Independent Dealer May 2025

INDEPENDENT DEALER

the official publication of WSA

Editorial & Contents

Tariff turbulence

There can be little doubt that the primary source of concern in the industry since we last went to press has been the introduction of sweeping and steepling trade tariffs on pretty much every US trading partner and the effect this will have on the cost of the goods we deal with on an everyday basis.

With this in mind, in early March I asked Paul Miller, legislative counsel at our trade body the Workplace Solutions Association (WSA), to look at the potential effects of the tariffs—and other early initiatives of the incoming Trump administration—on the IDC. His article on page 26 offers a well-considered view on tariffs, developments at the Department of Government Efficiency (DOGE) and changes within the General Services Administration (GSA). As you will see, the article was written prior to April 2 when the scale of the tariffs became clear, yet its conclusions hold true. However the situation plays out, it looks

Rowan McIntyre, editor and publisher rowan@idealercentral.com

as if the industry, and small businesses in general, “may feel some pain in the short term before it gets better.”

Paul suggests useful strategies to help get ahead of the curve in terms of mitigating some of the adverse effects on business, and we will continue to bring you advice from the WSA and other experts about how to cope with the challenges the industry will face during these trying times.

With that in mind, we would love to hear from you if you have any opinions or suggestions to share with your peers about ways to maximize profits (or minimize loses) in what is bound to be a turbulent trading environment. 4

32 PRICING BEST PRACTICES

OP Software’s Rick Marlette on pricing strategy

34 COVER STORY

Retaining customers and increasing spend: Lisa Veeck talks to dealers about their strategies for keeping customers and raising their engagement.

40 COLUMNS

40 West McDonald: AI image generation in focus

44 Jennifer Vitanzo: On improving your SEO ranking

48 Tom Buxton: On convincing Amazon customers

50 Marisa Pensa: The power of the product mix

52 Troy Harrison: How to handle price objections

INDEPENDENT

Editor and publisher

Rowan McIntyre

VIP Office celebrates 50 years

In 1975, Dianne Horton opened an answering service in Hinesville, Georgia. She soon added office products to the mix. Five years later, Barbara Pilkinton joined the company, bringing the number of full-time employees to two.

“I recall doing whatever Dianne needed me to do, whether it was cleaning the bathroom or mopping the floor,” says Barbara, the current CEO. “There weren’t computers then, so I would take the tray of receipts home every night, hand post the sales to the ledger and bring them back the next morning. During those first years, we made a couple of thousand dollars in sales.”

A lot has changed in half a century. Today, VIP Office Furniture and Supplies has 25 employees, three locations and 10 delivery trucks. The company enjoys annual sales of $7.8 million, supplying furniture, printing, janitorial, breakroom and promotional products primarily to the government and education sectors. The company’s locations include two retail stores where print services reign supreme.

Starting a business always presents challenges—especially for women entering what, five decades ago, was very much a male-dominated sector. “Office products was a ‘good ole boys’ industry back then, so it was a real challenge for Dianne to be successful,” recalls Barbara. “She was charming and charismatic, often seen as just a pretty face. One attorney told

her once something shouldn’t concern her since, with all the competition, she wouldn’t be in business long. Understandably, she always had a thorn in her side about that attorney.”

His words only made Dianne and Barbara all the more determined for VIP Office to thrive—and thrive it has. Not least, that’s thanks to a smart approach to recruitment and retention.

“Dianne had a knack for hiring people who shared her vision for the present and the future,” says Barbara. “I remember the two of us having a conversation where she said, ‘You can only stay stable for so long. If you don’t

move forward, you go backward.’”

Vice president April Burriss agrees: “Dianne could find people with a gift and allow them to do something with it to enrich who they were as people and the company. When I started with VIP Office, I was a natural-born introvert, but she saw something different in me. Today, I can train people, make sales calls and speak to an audience of 50 people.”

“April also serves as president of the local chamber of commerce,” Barbara chimes in proudly.

Last September, Dianne lost her battle with multiple sclerosis. She knew the day would come and, as was her nature, made careful plans for it, naming Barbara CEO and April vice president of the company.

In addition to a great team, Barbara attributes VIP Office’s longevity to “the ability to pivot. We have a corporate structure, but it’s not rigid. During our

Winner’s Circle

years in business, we lived through Office Depot, Corporate Express and now Amazon. In the last few years, 70 per cent of our peers have disappeared from the landscape. But we are still here and growing.”

According to Barbara, VIP Office’s future looks bright in April’s competent hands: “I’ve been here 45 years, so there is an end game for me. Not right now—we are still recovering from losing Dianne and making some changes. But Dianne and I agreed that April was the future.”

Yet April is quick to point out that while she might now be spearheading the company’s growth, she is far from alone in this endeavor: “We have an awesome team. It starts with Barbara and me but goes all the way through to our delivery drivers. Without them, there are no happy customers. We have the right people in the right place.”

In addition to continuing the tradition of astute hiring, April plans to improve VIP Office’s website, including expanding the company’s e-content, and add more delivery vehicles to its fleet. She also sees a need to meet Amazon head-on: “Today, Amazon is every dealer’s and business’s nemesis. We need to look at what Amazon, Shopify or competitors with similar platforms offer and why people order from them. We must study them and figure out how to pivot to gain that market share. We need to stay ahead

of it, to make sense of what buyers are looking for, and position ourselves to take advantage of what makes us different so we are their first choice.”

“As buyers become savvier, you need to come up with ways to make your company valuable to them,” she sums up. “You can’t attach service to a pen order, so you have to look for products and categories where service is important. Don’t be afraid to pivot.”

Adds Barbara: “And don’t wait too long to do it.”

Eakes Office Solutions makes 14th acquisition

Eakes Office Solutions, Grand Island, Nebraska, has acquired Fremont, Nebraska-based My Central Supply. The locally owned and operated company offers janitorial supplies and equipment, food service products, packaging materials and other workplace essentials.

Former My Central Supply owner Amy Brown is leaving the company to pursue new opportunities, while the rest of the company’s employees will continue to work for the company under the Eakes name. “I want to thank all our customers for their incredible support over the years,” says Amy. “I’m confident in Eakes’ ability to take care of all of our loyal customers moving forward.”

Eakes president and CEO Mark Miller adds: “Amy and Justin, along with the team at My Central Supply,

have provided a high level of customer care to many Nebraska communities for a long time. We are thrilled to welcome them to Eakes. Together, we are stronger and more capable of delivering exceptional care and solutions.”

The acquisition marks Eakes’ 14th location in Nebraska and Wyoming, which also serves customers in Colorado, South Dakota, Iowa and Kansas.

In other news, Eakes has made several changes to its team to better serve clients members across the company’s territories:

• Luke Luxford, formerly managed print specialist for the company’s Lincoln market, has been promoted to sales manager at its Hastings location.

• Lindsey Kirkendall has been hired to assume Luxford’s role.

• Casey Pfeiffer is joining as a technology solutions sales specialist and will play a key role in expanding Eakes’ presence in the eastern part of the state.

• Tia Hunter has been hired as a marketing assistant to support all divisions and will be based in Grand Island.

McGarity Business Product named Best of Hall County

McGarity’s Business Products, Gainesville, Georgia, has been named Best of Hall County 2025 in the Office Supplies & Equipment category for the seventh consecutive year by the Gainesville Times. Readers’ votes determine the winners.

“Winning the Best of Hall award seven years in a row is an incredible honor for McGarity’s,” says account and marketing manager Coby Merchant. “It reflects our team’s hard work, passion and dedication to serving our customers with excellence every day. More than just a title, this recognition shows us that our commitment to quality customer service makes a difference in the lives of those we serve. Being part of the Hall County community means everything to us. It’s where we’ve built lasting relationships, supported local causes and grown alongside the people who continue to support us year after year. We’re proud to call this community home for over 46 years.”

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Blaisdell’s Business Products supports BANANAS

Blaisdell’s Business Products, Oakland, California, made a $2,000 donation as a sponsor of the recent BANANAS UnPeeled event at Children’s Fairyland in Oakland. BANANAS clients and the community enjoyed free admission to the UnPeeled event, which included live shows from local talent. The organization used $25,000 of sponsorship money to pay event

expenses. The remainder will be used to help fund childcare referrals, workshops, playgroups, coaching and support groups.

BANANAS has supported families in their parenting journey since 1974, working with early education providers. The organization’s programs and services include assistance with finding and paying for quality childcare, parenting workshops, playgroups and professional development for all types of early care and education providers.

“BANANAs is a local nonprofit that helps families with young children in need—everything from education to daycare, food, diapers, etc.” says Blaisdell’s CEO Michael Witt. “There are a lot of single parents who can’t make it on one income. With the economic climate here in the Bay Area still lagging behind other parts of the country, there is a huge need for help. The Bay Area is still reeling from the COVID-19 lockdowns and strict

mandates that dragged on for over two years and just hasn’t bounced back.”

In separate news, Blaisdell’s donated $2,500 to the Greater San Francisco YMCA’s “Y for Youth” event. Since 2012, the YMCA has brought the Bay Area community together annually through this event to be inspired by youth and their voices, to celebrate the essential role they play in shaping the Bay Area’s future, and to raise funds for YMCA programs that help youth reach their full potential. The YMCA serves more youth daily than any other organization outside of the public school system. Among other things, it addresses education intervention, whole-person wellness, food insecurity and access to equitable after-school programming, outdoor activities and mental health support.

“The YMCA plays an important role in helping our youth and our community and Blaisdell’s is eager to help whenever and wherever it can,” says Witt.

Interiors by Guernsey hosts Women Building the DMV

Interiors by Guernsey, Inc., Chantilly, Virginia, recently hosted the Women Building the DMV (Washington D.C., Maryland and Virginia) panel at its furniture showroom in Chantilly, Virginia. The National Association of Women in Construction (NAWIC) of Northern Virginia and the Washington Building Congress organized the program.

Women Building the DMV: “Lift as You Climb” is a panel event focused on women in construction empowering and supporting one another as they rise in their careers and communities. Guernsey sales and design specialist Laurie Keninitz participated as a panelist.

