer accountability into your routine with regular check-ins or team huddles to share wins and keep morale high. Finally, prioritize physical and mental well-being. Exercise, rest and personal
time are not luxuries; they are fuel for sustained performance.
Managing Supply Chain & Delivery Issues
Even when you win the deal, product or service delays can strain relationships. The best sales professionals get ahead of this by setting expectations early.
In challenging times, the advantage ... goes to the sales professional who understands the customer, adapts with agility and delivers value with confidence.
Be transparent about potential challenges from the start. Overcommunicate timelines and, where possible, offer alternative products, phased rollouts or value-added services to bridge the gap. Transparency not only preserves trust, but often deepens the client relationship.
Aligning to Shifts in Customer Priorities
Customers are increasingly prioritizing efficiency, cost reduction, sustainability and risk management. If your pitch does not reflect these priorities, you risk being out of step. Reposition your offering to speak directly to the client’s current business drivers. Tie your proposal to his strategic goals for the year ahead and show concrete examples of how you have helped other customers adapt successfully. The more your solution feels like a direct lever for achieving his priorities, the more compelling it becomes.
The Big Picture: Adaptability Wins
The sales landscape will continue to evolve, shaped by economic shifts, technology and buyer expectations. The
professionals who rise to the top are those who see change not as an obstacle, but as a catalyst for growth.
By mapping decision processes, leading with value, personalizing engagement, embracing technology, building resilience, managing delivery proactively and aligning to evolving priorities, you position yourself not just to survive in today’s market — but to excel.
In challenging times, the advantage does not go to the largest company or the cheapest offer. It goes to the sales professional who understands the customer, adapts with agility and delivers value with confidence. That is the real playbook for success in today’s economy. n
Melissa D. Whitaker is a sales and management expert, business consultant, wellness coach, international keynote speaker and trainer. She is co-author of the bestselling books “Pushing to the Front” and “Beat the Curve” with Brian Tracy. Whitaker is the founder and CEO of MWI, where she helps executives and their teams achieve alignment and drive profitable sales. Before MWI, Whitaker had years of proven sales, management and leadership results with leading organizations — Impact Networking, Toshiba America Business Solutions and Chicago Office Technology Group. She can be reached at (847) 845-4922 or melissa@melissawhitakerintl.com. Visit www.melissawhitakerintl.com.
ADVERTISER INDEX
23 • BPO Media www.workflowotg.com / www.theimagingchannel.com
