Independent Dealer September 2025

INDEPENDENT DEALER

the official publication of WSA

Editorial & Contents

I was very much looking forward to introducing this issue and outlining the invaluable series of articles it contains on the thorny subject of succession planning, as it is a topic that many readers have suggested we cover.

However, the news that has emerged over the past week or so from Essendant demands my attention and I must take the wholesaler to task over the way it has handled its withdrawal from the IDC.

I appreciate, as I think everyone in the industry does, that the office products sector is in decline. I can also accept that it is no longer profitable for Essendant to offer the services, such as wrap and label, upon which so many IDC members depend; and that ending them could well have been its only option.

What I take issue with is the manner in which the news of that decision was delivered to both its employees and all in the IDC, and the 60-day timeframe that has been given for those affected to get their houses in order.

I have spent much of the past week talking to dealers and my initial characterization of the wholesaler’s actions as “brutal” has been universally decried as being far too

kind. While it’s possible that some of the company’s larger customers received a heads up (although I have no confirmation of this) the vast majority found out via a short, emotionless email that focused more on the wholesaler’s bright future in jan/san and other categories than the potentially devastating effects on a raft of small, often family-run businesses around the country.

Of course, Essendant is owned by private equity firm Sycamore Partners—and such entities aren’t known for their compassion—and there are few left in positions of power at the firm who were involved in its IDC roots, but I still would have hoped for better treatment of the dealers who helped build the company.

It will be some time before we understand all the ramifications of the decision and we will discuss them more fully in issues to come; but for now, my best wishes for the future go out to all those adversely affected by Essendant’s decision. The IDC has always been resilient and I hope you will find a way to weather this storm.

Rowan

rowan@idealercentral.com

4 WINNER’S CIRCLE

Good things happening to independents

12 INDUSTRY NEWS

24 WSA FOCUS

30 SUPPLY SIDE

HSM: Great products, great people

32 NAOPA AWARDS

Read all about the nominees in the different categories for this year’s awards

46 COVER STORY

Succession Success: Lisa Veeck talks to dealers about planning the next step for your business

52 COLUMNS

52 Christy Maxfield: On securing your legacy

54 Donna Marino: On being emotionally ready to sell

56 West McDonald: On AI’s role in succession planning

60 Jennifer Vitanzo: On the evolution of search

62 Troy Harrison: On administrating sales roleplays

64 Tom Buxton: On independents taking market share

INDEPENDENT DEALER

Editor and publisher

Rowan McIntyre

Associate editor

Lisa Veeck

Head of media sales

Chris Turness

Finance and operations

Kelly Hilleard

Head of creative

Joel Mitchell

Digital manager

Aurora Enghis

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Winner’s Circle

Warden’s Office Products turns 60

When Jerry Warden was a student at a local university in Modesto, California, he was already eager to start his own business. Surveying the landscape, he realized the area was in need of an office products dealer. So, borrowing money from his parents and teaming up with a partner, he opened a small storefront, Warden’s Office Products, in 1965. The company soon added furniture to the mix and opened a separate used furniture outlet in the late 1970s. Its success continued, causing it to outgrow several spaces.

In 2010, Jerry retired, handing the reins over to daughter Jennifer Warden Viss. Today, the company sells contract furniture and office supplies, as well as janitorial and breakroom supplies, generating $14 million in annual sales. Its largest customers are in local government, education and manufacturing.

In 2019, Warden’s moved to its current location, which called for some changes in how the company goes to market. “It was a vision to get us all under one roof and after years of looking for the right place, we moved into an 11,000-square-foot showroom,” says sales and marketing director Michael Griffin. “It’s one of the largest and, in my opinion, the most beautiful showrooms in the area. It was a great move for us. We have a few pieces left, but we have stopped selling used furniture; now we only sell new contract furniture. The move also ended our retail. The new location is in a business park, so there’s not really any foot traffic.”

Griffin believes Warden’s Office Product longevity can be attributed to several key factors: “With 32 employees, we run lean, but we have great people. We have the right people in the right place. Many have years of experience. One designer has been with us for 39 years. We have a sales rep who is coming up on 35 years. We have our own fleet, and all our drivers have been here for 10 years or more.”

This longevity also applies to Warden’s customer base. “When Jerry started, he’d loan furniture to new companies to help them get up and running,” Griffin explains. “We still have some of those customers 55 years later—in part because Jennifer grew up in the business; now, as the leader, she knows what it takes to keep the business growing and how to treat customers. We still follow Jerry’s motto: ‘Do what you say you are going to do.’ Treating all customers right and doing what you say you are going to do inspire loyalty.”

The company is also resolutely forward looking, especially when it comes to new sales opportunities. “We do a lot of business with school districts in the administrative area,” says Griffin. “Now, we are focusing on leveraging those good relationships to get into the classrooms to the teachers and students. I’m not sure what success we are having yet because the focus is so new.”

Like any company in business for 60 years, Warden’s has weathered its fair share of challenges. “The biggest today is the economic uncertainty,” Griffin admits. “Because we are in the central valley, about an hour and 15 from San Francisco and an hour from Sacramento, we tend to lag a

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bit with trends, good and bad. So, we are just starting to feel its full effects. Companies that were planning capital projects are delaying them or holding off altogether. On the supply side, the big boxes like Amazon and Staples continue to expand into our space. We are trying to position ourselves, as we have been around for 60 years and are solution-based. We partner with our customers to solve their problems. They may not need us now, but we’ll be here when they do.”