“The Guernsey company supports many local, generally nonprofit, organizations,” says founder and CEO David Guernsey. “We strongly feel the responsibility to give back to the communities we serve. The NAWIC event was especially important since we do interior design and

furnishings for several local construction companies. This was an opportunity for the NAWIC members who had not seen our Chantilly showroom to visit the location and peruse the many configurations we offer. Plus, they met with members of our design teams, which provided valuable interaction and networking.”

Saving Lives Honoree Event

Pickleball

The Office BOSS recognized as a best business

The Office BOSS’s Lakeside Mail Center location in Reno, Nevada, has been recognized by Loc8NearMe as one of the best businesses in the industry. The Office BOSS is headquartered in Truckee, California.

Loc8NearMe is a website that helps visitors find local retail stores near them throughout the United States and Canada. The recognition of the Lakeside Mail Center was a result of customer reviews: The Office BOSS has a 4.5 rating on Google and Yelp, with 40 combined reviews.

“Being nominated as the best business in our industry by Loc8NearMe is an incredible honor and means the world to us because it came directly from our customers’ reviews,” said marketing director Nathan Gamett. “We’re deeply grateful for the support of our amazing community, whose feedback inspires us every day. At The Office BOSS, we strive to provide outstanding customer service and to be the go-to resource for our community’s office and art supply needs. This recognition reaffirms that commitment, and we’re proud to be part of such a supportive and outgoing community.”

Capital Office provides training space for the Red Cross

Capital Office, Anchorage, Alaska, has created a new Capital Office Learning Center and will use it to provide critical training for the Red Cross. The company worked closely with Red Cross regional executive Tanguy Libbrecht. “We are so grateful for our partnership,” said Libbrecht. “It is with the generous support of amazing donors like Capital Office that we are able to accomplish our mission and serve all Alaskans. You have made it possible for us to have a space dedicated to learning and fellowship with our staff, volunteers and donors! Thank you for saying yes without hesitation.”

A-Z Office Resource supports Men of Valor

A-Z Office Resource, Antioch, Tennessee, recently sponsored the 2025 Men of Valor Breakfast at Music City in Nashville, Tennessee. A-Z hosted two tables, inviting business leaders from the community to join the event. A-Z also supported the breakfast financially as a Bronze sponsor. The breakfast—which featured entertainment, testimonials and a Men of Valor overview—attracted more than 1,700 attendees.

“At A-Z, we believe in the power of second chances and strong community support,” says vice president of mergers, acquisitions and partnerships Tiffany Cooper. “Men of Valor’s mission to restore men and families through faith-based prison outreach is nothing short of life-changing. Together, we’re investing in stronger families and a more compassionate community.”

In Memoriam In memoriam: Dave Schulman, Suburban

INDEPENDENT DEALER was saddened to learn of the passing of Dave Shulman, co-founder of Connecticut-based dealer Suburban, on March 9 at the age of 78.

Dave is best known in the industry for founding Suburban Stationers (as it was originally called) in 1979 with his business partner, Ray Bourret, and helping it become the largest independent office products reseller in Connecticut. The company has always been a testament to his work ethic and passion for community. Dave’s focus was always on providing quality service at competitive prices, which led to the company’s consistent growth.

Prior to his involvement in the office products sector, Dave—a graduate of the American International College— had taught at a number of different high schools and colleges before becoming a district manager for the Medi-Mart drug store chain.

In addition to his work at Suburban, Dave was always happy to contribute to the greater good of the industry as a whole and held a number of key positions on industry boards and committees, including the National Office Products Alliance board of directors, the TriMega finance committee, the DDMS/ECI2 advisory committee, the Hewlett Packard advisory committee, the OfficePlus board of directors and the ActionEmco dealer advisory group. He was also a BGPI Dealer Advocate awardee.

Dave’s leadership in these organizations helped advance the industry and provided him with the opportunity to positively influence and guide many others in the office supply and dealer community.

“I’ve had the privilege of working closely with both Dave and his son Bob, the current president of Suburban,” said Donata Barber,

Suburban’s director of marketing.

“I see so much of Dave in Bob: his leadership, integrity and vision for Suburban. I have no doubt that Bob will continue to lead the company just as Dave did, and Dave was always incredibly proud of him and the person he has become.”

Dave’s impact on both Suburban and the broader industry will be remembered fondly by all who had the privilege of working with him. His integrity, vision and dedication to his family and community will leave a lasting legacy.

“He was a great man who always found time for me and frankly anybody who needed it,” said S.P. Richards executive vice president Jack Reagan.

“I will always remember Dave for two things: his smile and his integrity,” recalled Mike Maggio, former president and CEO at S.P. Richards. “His smile always lit up a room. His integrity was the reason that you wanted to get to know him and work with him. He will be missed by all of us that got to know him and were privileged to consider him a friend and business associate.”

“Dave was a true gentleman and a heck of a good guy,” commented former Essendant executive Joe Templett. “He helped build and run a very successful business and I always enjoyed our interaction. He was a great family man and gave back generously to his community.”

Dave’s commitment to his community was evident in his business practices. When relocating Suburban to a larger facility in Middletown’s North End, he made it a point to hire local people and work with local companies. This dedication to his community was instrumental in the company’s success and helped improve the local industrial area.

A devoted member of the East Hampton Rotary Club, Dave served as club historian and past president, as well as chairman of the Rotary Club Foundation, and was awarded four Paul Harris Fellows awards.

He also served as treasurer and finance committee chairman of the Middlesex Red Cross, and as finance director for the East Hampton Ambulance Association and countless other boards and committees of charitable organizations and nonprofits.

His other accolades include the Distinguished Citizen Award from the Middlesex Chamber of Commerce; the Friends of Education Award from the East Hampton Public Schools; Volunteer of the Year from the American Red Cross; Humanitarian of the Year from the East Hampton Lions Club; and the East Hampton Rotary Eaton A. Smith Award.

Dave is survived by his wife of 48 years Teresa; his son Bob and daughter-in-law Lauren; his daughter Elizabeth; and his brother Steven Shulman and sister-in-law Jean.

A service for Dave was being held on March 11 in Middletown, Connecticut. Details of donations in memory of Dave can be found here INDEPENDENT DEALER extends its deepest sympathies to Bob and the whole Shulman family.

Secrets of Success

Capstone Office Products, Fairfax, Virginia

Capstone Office Products, Fairfax, Virginia, has a superpower: operational excellence in the federal government arena. It’s a specialism that isn’t always straightforward, especially during tough times like the COVID-19 pandemic and the current whirlwind of changing government rules and regulations. But mastering the art of compliance is its secret to success.

Carving a niche

Capstone was founded in 1993 under the name of Cornerstone Office Solutions by Nancy V. Cope, owner and vice president. “Jim [Cope, her husband and company president] was selling office supplies, furniture, IT and managing operations for another company,” Nancy recalls. “His goal was always to open another company. I had a career in marketing and communications, which included positions with the state department and in public affairs. I left my career, wrote a business plan and took it to the US Small Business Association. I launched the company and Jim joined me later that same year. I work on the marketing side of things, while Jim takes care of the operational aspects, including keeping up on and handling government regulations and contracts.”

The company initially sold to commercial businesses but also started going after government accounts. In 2009, the federal and state rules and restrictions for vendors became stricter, prompting it to spin off a second company to handle government contracts. Today, Cornerstone exists for historic reasons, but Capstone is the operational side of the company, servicing all its federal government accounts, which make up 95 to 98 percent of its business.

According to Nancy, this focus is deliberate: “We’ve had so much success that 100 percent of our efforts go toward the government sector. Jim does wonderful work in this area. A lot of companies sell to the federal government, but not many do it well. Given its complexity, government compliance is an art form. In fact, we won an award last year from the National Industries for the Blind (NIB). It was the first time in the NIB’s

Company

info

Company name: Capstone Office Products

Headquarters: Fairfax, Virginial

Top management: Nancy V. Cope, owner and vice president; Jim Cope, president

Main wholesaler: Essendant

Number of employees: 9

Annual sales: $2–$3 million

Verticals: Technology and office products 80%–90%; janitorial 5%–10%; furniture 5%–10%

75-year history that it presented an award to a vendor.”

A government-formed nonprofit, the NIB is the largest employer of people who are blind in the US. Its mission is to enhance the personal and economic independence of these individuals by creating, sustaining and improving employment, including the manufacture and sale of products to meet commercial needs and strict government standards.

Nancy enthuses that the government sector has proved very lucrative for Capstone: “We excel in government because we know how to deliver it the way those customers need it. We keep them compliant—in fact, last fall we were recognized for developing systems that ensure high compliance results.”

Along with government expertise, Nancy attributes Capstone’s ongoing success to “going the extra mile to add value to customer relationships and maintaining an honest and trustworthy marketing strategy.”

Jim suggests that flexibility is another of Capstone’s strong points, but one that can prove tricky at times: “You used to be able to predict the future somewhat but now so many of the changes are unpredictable. But we have a structure that can adapt.”

“People not being in the office has been another huge challenge,” Jim continues. “The new administration is a bit unstable at this point, but we are hoping for a huge uptick in workers returning.”

Words of wisdom

“A lot of independent dealers decide selling to government is too hard, too complicated,” says Jim. “But there’s fantastic diversification in the market and before COVID-19, the federal government was highly stable, even when the commercial sector was in recession. The government is taxpayer supported so it is less affected by economic swings. I also I think many of them don’t realize there is a lot of low-hanging fruit to be captured in local government. Going in cold to government is tough, but programs like EPIC and groups like ISG can help.”

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EPIC Business Essentials announces state contract award

EPIC Business Essentials (EBE)—the national accounts business of Independent Suppliers Group—has been awarded a “substantial multiyear contract” with the state of Kansas.

Dante Ercoli, managing director of EBE, said the award—effective April 7—represents another step in the organization’s ongoing national expansion and is a “strong endorsement” of its capabilities to serve public sector clients through its network of independent partners.

He added: “Our dealers offer a local personalized procurement experience, ensuring customers receive tailored solutions across a broad spectrum of established and emerging product categories.”

Meanwhile, EBE has announced a new contract award from group purchasing organization Equalis.

The competitively solicited award is for Online Marketplace and E-Commerce Purchasing Solutions. The bidding process was run by the Region 10 Education Service Center in Texas, one of two lead agencies used by Equalis.

A wide range of products is covered, including office supplies, jan/san, IT equipment, furniture, educational products and MRO. For dealers with the capability, automotive and fleet supplies (e.g., engine parts) are even in the contract’s request for proposal (RFP).

Zebra Pen legend to retire

Zebra Pen Corporation, the writing instrument manufacturer’s US subsidiary, has announced the retirement of long-serving president Clem Restaino.

Restaino has been with the vendor for an amazing 43 years, helping establish the Japan-based firm in the US in the 1980s. He became president of the business in 2002 and was named an executive officer at Zebra Corporate in 2022.

The company stated: “Over the course of his career, [Clem’s]

According to the RFP, the annual sales volume is estimated to be over $500 million by year three of the contract. The awardees—which also include Staples-owned HiTouch and California dealer Pacific Ink—have all been given initial three-year terms, with the possibility of up to two 12-month extensions. The actual award letters were sent out last October, with the contract coming into effect in November 2024.

“This award is a testament to our ability to deliver exceptional customized service through our network of independent distributor members,” said Ercoli. “It also [highlights] the robust functionality and capabilities of our central ordering system as well as the efficiency and operational cost savings it enables.”

leadership guided the organization to its current level of success. He was instrumental in building the Monterrey, Mexico manufacturing plant and warehouse, thus setting the company up for future success.

Zebra Pen is deeply grateful for his decades of hard work and unwavering commitment to its mission.”

Succeeding Restaino at Zebra Pen Corp is previous VP of finance

Joe Marcello, who has been with the vendor for the past 15 years.

Meanwhile, Restaino’s position as president of Zebra Pen Canada Corp will be filled by Callum Broderick, who has held several leadership roles within the organization during his 13 years at Zebra.

Dante Ercoli

Clem Restaino

ECI appoints Gatens, announces ERP acquisition

Well-known US business products exec Paul Gatens has joined ECI Software Solutions.

Last year, it was announced Gatens was heading the marketing function at tech solutions firm Logicblock. The former S.P. Richards VP has now confirmed he has started a new position at ECI as VP of global sales for its distribution division.

His responsibilities include sales leadership of all new systems and aftermarket sales at the division, in both North America and Europe.

Meanwhile, shortly after having received fresh private equity investment from Apax Funds, ECI Software Solutions has announced an ERP acquisition. It has acquired Davisware, a provider of business management solutions built for field service organizations. Its software—which includes Vision, GlobalEdge and GlobalWarranty—is mainly used in commercial industries such as the food equipment, HVAC and refrigeration, petroleum equipment and overhead garage door segments.

Founded more than 35 years ago, Davisware supports over 360 customers and employs 145 team members across the US, Canada and India.

“This acquisition marks a significant milestone in ECI’s continued investment in field service technology and deepens its ability to deliver industry-specific tools that optimize operations, enhance technician productivity and fuel business growth,” ECI stated in a press release.

Sylvamo announces CEO transition

Sylvamo has said its chairman and CEO Jean-Michel Ribiéras will retire at the end of the year.

Ribiéras became the paper manufacturer’s first CEO when it was spun off from International Paper (IP) in 2021. His more than 35-year career in paper and packaging spans three continents, multiple businesses and a variety of leadership roles.

Succeeding him as CEO will be current CFO John Sims, who has also been with the business since its inception. Sims is another IP veteran, having joined the organisation in 1994 after serving in the US Navy. He will serve as Sylvamo’s COO from May 1—leading commercial and operational functions—before taking over as CEO on January 1, 2026.

Meanwhile, Don Devlin has been drafted in from IP—which he joined in 1998—to become Sylvamo’s next CFO, effective May 1.

Jean-Michel Ribiéras

Paul Gatens

Deadline extended for the 2025 North American Office Products Awards!

Due to popular demand, OPI has extended the entry deadline for the 2025 North American Office Products Awards (NAOPAs).

You now have until Sunday May 11 to submit your entries to celebrate the products and individuals making a real impact in our industry.

Organized by OPI in partnership with Independent Suppliers Group (ISG), the

NAOPAs will be presented during the highly anticipated Industry Week ’25, powered by ISG, set to take place in Denver, Colorado, from November 3-8.

The 2025 NAOPA categories are:

• Best Product – Core Business Products

• Best Product – Furniture & Design

• Best Product – Facilities

• Best Product – Technology

• Innovation of the Year

• People’s Choice

• Young Executive of the Year

• Professional of the Year

• Industry Achievement

There’s no cost to enter or nominate— and submitting an entry is quick and easy with our online platform.

The 2025 NAOPAs are open to any

Logitech COO now heading B2B unit

Prakash Arunkundrum, most recently Logitech’s COO, has now taken on the role of president of the Logitech for Business division.

In a regulatory filing, the tech firm said Arunkundrum’s appointment was part of an “updated organizational structure.” The company confirmed it is not currently looking to fill the COO role.

In addition to his COO duties, Arunkundrum had also been general manager of Logitech Business. His transition to president underlines the vendor’s strategic focus of “doubling down on B2B.” This has also included product and sales teams that sell into large and small enterprises recently coming together in a newly formed end-to-end division.

Key categories at Logitech for Business are video collaboration and headsets. Both these segments reported year-on-year growth in Logitech’s most recent quarterly results. The education

Hospeco Brands parent merges three brands

Tranzonic, parent company of Hospeco Brands Group, has merged three of its legacy brands in cleaning, PPE and safety.

CCP Industries, ERC and Air Delights—all described as “leaders in direct sales”—have been brought together to form CCP Direct. The rationale behind the move is that all three businesses have product bundle synergies and sell to business customers.

Based in the US, CCP Direct also sells into the Latin America and Western Europe markets. It serves customers in a range of industries, including fitness/ wellness, auto (dealer/fleet/truck), car wash, construction, government, agriculture, hospitality/food service and manufacturing.

The foundation brand, CCP, was founded in 1921 as Cleveland Cotton Products and grew to become a leading player in the industrial wiping category. In 1981, it was acquired by AAV—which became Tranzonic two years later.

BradyPLUS appoints ex-Office Depot VP as COO

A former VP of Office Depot’s supply chain operations has been named as the new COO of jan/ san distribution giant BradyPLUS.

Announcing the appointment on LinkedIn, BradyPLUS said Carlos Rodriguez has “a proven track record of excellence in all aspects of operations, supply chain, distribution and business development.”

Rodriguez was most recently interim CEO at food manufacturing company BakeMark, but spent 13 years at Office Depot between 1999-2012 in a number of supply chain roles.

AIS welcomes Brian Trego to leadership team

Commercial office furniture maker AIS has announced the appointment of Brian Trego as senior vice president of product line management.

He is tasked with leading the firm’s efforts to expand its product portfolio by leveraging its design, innovation and manufacturing capabilities. His responsibilities also include developing and executing product strategy and overseeing the product life cycle to maximize financial return for the company.

Trego has more than 25 years of industry experience leading product development in the commercial furniture industry. Most recently, he was a senior vice president at Vari, where he oversaw the company’s product. Prior to Vari, Trego spent a total of 22 years at HON and Allsteel, where he was instrumental in product development efforts.

“Brian is a great fit for the company,” said Nick Haritos, AIS president and CEO. “His breadth of experience will bring fresh ideas backed by deep industry knowledge. I have no doubt that he will enhance our product portfolio with forward-thinking, market-relevant offerings that are both beautiful and functional.”

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Kimberly-Clark highlights tariff impact

Cleaning and hygiene products vendor Kimberly-Clark has said it expects around $300 million in extra costs this year due to changes in the global tariff environment.

The figure is based on tariffs remaining unchanged for the rest of the year—something which is certainly not a given based on what has happened over the past few weeks. Including the tariff impact, Kimberly-Clark now anticipates the total cost of goods inflation in 2025 to be up by around $500 million year on year.

The supplier hopes to offset a portion of these costs through productivity and cost-saving actions, but has lowered its adjusted operating profit forecast for the full year.

In addition, CEO Mike Hsu believes it is “reasonable” to expect economic pressures to escalate as the year progresses, especially on value-conscious consumers, which could be a headwind for national brands. Hsu highlighted the industrial wipes category in the Kimberly-Clark Professional (KCP) unit, where “we’re seeing near-term pressure from economic uncertainty, which is compressing usage rates and spurring distributors to push private label offerings harder.”

To try to counter this, KCP has been investing in price in “certain channels.” This helped drive volume growth for the second consecutive quarter at KCP in North America. The company also took pricing actions in several markets at its International Family Care & Professional division.

Mirakl names Americas CEO

Online marketplace specialist Mirakl has named former Walmart executive Scott Eckert as CEO of its Americas region.

Eckert, who previously served as SVP for next generation retail at Walmart, brings extensive experience in technology, e-commerce and venture-backed startups. At Mirakl, he will be charged—among other things— with driving growth in two key areas: the Mirakl Ads retail media solution and the Mirakl Connect offering, which allows brands and sellers to sell across multiple marketplaces.

Mirakl will be providing expert input at the 2025 OPI Global Forum in Chicago in May. More details can be found here.

Methods in Motion welcomes Marcy Valetutti

Industry sales training specialist Methods in Motion has announced the appointment of Marcy Valetutti as its newest training facilitator. She brings extensive experience in the sales process, sales training and performance improvement.

Valetutti will focus on delivering the firm’s Inside Sales program, pipeline management and precision prospecting. Additionally, she will consult directly with dealers in the IDC, helping them build in accountabilities and implement a structured sales process blueprint to drive greater success.

“Marcy’s expertise and enthusiasm for helping sales professionals grow make her a fantastic addition to our team,” said Marisa Pensa, owner and lead facilitator at Methods in Motion. “We’re thrilled to have her on board and can’t wait to see the impact she makes.”

The impact of the Trump administration’s DOGE efforts, tariffs and GSA changes on your business

By: Paul A. Miller, legislative counsel, Workplace Solutions Association

The office products, office machines, breakroom supplies and office furniture industries are integral to the functioning of businesses across the United States. However, these industries face significant challenges stemming from trade policies, regulatory shifts and administrative changes under the Trump administration. Two key factors that have shaped these industries are the administration’s Department of Government Efficiency (DOGE) efforts and the imposition of tariffs on imports. Additionally, rapid changes within the General Services Administration (GSA) have further complicated procurement processes, impacting the market dynamics of these industries.

Trump administration’s DOGE efforts and their impact

The Trump administration is making deep cuts to government spending while focusing heavily on bolstering domestic manufacturing and national security and reducing reliance on foreign supply chains. These efforts are having ripple effects across industries, which are seeing contracts canceled, put on hold or scrutinized.

The push for domestic manufacturing under DOGE is forcing businesses of all sizes to look at sourcing materials and products from US suppliers, which in some cases will increase costs. In others, it may exert real pressure on businesses if they cannot source these products from US suppliers. This could force some small businesses out of business and others to significantly increase the prices of their products. For our industry, it could mean rising expenses due to increased compliance requirements and localized sourcing mandates. If we are limited on where and how we can source products and components, we could see a significant direct hit to the entire industry. How severe that hit will be remains to be determined.

Tariffs and their impact on office-related industries

The Trump administration’s aggressive tariff policies could have a direct impact on the office supply and furniture industries. As part of the broader trade war with China, tariffs were imposed on a wide range of imports, including the following:

• Office furniture: Many components— including steel, aluminum and wood—could see price increases due to tariffs on raw materials and finished goods.

• Office machines: Printers, copiers and other essential office equipment could become more expensive as tariffs on Chinese electronics and parts escalate.

• Breakroom supplies: Imported coffee makers, kitchen appliances and disposable supplies could face cost increases, affecting office breakroom budgets.

• Office products: Items such as pens, paper and organizers—many of which are manufactured overseas—could see price hikes, straining budgets for businesses and government agencies.

The higher costs could result in price increases for businesses and consumers. Many companies may attempt to absorb these costs, while others may simply pass them on to consumers, leading to inflationary pressures in the office supply sector. Some businesses may also look at alternative suppliers outside China, which could result in delays, supply chain disruptions and further financial strain. For small and mid-sized businesses that lack the purchasing power of larger corporations, the tariffs could prove particularly challenging. Many of these small businesses may scale back purchases, reduce staff or look for domestic alternatives that often come at a premium price.

Breakdown of Tariffs

The Trump administration has implemented a series of tariffs affecting office supplies and office furniture imported from several countries, including China, Canada, Vietnam and India. Below is a detailed breakdown of these tariffs (at the time of writing).

China

• Tariff rates: An additional 10 percent tariff has been imposed on Chinese imports, affecting a wide range of products.

• Affected products: Specific office-related items impacted by these tariffs include the following:

• Office furniture: Desks, chairs, filing cabinets and other related items.

• Office supplies: Items such as pens, paper and organizers.

• Office machines: Printers, copiers and other essential office equipment.

Canada

• Tariff rates: Imports from Canada are subject to a general tariff of 25 percent, with energy resources facing a lower tariff of 10 percent.

• Affected products: While the tariffs encompass a broad range of goods, specific details on office supplies and furniture are not explicitly outlined in the available information. However, given the general application, it is reasonable to infer that office-related products imported from Canada are subject to these tariffs.

Vietnam

• Tariff rates: Vietnam’s exports to the US are affected by the global 25 percent tariff on steel imports and a 25 percent tariff on aluminum imports.

• Affected products: Office furniture and supplies made from steel or aluminum components are likely impacted by these tariffs. For example, metal filing cabinets,

steel desks and aluminum office accessories may experience increased costs due to the higher tariffs on raw materials.

India

• Tariff rates: The US has proposed implementing reciprocal tariffs to match the average tariff of about 5.5 percent that India imposes on US products.

• Affected products: Specific details regarding office supplies and furniture have not been provided in the available information. However, if implemented, these reciprocal tariffs could potentially affect a range of Indian exports, including office-related products.

April 2 and the new round of Trump tariffs: “Liberation Day”

President Trump has declared April 2 as “Liberation Day,” signifying the launch of a new round of tariffs aimed at reducing America’s reliance on foreign imports. While Trump frames this move as a step toward economic independence, our industry should brace for another round of higher tariffs on products or components used to make office products and office furniture. The specifics of these tariffs remain uncertain, but early indicators suggest that key components and finished goods in the office products and furniture sectors may face additional levies. The potential effects include:

• increased costs for raw materials like wood, steel and electronics necessary for office equipment;

• disruptions in supply chains for businesses reliant on imports, leading to extended lead times and price volatility; and

• potential market shifts as companies scramble to find domestic alternatives or restructure operations to mitigate financial pressure.

WSA Focus

For the office furniture and products industry, this “Liberation Day” could be anything but liberating. The reality may be higher costs, strained supplier relationships and increased pressure on small and mid-sized businesses to remain competitive in an uncertain trade environment.

GSA changes and procurement challenges

The GSA is responsible for government procurement, overseeing the purchasing process for federal agencies. Under the Trump administration, the GSA is undergoing rapid changes, including the following:

• Contract consolidation: The GSA is looking to streamline procurement processes by merging multiple purchasing contracts into a single vehicle, affecting longstanding suppliers. This could impact small businesses’ ability to compete for these awards.

• Increased scrutiny on foreign vendors: Heightened concerns over foreign influence in government procurement could lead to tighter restrictions on non-US vendors, further hindering small businesses’ ability to compete.

• Technology upgrades: The push to modernize GSA procurement platforms could force businesses to adapt to new digital bidding processes, which could create challenges for smaller suppliers, negatively impacting their ability to continue to partner with the federal government.

For office product suppliers and manufacturers, these changes could mean an overhaul of their federal sales strategies. Long-term contractors could reassess their bids, renegotiate pricing structures and assess their ability to comply with new procurement regulations. The consolidation

of contracts could mean fewer opportunities for smaller businesses, as larger firms with established government relationships and deep pockets could dominate the market going forward.

Long-term industry implications and strategies for adaptation

The combined effects of DOGE efforts, tariffs and GSA changes could have lasting impacts on our industry. The question no one can truly answer today is whether all these changes will stick and become permanent or whether they are short-term negotiating tactics by the president to deliver on his promises to Make America Great Again through a robust US-based manufacturing sector. Never underestimate the president. We are seeing some of his tactics work; but for small businesses, we may feel some pain in the short term before it gets better.

Solutions to these issues could lead small businesses to begin to get ahead of the curve by adopting new strategies, including the following:

• Diversification of supply chains: Companies could explore alternative suppliers in countries such as Vietnam, India and Mexico to mitigate tariff-related cost increases.

• Automation and efficiency improvements: Small businesses could invest in automation to reduce labor costs and maintain competitiveness.

• Government relations and advocacy: Trade associations and industry groups could engage in lobbying efforts to advocate for tariff relief and more inclusive procurement policies.

• Expansion into private sector markets: Some businesses that previously focused on government contracts could move away from this market and instead focus purely on B2B models.

As economic and political conditions continue to evolve, staying informed and agile will be critical for industry players looking to thrive in an uncertain regulatory and economic landscape. This is why you have the Workplace Solutions Association (WSA). WSA serves as your eyes and ears into the federal government from both a sales and political perspective. Both are crucial to any business today.

If you’re not involved with WSA, this is the time to start. If you are involved with WSA, get more involved. Your voice matters. Your business and your employees depend on it.

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Selling to the federal government? You’d better read this!

Mike Tucker, executive director, Workplace Solutions Association

As Paul Miller states in this month’s article, the new Trump administration is working overtime in its efforts to drive waste, fraud and abuse from the federal government. These efforts will impact all federal agencies, but the changes to the General Services Administration (GSA) will be profound.

Nearly one-third of the Workplace Solutions Association’s (WSA) members sell supplies and furniture to government agencies using multiple award schedule contracts awarded by GSA. A big part of GSA’s reorganization efforts is directed at finding ways to improve operations and deliver better outcomes for taxpayers. Right-sizing the Multiple Award Schedules (MAS) Program is foundational to this effort. Here is a list of some of the proposed changes:

• allowing MAS contracts that do not meet the sales thresholds in Federal

Supply Schedule (FSS) Clause I-FSS-639, ($25,000 annually), “Contract Sales Criteria,” to expire;

• addressing MAS contractor noncompliance, including performance concerns, which will help ensure that only productive and compliant contracts remain in the program;

• simplifying processes, eliminating inefficiencies and ensuring proper alignment of management and oversight within the program, making it more effective and user-friendly for both contractors and government agencies;

• eliminating items with insufficient market demand or where administrative costs outweigh procurement benefits, making them unsuitable for the program; and

• reducing redundancies with other procurement channels across government.

GSA will be meeting with agency heads and senior procurement officials to create a roadmap for the agency to leverage these improvements and technology to conduct domestic procurement of common goods and services across all federal agencies.

WSA works closely with GSA, providing industry feedback on its policies to ensure it is effective in meeting the needs of customers and participating contractors. Our Advocacy Committee, led by Paul Miller, will be monitoring this closely. We have tentatively scheduled Larry Allen, associate administrator of GSA’s Office of Government Wide Policy, to provide an update to our members on Friday June 13. Stay tuned for more details as they become available. For questions, contact Mike Tucker at miket@issa.com

About CBIZ Employee Benefits

CBIZ Employee Benefits is the single-source benefits solution for members of the Workplace Solutions Association. With a national presence, enrollment support, and supplemental communications materials, CBIZ can help you meet the needs of your employees in an everchanging market.

Our team of specialized experts will collaborate with you to develop an actionable plan tailored to your unique pain points and goals. This is not cookie-cutter consulting. With thousands of clients nationwide, and more than a decade of proven results, we’re the partner you can count of to provide the strategic benefits solutions you need.

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Pricing Data Pricing

best practices

By Rick Marlette

There are independents (and others) that believe the current state of the market is not worth acknowledging. Instead, they ignore the market pricing and choose to go their own way as “true” independents. While this may sound appealing to some, what you cannot do is stop the market from ignoring your pricing. You can choose to ignore how the nationals are pricing, but you cannot stop others from comparing your pricing to the nationals’ pricing. This is the problem with ignoring “the market.” You are not selling on Mars—at least, not yet; so

you must deal with your price being compared to the market price. You are in a market selling products with others selling the same products, and you are going to be compared to others in the market based on your price. For most independents, the “cure” to this disease of price shopping is worse than the disease.

“Login for price” may have worked for your grandfather, but this is the modern-day equivalent of a “Keep off the grass” sign for anyone under 50. Plus, it is not going to stop existing

customers from comparing prices. You can preach until the cows come home about the virtues of buying from an independent, but if your customer consistently sees way out-of-whack prices, which are easy to compare on Amazon, customer retention levels will suffer.

This is rule number one for pricing best practices: do not ignore the market. The economy today is extremely price conscious. You will be compared to the market pricing. The more you try to hide your pricing, the worse you will look—and

it will not stop people from comparing your prices to the market. You cannot make up for your out-of-market pricing with words, slick sales pitches or mission statements.

Rule number two: you only need one price, one matrix. When I am creating custom market-based matrix plans for new customers, I routinely get asked for three versions. This goes back to the old acquisition, maintenance and margin plans where the thought was, “I can get the customer at a low price and slowly move them up to a

Data Pricing

high price and everything will be fine.” With all the price transparency available today, this is no longer a realistic plan. You run the risk of the customer shopping you at the worst possible time, when your prices are extremely high, and you end up losing the business.

When I explain that the one price, market-based matrix is best, and that you should absolutely, positively, under all circumstances, show pricing on your website, dealers will usually bring up the big customer price problem. This is the fear of the dealer’s biggest

customer seeing a lower price on the website than their price.

It is simple in today’s modern dealer computer systems to avoid this price problem by setting your market-based matrix as the default price, with any customer-specific contracts overriding the matrix only if the contract price is lower. This way, the contract customer is always shown the lowest price.

The final advantage of this approach is increased simplicity of pricing, allowing the dealer to focus on other business activities. Your base matrix pricing is continuously updated, automatically on many dealer systems, allowing you to take advantage of inflation or tariff-caused price increases faster while keeping those top-selling items within the competitive price range. Reducing the number of pricing plans in the dealer’s system often

leads to increased margin all by itself. Many dealers have old price programs that have not been updated in years, causing big margin leaks. This does not mean that everyone should be limited to one pricing matrix, but everyone should consider looking at a single price matrix to handle most of their business. Staples and Office Depot have contracts, but most of their contracts follow this strategy, especially Office Depot’s. The Office Depot website presents the base price and contract customers get either that price or a lower price. It’s called KISS: Keep It Simple, Stupid.

Rule number three: trust the data.

I have had dealers look at pricing plans I proposed for their specific business and had them reply: “This is wrong—there are items above list price on this plan. You cannot do that.” Yes,

there are still dealers out there that think “list price” is some kind of magical ceiling that no one dares to breach.

Years ago, there was a dealer who dressed up in a superhero costume and recorded himself on YouTube standing in front of a Staples store showing products he purchased that Staples was selling above list price. The message was supposed to be, “Staples is doing something wrong.” What I saw the dealer saying was, “Hey, look at my competitor—they are making more money than me.”

The data tells us the nationals are making more money than the independents. The reason is not their cost. The nationals must make more money than the independents because their overheads are much higher. So, now that we know this, what are we going to do about it? That is explained next time: attack, defeat, repeat.

by Lisa Veeck

There is usually a fair amount of talk among independent dealers about how to win new accounts. However, Business.com reports securing new business costs five to 10 times more than selling to a current customer; while on average, existing buyers spend 67 percent more than new ones. Other sources back up these figures.

With this in mind, we asked a diverse selection of independent dealers about strategies for retaining existing customers and increasing their spend.

1st Source

With 10 employees and annual sales of $10–$20 million, 1st Source, Minneapolis, Minnesota, is keenly aware of the importance of keeping and growing existing business. In fact, the company’s efforts to “dig deeper” are why food service disposables, chemicals and other janitorial supplies now account for 70 percent of its total business, with furniture generating an additional 5 to 10 percent.

“The X factor for us is our people,” says CEO Greg McLeod. “We over-communicate to form close relationships with our clients—and we show up. In the past, when you signed in at a client, you could scan the day’s page and see two or three of your competitors. Now, it takes two weeks to fill out one page with visitors. So, we show up—and the world belongs to those who show up.”

This requires a purpose, however. “Our single most important tool for retaining customers and finding more areas to sell them is our quarterly customer business reviews,” reports McLeod. “They let us see how we are doing, make us aware of any issues and highlight areas where we can provide more solutions. The reviews used to be more formal. Today, people are busy and it’s harder to get in front of them. It’s a bit of a lost art, but we still try to do them in person. We take every opportunity to tour customers’ facilities. This lets us know what categories they are not buying from us and allows us to find new sales opportunities. It’s a chance to tell them about items they might not be aware we carry or discover ones they weren’t aware they need. We recently went to see a client and got a $100,000 furniture order. They said they hadn’t considered us because they didn’t know we did furniture and were happy to find out we do.”

Another key factor for 1st Source is trust: “When you do a good job, it’s not unusual for customers to turn to you for help in other areas. They’ll say, ‘Hey, can you supply this? We are getting it from another vendor, but we don’t trust them.’”

Other 1st Source strategies for retention and growth are more tangible. “We offer discounts or free freight for buying bulk,” explains McLeod. “If we can ship $30,000 worth of product in six shipments versus 30 of

$1,000, it saves them and us. There are direct and indirect savings, like fewer deliveries and invoices. It is also more sustainable, with lower carbon emissions, which is the icing on the cake for some customers.”

Porter’s Office Products

Porter’s Office Products, Rexburg, Idaho, similarly attributes customer retention to its people. “We still have an inside and outside sales team, which many competitors do not,” says Porter’s visionary Mark Porter. “We are in contact with our customers at least monthly. We also use our CRM data to track spend, to see if it is up or down. If it is down, the system automatically notifies the rep.”

Another customer retention ace is clever branding. “One of the biggest things that helps attract and retain customers is what we call our Blue Cow Service,” says Porter. “We package it as something only we provide and explain to customers all they get: next-day delivery, online ordering, bill payment and a dedicated sales rep. We put the paper where it belongs instead of just dropping it off with the receptionist. It’s good packaging and has been very successful.”

The service is also used to encourage customers to expand into new product areas. “We post a list for Blue Cow customers only that includes 10 items priced at cost or lower,” Porter explains. “A few items will be ones they buy from us already, but most will be in categories we want to get into, to get them into the habit of buying those from us.”

Standardization has also helped Porter’s increase customer spend: “We’ve spent the last several years documenting how we do things to create a standard process that is repeatable, whether for office products or furniture. Our employees have the autonomy to change

Greg McLeod

Mark Porter

Cover Story

something when they need to, but having a standardized process keeps customers from cutting corners or forgetting a step that could lower the quality of the final product. Having a standardized process also makes it easy for customers to say yes to a new category or project.”

According to Porter, every customer receives a Net Promotor Score survey every six months. “The answer to ‘How likely are you to refer us to a friend?’ tells us a lot. If we get a 10, we are doing things right, keeping a referral at the top of the customer’s mind. If we get a low score, we seek feedback to find out why and are proactive to correct the issue. Customers appreciate that.”

“Another thing we do is that every six months, customers get a thank-you signed by me with a $10 or $25 coupon they can use at Porter’s online,” he continues. “We spread them out over the year, so not all the customers get them simultaneously. I write the note personally for our top 20 percent customers.”

Porter’s also offers bulk discounts and uses a customer loyalty program to run specials, such as double points month. Customers can select free products based on their points. “It depends on company policies, but usually customers want items they can take or use at home, such as a television, coffeemaker or snacks, rather than filing folders or Post-It notes,” says Porter.

Strive Workplace Solutions

Strive Workplace Solutions, Portland, Oregon, has 45-50 employees and enjoys annual sales of $15-$20 million. “Our products are not unique, so we rely on relationship sales, which require constant interaction, including in-person, Zoom meetings, phone calls and emails,” says president Jeff Lurcook. “We make sure every

interaction has some value beyond just checking in. And we don’t use third-party customer service reps. Our employees get to know our customers so well that they ask questions like how their son’s soccer team is doing. We also do business reviews quarterly or twice a year, depending on the client, and an annual one in person. This helps us identify areas where they are not buying from us—usually because they didn’t realize we offer those items. Client business reviews are a good way to sit down and compare our offerings to the competition: 90 percent of the time, we walk away with a to-do list to earn more business.”

Backorder calls are another USP, according to Lurcook: “We will call customers to tell them that nine of the items they ordered will be there tomorrow, but one will be two days later. We ask if they’d like to wait or substitute something else, and 99 percent of the time, they say there is no rush. Our customers mention they like these calls and Staples and other dealers don’t do them.”

Butler Office Products

Butler Office Products, Katee, Texas, mixes tried-and-tested measures with innovation to encourage customer loyalty. “We’re still old school,” acknowledges president Stacy Duke. “We do things like buy season tickets to the Astros, which customers can

earn when they reach a certain dollar threshold. We also recently made up mystery bags filled with things we weren’t selling much of or had discontinued. Customers could buy them for $5 or get them free with a $100 order. Most went for the free ones. We made up 200 mystery bags and were out of them weeks before the promotion was due to end. We also do mystery gifts. Some are better than others—they range from Fossil watches to a box of Pilot pens. We had people placing multiple orders to get more prizes.”

But not all of Butler’s strategies are old school, especially when encouraging existing clients to increase their spending. “One thing we do that I don’t think other dealers do is have different people call on an account,” says Duke. “We’ve found that customers often buy different things from different people. Sometimes, it’s sending in a furniture expert; sometimes, it’s a different rep with a different vibe. In addition to our annual customer appreciation show, we do pop-up shows at customers’ facilities. We bring in vendors and invite different departments to showcase different products.”

Duke admits not all their retention tactics have been a hit with customers: “We are working on a rewards program, but we tried it in the past and wasn’t so successful.”

Jeff Lurcook

Stacey Duke

Cover Story

United Business Supply

Customer retention and increasing spend are also key priorities at United Business Supply, Cleveland, Ohio, which has been in business for 100 years this year. “We offer lots of free gifts for any order over $75, from small snacks to safety vests to mystery gifts,” says CEO T.J. Monachino. “We provide a free shredding program for customers who do a certain dollar amount in at least three categories. We also offer vendor-managed inventory, including restocking their safety vending machines with items like earplugs and gloves and refilling eyewash stations. Some customers will contact us and tell us what they want from Amazon, so we’ll order it, mark it up and deliver and stock it where they want it.”

Specialist knowhow is another powerful customer retention tool: “We have experts in each category on staff with decades of experience to help clients solve problems. We recently saved a hospital $280,000 by having our expert go through and reduce its product SKUs from 17 to six. And we also increase spend through demonstrations. For example, the summer is when school custodians need to refinish floors—we show them how to use the equipment and apply the finish.”

Social media and marketing

Nearly all the dealers interviewed use social media as well as email for their marketing efforts, which several companies target toward categories they are looking to grow. “We usually focus on a category and change it every three months,” says Porter. “But we focused on furniture all last year and it paid off: we increased our sales in the category 300 percent over the previous year.”

Meanwhile, Butler has reaped great rewards from fun social media campaigns. “We do things like ask customers to post a picture of their desk to be entered in a drawing for a desk organizer,” explains Duke.

Words of wisdom

For dealers keen to maintain and grow their customer base, McLeod advises: “Never underestimate the power of in-person. Show up. Be present. A lot of companies have forgotten the importance of showing up, which has created big opportunities for us.”

Porter recommends checking the data—and speaking up: “Do a business review so you can see what categories customers are buying and what they are not buying. About 90 percent of items our customers aren’t buying from us because they don’t know we sell them.”

Strive’s Lurcook advocates a change in mindset: “We’ve learned the hard way that we need to adapt to the way the customer wants to do business.

Now, customers have so many options—including the elephant in the room, Amazon—that you have to be the best and provide the best customer experience the way they want it. Buyers are more tech-savvy and some want to see reps less; they want no one to bug them. You also need a user-friendly website where they can see what they want to buy, click and check out without having to work hard to find things. Also, you need a good search function. Customers who want golf balls should be able to type it in and see the selection with real-time pricing. And the site needs to be kept fresh—you can’t get it up there and forget about it. We have a full-time person to oversee our site so customers see new blogs, pictures and products.”

Meanwhile, communication is key for Butler’s Duke. “Make sure to stay in touch with your customers through email, social media, phone—whatever way they prefer,” she suggests. “And listen to your customers. We asked a new customer why it had left its previous supplier and the buyer said she had told the vendor no substitute products, but they kept sending substitutes. Also, remember that different reps can often get different information and sales.”

At United, Monachino concludes: “The big thing is to be forward-thinking. You have to be flexible and think outside the box. You need to find ways to bring customers real value.”

TJ Monachino

Save the Date for Industry Week ’25

November 3-8, 2025

Gaylord Rockies Resort & Convention Center Denver, Colorado

What ISG attendees said about Industry Week ‘24!

Industry Week ’24 had it all! A great keynote speaker who energized the room and set the tone, followed by a ton of great sessions and a packed tradeshow. There is always great networking and fellowship. You never know when you are going to have that one conversation that makes your head spin, and you can’t wait to get home to go to work.

- Jarrod Anderson, President and Co-Owner, Walker’s Office Supplies

After attending our first Industry Week, the event re-ignited our enthusiasm for working with entrepreneurial independent distributors. Being part of such an enthusiastic and collaborative group was truly unique, and we are excited to see how we can collectively thrive together in this ever-changing market.

- Josh Shea, Corporate & Strategic Account Manager, Inteplast Group

AI IMAGE GENERATION IN FOCUS

Alright, gang: let’s talk about something that’s quietly but significantly improved— ChatGPT 4.0’s image generation capabilities. If you’ve messed around with DALL-E before, you’ll know the results could be … hit and miss. Images, as good as they are, still tend to “feel” as they are AI generated, right? Not so with ChatGPT 4.0’s new

image generating abilities. It’s faster, more intuitive and now bakes image generation directly into the conversation. No more bouncing between tools or getting Frankenstein-looking results. Whether you’re building marketing collateral or trying to avoid another lifeless stock image, this tool brings visual creativity a lot closer to home. The

GoWest.ai team has been playing with it extensively and we’ve uncovered both some killer use cases and a few quirks to be mindful of. We’ll showcase how this tool fits into the office products space—highlighting where it shines and where it might still need a little polish.

ChatGPT 4.0’s new image generation capabilities are bonkers

ChatGPT continues to amaze, especially visually. With its new integrated image generation feature, you can produce high-quality, realistic images, or wildly fantastic ones, directly from text prompts. Yeah, you could kind of do this before; but behind the

scenes, it was translating prompts for DALL-E, with mixed results. You can now describe the visual you need and ChatGPT will create it for you, natively. You become an art director and ChatGPT is your new graphic designer on call 24/7.

Why this matters for the office products channel

In our industry, visuals are crucial. Whether they’re for brochures, social media or presentations, compelling images grab attention and convey messages effectively. Here’s how ChatGPT 4.0’s image generation can benefit you: • Customized marketing collateral: Tailor visuals specifically to your

West McDonald, founder of GoWest.

ai, is a recognized expert in AI solutions, with extensive experience across various technology sectors. His work focuses on generative AI applications and strategies for maximizing recurring revenue, guiding businesses toward innovative growth. West is dedicated to fostering a culture of learning and excellence through AI-driven innovation.

brand and products, moving beyond generic stock images. This personalization can make your materials more engaging and relevant to your target audience. Say, for example, you want to remind people to come shop with you to get all the help they

need for tax season. The image on the right is one I created with the following prompt: “A square image showing a male office worker in a storm of paper, file folders and other office products. Photo realistic, dark and stormy mood, clearly scared out of his wits.

Overlay the words ‘Tax Season is here!’”

• AI-generated avatars: Create professional and fun AI avatars for your team, adding a personal touch to your communications and enhancing your brand’s identity. This one has gone viral with “Ghibli” anime style, but I would recommend against using that specifically, to respect the artist. As an example, we created avatars of the GoWest.ai management team using the following prompt to a similar effect: “Create an anime version of this image and add the text ‘AI is FUN!’” Of course, you have to upload a photo of yourself—I’ve included both for you to see what it did. (See page 42)

West McDonald

Why not try product placements?

Imagine launching a new line of office chairs or desks. Instead of using generic images, you can generate visuals that highlight the unique features of your products in various settings. This not only showcases your products effectively but also helps customers visualize them in their own spaces.

In the examples below, we took stock photos of a desk and chair (generated by AI

to avoid copyright issues) and incorporated them into a room. On the left is the original desk image; on the right, it is placed into an office environment with the following simple prompt: “Please use the attached desk photo in a product placement photo in a modern law office.”

Engaging social media content/infographics

Social media thrives on eye-catching visuals. Use ChatGPT to create themed

West McDonald

images that align with current trends or events. For example, generate a “back to school” themed image featuring your products in a classroom

setting. This approach can increase engagement and shareability. The top image opposite is an example created using the prompt: “Create a comic book-style

infographic titled ‘Back to School Basics in 2025,’ using bright colors, bold outlines. Include sections on essential supplies (eco-friendly stationery, ergonomic backpacks, reusable lunch gear) and technology (kid-friendly tablets, durable headphones). End text ‘Get it all at Balton Office Supplies!’ Design it in a 16:9 layout.”

Getting

started with ChatGPT 4.0’s image generation

Implementing this tool is straightforward:

• Access ChatGPT 4.0: Ensure you have the latest version of ChatGPT with image generation capabilities. As of early April 2025, this feature is available to all users (with restrictions on the number of images you can create on the free platform—but why are you still using that? Ask us why you should stop using free AI right now!).

• Craft your prompt: Be specific in your description. For example, instead of saying “an office,” say “a modern office with ergonomic chairs and natural lighting.” The more detailed your prompt, the better the result.

• Generate and refine: Use ChatGPT to create the image. If it’s not perfect on the first try, refine your prompt based on the output. This iterative process helps achieve the desired result.

• Implement in your materials: Once satisfied, incorporate the images into your marketing collateral, social media or wherever needed.

Considerations and best practices

While this technology is powerful, keep a few things in mind:

• Quality control: Always review the generated

(Left above and below) AI can create fun avatars. (Above right) It can also morph features.

images to ensure they align with your brand standards and message.

• Legal compliance: Ensure the images you generate do not infringe any copyrights or trademarks. While ChatGPT creates images from scratch, it’s essential to use them responsibly.

• Consistency: Maintain a consistent style across all your visuals to strengthen brand identity. You can achieve this by using similar prompts or refining images to match a particular aesthetic.

Known shortcomings

As much as we love what ChatGPT 4.0 can do, it’s not without its quirks. Here are a few things to watch out for:

• Photo editing limitations: If you’re editing an image that contains real people, things can go sideways fast. The tool tends to morph facial features in a way that makes the person unrecognizable. Great for swapping out backgrounds or tweaking product layouts; not so great if you want to keep Steve from accounting looking like Steve from accounting. The picture top right opposite is an example. It uses the photo next to it, on which the earlier anime avatars were based and if you look closely, you’ll see nothing is quite as it should be—not just us!

• Speed: Ironically, for something that’s supposed to be fast and

seamless, the image generation in ChatGPT 4.0 is actually slower than past versions. You’ll need a little patience while it works its magic. From our testing, it takes around three minutes or so for each image generated.

• Text accuracy in images: Yes, it’s gotten better at generating text within images—like signage, labels and infographics— but it’s still not perfect. Typos and gibberish show up more often than you’d like. Always double-check before hitting “publish.” Below right is one of the “back to school” infographics we tried first and—well, you’ll see…

Now go try your own!

As an office products dealer in 2025, every minute and every dollar count; so why not start upping your creative game on a budget with AI? By adopting tools like ChatGPT 4.0’s image generation, you’re positioning your business to look better and sound better than your competitors. This not only enhances your marketing efforts but also showcases your brand as forward-thinking and adaptable.

So, why stick to the old ways when you have such a powerful tool at your disposal? Dive into ChatGPT 4.0’s image generation and transform your marketing materials from mundane to magnificent. Let’s embrace this technology and take our visuals to the next level.

GET FEATURED FIRST:

TIPS TO IMPROVE YOUR SEO RANKING

In the digital landscape, visibility is everything—which means if you want people to find your business, you need to show up when they’re looking. To do that, you need to dominate search results and show up on the front page when users look for the products and services you provide.

Your website is like a storefront on the busiest street in the internet world—if you don’t demand attention immediately, you’ll get lost in the shuffle and passed by. This comprehensive guide breaks down why front-page placement matters and provides you with 10 powerful strategies to elevate your search engine rankings.

Why the first page is your digital goldmine

Getting featured on the first page of search results isn’t just a vanity metric—it’s a critical business imperative. The fact is, when it comes to search results, most users never bother to scroll past the first page, making this the most coveted spot on the Internet. Consider these eye-opening statistics:

• Approximately 75 percent of users never scroll past the first page of search results.

• The top three search results capture nearly 55 percent of all clicks.

• Websites on the first page receive over 90 percent of all search traffic.

• Each position drop in search rankings can result in a 30 percent decrease in potential traffic.

In essence, if you’re not on the first page, you’re practically invisible to potential customers, clients and audiences. It goes deeper than that, though. When your business shows up on the first page, it sends a message to potential consumers that your brand is credible and trustworthy, making them more likely to click through to your site. Ranking higher in search organically also means you don’t need to rely as heavily on paid advertising, saving your business money.

So, how do you crack the code and ensure your business gets that coveted front-page spot? Here are 10 powerful search engine optimization (SEO) strategies to help you claim the most valuable real estate on the Internet.

Create high-quality, relevant content

Content remains king in the SEO world. Search engines prioritize websites that provide genuine value to users. This means:

• developing in-depth, original content that answers users’ questions;

• regularly updating your website with fresh, relevant information;

Jennifer Vitanzo is a content writer for Fortune Web Marketing. She has been writing professionally for over 20 years. When not wordsmithing, Jenn is performing onstage as a singer/songwriter or out in nature photographing wildlife for conservation organizations.

• ensuring your content is comprehensive and provides unique insights;

• writing for humans first, search engines second; and

• writing content that adheres to Google’s EEAT principles (meaning content demonstrates experience, expertise, authoritativeness and trustworthiness in your industry).

Master keyword research and optimization

Yes, keywords still matter, which makes understanding and implementing strategic keywords crucial.

• Use tools like Google Keyword Planner,

Semrush or Ahrefs.

• Focus on long-tail keywords with moderate competition.

• Naturally integrate keywords into your content, titles, meta descriptions and headers.

• Avoid keyword stuffing, which can actually harm your rankings.

Build high-quality backlinks

Backlinks are like digital votes of confidence, but not all backlinks are created equal. You want your backlinks to be high quality, as these types boost domain authority, drive targeted organic traffic to your site and improve search rankings.

• Seek links from reputable, relevant websites in your industry.

• Create shareable, link-worthy content.

• Guest post on respected industry blogs.

• Engage in genuine online communities and provide valuable insights.

• Avoid purchasing links, which can result in penalties.

Prioritize user experience

Search engines reward websites that provide excellent user experience (UX). And, unsurprisingly, users also reward websites that provide excellent UX. To improve UX, prioritize the following:

• Make the website intuitively designed and easy to navigate.

• Keep pop-ups and intrusive ads to a minimum.

• Make all fonts clear and easily readable.

• Provide clear calls to action.

• Optimize page load times.

• Use tricks like subheadings and bullet points to make your content easily scannable.

Optimize technical SEO elements

You can have the best-looking site in the world, but if the behind-the-scenes technical aspects of your website are a mess, it will all be for naught. To ensure your site operates like a well-oiled machine, prioritize the following:

• Ensure fast loading speeds across all devices.

• Create a mobileresponsive design.

• Implement clean, logical URL structures.

• Use proper header tags (H1, H2, H3).

• Create an XML sitemap.

• Implement schema markup to help search engines understand your content.

Jennifer Vitanzo

Leverage local SEO strategies

With so much business being done online these days, it’s easy to overlook the brick-and-mortar side of things when it comes to online marketing. However, businesses with physical locations or local target markets should use these to their advantage.

• Claim and optimize your Google My Business listing.

• Ensure consistent name, address and phone information across all platforms.

• Encourage and respond to customer reviews.

• Create location-specific content.

• Use local keywords and geo-targeting.

Embrace video and multimedia content

Want to keep your customers engaged? Diversify your

content and make sure each piece you create is properly optimized for search. After all, there’s no point in creating fancy videos if no one can find them.

• Create YouTube videos with SEO-optimized titles and descriptions.

• Embed videos on your website.

• Use transcripts to provide additional text-based content.

• Create infographics and shareable visual content.

• Optimize image alt texts.

Implement advanced performance tracking

Given the number of analytics tools available, leveraging your data to your advantage should be a no-brainer. Data drives improvement. It gives you necessary insights into what works, what doesn’t and how to best optimize SEO

• attending webinars and conferences;

• being adaptable and willing to modify your strategy; and

• focusing on providing genuine value rather than gaming the system.

Develop a comprehensive content strategy

efforts to fuel the kinds of meaningful, measurable improvements that supercharge your visibility and organic reach.

• Use Google Analytics and Google Search Console.

• Track keyword rankings.

• Monitor user behavior and engagement metrics.

• Identify and fix technical issues.

• Continuously refine your strategy based on performance data.

Stay current with algorithm updates

Search engine algorithms are evolving constantly and it can be overwhelming to try to keep up. However, staying on top of changing trends allows you to be more proactive with your business, rather than reactive. Stay current by:

• following reputable SEO blogs and news sources;

A comprehensive content strategy that prioritizes consistency and quality is key to your business’s success. By creating valuable, targeted content, you not only satisfy user intent and search engine algorithms, but also help establish your brand as a thought leader, build audience trust and drive organic growth.

• Create a content calendar.

• Develop pillar content and supporting articles.

• Cover topics comprehensively.

• Update older content to keep it relevant.

• Ensure content addresses user intent and provides solutions.

Dominating the search engine game

SEO is an ongoing process of refinement and adaptation that requires patience, persistence and a commitment to quality. There are no overnight miracles in SEO, but by implementing these strategies consistently and focusing on providing genuine value, you will ultimately find success and earn that coveted first-page spot.

AMAZON ISN’T YOUR PROBLEM … ITS CUSTOMERS ARE

This month’s column is not a sales pitch, but it will share generalized results that Interbizgroup obtained from dealers that sell approximately $300 million each year from coast to coast and use our margin services. The data was obtained through a tool that, when used to its fullest extent, exposes challenges and opportunities for the IDC like no other: Acsellerate. We are so convinced that the information we will share can grow your company in 2025 that we will provide a personalized analysis of your data at no cost or obligation if you have Acsellerate. If you don’t have it, get it!

Over the past several weeks, we’ve been busy doing a deep dive into the customer metrics of dealers utilizing our Margin Accelerator program, in which we collaborate with ECI. We felt that with the challenges from tariffs that every dealer in America is facing, it would be prudent to help each of them plan their next steps for sales and margin growth. In every case, the most striking point of interest for our dealers was how accounts of various sizes contribute to their top and bottom lines.

When we segmented each dealer’s sales into small accounts ($1,200 gross profits (GP) per year or less), medium account (between

In addition to serving as national sales manager for AOPD, Tom Buxton, founder and CEO of the InterBizGroup consulting organization, works with independent office products dealers to help increase sales and profitability. Tom is also the author of a book on effective business development, Dating the Gatekeeper. For more information, visit www.interbiz group.com.

Medium accounts were 10 times as “sticky” and large accounts were by far the most loyal. Depressingly, when they did buy, small accounts also had the lowest margins!

$1,200 and $12,000 GP per year) and large accounts ($12,000 GP per year or more), we discovered that small accounts spent on average $70 per month and yielded under $20 GP for the same period. Medium-sized accounts averaged 10 times those numbers and large accounts were, well, LARGE.

Additionally, when we looked at new accounts, two out of three new small customers either were down in performance or had stopped buying anything by the next year. This was true for every single dealer we analyzed. This means that most of the new customers your company gains each year leave before their first anniversary with you. Yikes!

So, what does this mean for your business? When we ask independent office dealers to tell us what keeps them up at night, one of the most common concerns involves the difficulty in dealing with Amazon as a competitor. While the details in each story vary slightly, the overall theme involves the following:

• Problem: “Customers are calling and asking us to match Amazon’s prices” and/or “Customers are ordering from Amazon instead of us and not telling us.”

• Why: “Because our prices are too high.”

• Conclusion: “We don’t want to lower our prices, but we have to.”

Tom Buxton

So, why do small accounts leave so consistently, while medium and large accounts remain loyal? Suppose you’re a buyer that spends around $70 per month on office products. The stapler you want is $28 from your local dealer and $20 on Amazon. Well, that difference is more than 10 percent of your monthly spend … it matters. You’re basically obligated either to buy it from Amazon or to call your local dealer and ask for a better price, thus demonstrating the very behavior we’re agonizing over.

Take the same scenario, but now you, the buyer, spend $700 or $1,000 per month on office products. The calculus has likely changed. You’re sending your regular order to your local dealer as usual, but you need a new stapler. Behavioral science research says you’re most likely to just find a stapler you like on the dealer site, add it to the cart and move on. Or, because it is a more unusual item, you might check Amazon,

which you sometimes use for things you buy at home. You find that Amazon is cheaper on that particular “B” or “C” item, and you buy it; or you call your local dealer and see what they can do to help. You don’t intend it as a threat to your local supplier, but it could be interpreted that way.

What does all this mean? Could it be that Amazon’s customers and our customers are two different groups? The answer is no and yes. Based on Amazon’s market share alone, nearly everyone on earth buys from Amazon to some extent. But maybe that’s the key to solving our problem: “to some extent.”

If we operate under the strong assumption that Amazon sells something to nearly everybody all the time (worldwide, it ships 1,000 packages every minute), then we can revisit and refine our original challenge:

• Problem: “Customers are calling and asking us to match Amazon’s prices” and/or “Customers are ordering from Amazon instead of us and not telling us.”

• Why: “Because everyone shops on Amazon to some extent. Let’s make sure we seek out larger customers that will buy from them and us.”

We need to have specific strategies in place for dealing with Amazon that recognize and address both the customer’s needs and ours. These observations mean that we need to search for

more of the right kind of customers. Study why your best current customers buy from you and find more of those types of businesses. Do not allow your reps to call on prospects that don’t have the characteristics of your best customers. Those characteristics might include 50 employees or more; a need for order tracking through departmental billing or purchase orders; a need for reporting assistance; membership of a group purchasing organization or piggyback contract organization; and, above all, an appreciation of “local.”

At the beginning of this column, we offered to provide a customized analysis from Acsellerate for your company, with no obligation or sales pitch. Just in case you need a little more motivation to reach out, we will “bet” $100 that your report will turn out like those of all the dealers that we work with.

If your report shows that you aren’t losing small accounts or wasting sales

resources by chasing the wrong accounts, and/or that your margins aren’t lower on small accounts than your medium and large accounts, we will pay you $100. This cash offer is to get you motivated to change your selling practices this year by discovering which sorts of businesses will help you grow and retain the right types of customers.

Whether you contact us or do your own analysis, don’t miss the point. Change your sales targets, your sales expectations and possibly your sales reps in 2025.

In general, your reps are chasing the wrong types of prospects and your margins are lower than they need to be, even though Amazon might charge less on many items. Everyone is buying something from Amazon; just make sure that you are gaining and retaining the sorts of customers that value the services you provide. And above all, don’t cut all of your prices because a rep or customer says that they are too high.

Marisa Pensa

Marisa Pensa is founder of Methods in Motion, a sales training company that helps dealers execute training concepts and create accountability to see both inside and outside sales initiatives through to success. For more information, please visit www.methodsnmotion. com.

THE POWER OF THE PRODUCT MIX:

SMART STRATEGIES TO INCREASE WALLET SHARE

If you’re only known as “the office supply vendor,” you’re leaving serious revenue on the table.

Most dealers offer a deep and wide mix of products— breakroom essentials, jan/ san, PPE, furniture, tech and more—but customers often don’t know it. Instead, they shop around, pulling from different vendors when they could be getting everything from you.

The good news? You don’t need aggressive upselling tactics or massive marketing budgets to change that. What you do need are smart, simple strategies that help your sales pros expand customer awareness and increase wallet share— without being pushy.

Let’s look at practical ways to make that happen. Train sales pros to introduce adjacent categories naturally Sales conversations

shouldn’t feel forced.

Representatives don’t need a full product pitch every time—they just need to plant the right seeds.

For example, if a customer is ordering paper towels, that’s a perfect moment to ask: “How are you handling your hand soap or dispensers these days?”

When a representative mentions an adjacent category that solves a related problem, it shows helpfulness.

Quick win: Create “If they buy this, ask about that” cheat sheets by category to help weave in suggestions more naturally.

Use the power of the PS line

Don’t underestimate the power of a simple PS in an email. It’s the perfect low-pressure way to spark curiosity and position yourself or your representative as a go-to

expert across multiple categories.

Here’s an example: “PS We’ve been helping other customers like you improve their office ergonomics—let me know if you’d like our top tips for reducing aches and pains at the desk.”

Use the PS to educate and inspire across categories. It’s a non-salesy way to show value—and open the door to a new category.

Turn inbound calls into growth moments

When a customer calls you, that’s gold. They took the time to dial—now make it count.

Train sales pros to ask just one more question before wrapping up the call:

• “Are you still good on jan/ san supplies?”

• “Have you seen our new tech setup packages?”

• “Who usually handles breakroom restocks on your team?”

You don’t need to turn the call into a full pitch—just take the opportunity to uncover a need and drop a breadcrumb toward another category.

Use data to spot untapped spend

We live in a data-driven world, but having access to data isn’t the same as using it strategically. That’s where powerful analytics platforms come in.

Many dealers rely on tools like ECI Acsellerate and Microsoft Dynamics to manage business data. But the real value comes from using those tools to see what’s missing and guide smarter sales conversations.

With the right platform, you can:

• see who’s buying what— and, more importantly, who isn’t buying certain products;

• flag category opportunities

tied to industry trends;

• spot which product categories are being completely overlooked;

• check if customers are ordering items aligned with stocked inventory or preferred vendors; and

• evaluate margins to ensure profitability.

Let’s say you’re trying to grow your jan/san category. Instead of guessing who to target, run a quick report to see who isn’t buying jan/ san at all. Break it down by representative, customer or even industry. Now you’ve got a focused list of real opportunities—plus talking points or a short script to help each sales representative confidently start the conversation.

At the end of the day, this isn’t about replacing the human side of sales; it’s about enhancing it. When your team walks into a meeting already knowing what matters to the customer, where the gaps are and how to add value—that’s powerful.

Thanks to Wendy Pike for these insights!

Uncover more decision makers—and influencers

The person who orders printer paper may not be the one thinking about breakroom upgrades or PPE stock.

That’s why expanding wallet share often starts with expanding your contact list. Instead of only asking

“Who makes the decision on that?”, teach sales pros to explore with questions like the following:

• “Who else cares about this part of the business?”

• “Who usually has a say when it comes to tech or furniture?”

• “Is there anyone else who’d want to weigh in before we make a recommendation?”

It’s a subtle shift in language, but it opens up more voices, more influence and more buying potential.

More than a vendor—be the partner they didn’t know they needed

If your customers still see you as just the office supply

Marisa Pensa

vendor, it’s time to change the narrative. By training representatives to mention adjacent categories—using tools like the PS line, asking one more question on inbound calls, leveraging data and expanding contacts—you’re not pushing products; you’re uncovering needs they didn’t know you could meet.

The result? A smarter, more natural path to growing wallet share and becoming the go-to partner customers trust for all their business essentials.

Want more ideas on how to expand category sales with purpose? Check out our four-step guide: Unlocking Sales Success

Troy Harrison

HOW TO HANDLE PRICE OBJECTIONS FROM CURRENT CUSTOMERS

Troy Harrison is the Sales Navigator and the author of Sell Like You Mean It and The Pocket Sales Manager. He helps companies navigate the elements of sales on their journey to success. He offers a free 45-minute sales strategy review. To schedule, call 913-645-3603 or email troy@ troyharrison.com.

Let’s talk about one of the most nerve-wracking moments in the life of a salesperson: when a good customer calls and says, “Your competitor just offered us a 15 percent lower price. What can you do for us?”

Your first thought is: “Uh oh ….”—and probably another word that I won’t type here. You think about the revenue that goes into making your quota. You think about the commissions you were planning on. And, if you’re like most salespeople, you

immediately start thinking about how much of a discount you can offer to keep the business.

Stop right there.

I’ve been in sales for over 35 years, and I can tell you that how you handle this moment can define not just this transaction, but your entire relationship with the customer going forward. Price objections from current customers aren’t the same as objections from prospects and they shouldn’t be

handled the same way. You should understand something here. I hate price fights. I hate discounting. And I hate the idea of giving away my profit. I’ve always believed that I never won a sale if I was the lowest quote. Whenever I was asked if mine would be the lowest price, I’d reply, “If it is, it was a mistake and I’d like to requote.” But I’m neither arrogant nor a Pollyanna, and I know that these moments are a reality in the life of a salesperson. So, let’s address that reality.

The trap most salespeople fall into

When faced with a price objection from a current customer, too many salespeople and sales managers fall back on what is possibly the worst question in sales: “So, where do we need to be to keep your business?”

Let that sink in for a moment. You’ve just told your customer that your pricing model is essentially meaningless. You’ve invited them to name their own

Troy Harrison

price. You’ve signaled weakness, desperation and a lack of value. And, worst of all, you’ve trained them that threatening to leave will always result in a discount. This situation will never just happen once.

I’ve seen this play out hundreds of times and it never ends well. Either you give away too much margin or the customer leaves anyway—or they stay, but with a permanently diminished view of your value proposition.

Four

questions that change the conversation

Instead of folding like a cheap suit, here are four questions you should ask when a current customer drops the price bomb on you.

“Can you show me those competitive quotes?”

This is asking the customer to prove it, but in a professional way. You’d be shocked how often this simple request changes the conversation. Sometimes, the competing offer isn’t quite as good as they initially represented. Sometimes, it doesn’t include services you provide. Sometimes (and I’ve seen this more than once), the quote doesn’t even exist—they’re bluffing to get a better deal.

“Why do you want to continue to do business with us?”

This is a gutsy question, but it’s critical. If they’re coming back to you after getting a supposedly better offer elsewhere, there’s a reason. Maybe it’s your service. Maybe it’s your reliability. Maybe it’s the relationship. Whatever it is, you need to know—because that reason represents value that can be monetized.

“What are you willing to give up for me to lower my price?”

Unjustified discounts suck. If you can get them to make a concession on product, attributes, service etc., it

keeps your value proposition whole.

“We can’t match that price. I might be able to offer a small discount. What price could you live with?”

This shows you’re willing to meet them partway while maintaining your value. It puts the ball back in their court and forces them to be reasonable. It also gives you room to negotiate without surrendering completely.

What’s remarkable is how often customers will come back with a number that’s much closer to your original price than to the competitor’s quote. They want to continue the relationship; they just want to feel like they’ve won something.

The fundamental problem is that too many salespeople see themselves as order-takers rather than value advocates. Your job isn’t to give customers whatever they ask for at whatever price they want. Your job is to advocate for your company’s value proposition and to help customers understand why your solution is worth what you’re charging. By doing so, you protect your company’s profit—a core part of your job.

This isn’t about playing chicken with your customers over price. It’s about having the confidence and professionalism to stand behind your pricing model. It’s about recognizing your company’s need to make

a profit. And ultimately, it’s about respecting your customers enough to be honest with them about the value they’re receiving.

The best defense

I’ve said it over and over in this space: the best defense against price pressure is a full sales funnel.

Salespeople who have a full funnel, with new customers ready to come onboard, are much less vulnerable to price pressure than those who absolutely need every customer they have because they have nothing else going on. Don’t ever put yourself in a position where you have to keep a customer at all costs.

The bottom line

Price objections from current customers are a fact of life in B2B sales. How you handle them can either reinforce your value or undermine it permanently. The next time a customer comes to you asking for a discount, resist the urge to panic. Ask these four questions, listen carefully to the answers and then make a decision that respects both your company’s need for profit and your customer’s need for value. Sometimes, you might even have to shake hands and part as friends. Your customers might not always like your answer, but they’ll respect you for it. And in the long run, that respect is worth more than any short-term discount you might give away.