Two of Jennifer’s daughters are already working in the business—Greta as a sales rep and Jenna in purchasing—so the company will remain a family business for the foreseeable future. Griffin believes this will ensure its continued success: “Especially when the economy is uncertain, it helps to have the backing of the family, to know that the company won’t operate on a whim. It creates financial stability. We will cut costs if we need to, but never if it means skimping on service.”

From a sales perspective, Griffin anticipates Warden’s will maintain its focus on penetrating the classroom market and expanding into new offerings: “We will continue to make sure we can satisfy our customers’ needs. If they need it, we can supply it.”

For other independent dealers keen to stay in the game, Griffin offers this advice: “Have a plan and hire good people who share your vision and culture so you don’t have to micromanage them and can focus on running the business. And keep at it. Keep going through the tough times—like now, with all the uncertainty. If you have a solid plan and the right people, you will come out okay.”

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A-Z Office Resource acquires Plateau Office Supply

Nashville-based A-Z Office Resource has acquired fellow Tennessee dealer Plateau Office Supply. Plateau’s retail storefront will now transition into a full-service distribution center for A-Z, allowing customers to enjoy faster delivery and a broader range of products.

The move comes in response to changing shopping patterns and the need to adapt to how businesses purchase supplies today. With reduced foot traffic and rising costs for operating a brick-and-mortar store, Plateau and A-Z see the shift as an opportunity to invest in efficiency and convenience for local customers.

for serving Crossville will never change,” said Brooks Boston, owner at Plateau Office Supply. “This new distribution center model means we can deliver even more value—with quicker turnaround, a larger selection and the same friendly team you know and trust.”

The deal has been in the pipeline for almost a year and the new setup will enable Plateau customers to continue accessing A-Z Office Resource’s extensive product catalog—including office supplies, furniture, janitorial products, custom printing, promotional items and more—while still enjoying the benefits of local relationships and

“This is about building for the future,” said Tiffany Cooper, vice president of mergers, acquisitions and partnerships at A-Z Office Resource. “By shifting to a distribution center, we’re making sure Crossville businesses have quicker access to a wider variety of products— without losing the personal service and community connection that have always

Melody Becker, GOPD Lead Trainer

AAA rebrands

California independent dealer AAA Business Supplies and Interiors has adopted a new name.

The company is now known as AAA Workspace following a rebrand it says “clearly articulates its expanded value proposition.”

Over the past several years, AAA has completed numerous acquisitions, significantly expanding its footprint and capabilities across multiple product categories and new vertical markets.

“We’ve grown—fast and smart—through acquisitions, innovation and a relentless focus on service,” said CEO Steve Danziger. “This rebrand tells the real story of who we

are today: a dynamic partner for the modern workspace.”

He added: “We believe the name AAA Workspace is better aligned with the value we bring, not only to end users but to our manufacturer and distribution partners as well. It sets the stage for deeper collaboration and future growth, and there is more to come.”

AAA Workspace’s rebranding strategy includes a refreshed visual identity and an updated website at www.aaaworkspace.com

Wist races for City of Hope

Staff at Wist Business Supplies participated in this year’s Pedal for Hope bike race, raising over $32,000 to benefit City of Hope. The race attracted 29 Wist/City of Hope competitors of all levels, taking part as solo riders, duos and corporate teams.

The race marked the ninth year that Wist has assembled a group to participate in an event benefiting City of Hope and the fourth consecutive year the teams registered and raced in Zia Rides’ 24 Hours in the Enchanted Forest, held in the Zuni Mountains, approximately 15 miles southeast of Gallup, New Mexico.

The course is an approximate 16-mile loop with about 1,000 feet of climbing. The race follows a relay format: only one rider per team is on the course at any given time and every team is challenged to complete as many laps as possible within a 12-hour or 24-hour timeframe. Whether it’s day or night, clear skies or rain, someone from each team must be on the course pedaling.

“The results of our group ranged from a few of our riders completing a lap or two to those who rode over 128 miles,”

said financial manager and CFO Peter Drozdowicz, who also participated in the race. “One of our riders this year participated in the 24-hour solo single speed category, which requires no gears on the bikes, and completed nine laps, or approximately 144 miles. Two of our 24-hour corporate teams placed first and second; our 12-hour solo rider placed second in his category; and one of our 12-hour duo teams placed second.

“Wist Business Supplies has long valued the importance of joining the collective initiatives of the National Business Products Industry in its support for City of Hope,” he continued. “Cancer can be such

a prevalent and devastating part of life, as the disease has certainly prematurely touched many within our organization over the past number of years. Therefore, Wist set out to create an annual campaign based on a theme of endurance. We gather for one weekend to race and benefit City of Hope, honoring the loved ones we have lost, those who are still battling and those who have triumphed.”

Founded in 1913, City of Hope has grown into one of the largest and most advanced cancer research and treatment organizations in the United States and is one of the leading research centers for diabetes and other life-threatening illnesses.

Butler’s product show to raise breast cancer awareness Winner’s

Marking Breast Cancer Awareness Month, Butler Business Products in Katy, Texas, will be donning pink at its new products show. The event will be held at Triple Crown Bingo on October 8, from 11:00 am to 2.00 pm, and will include an estimated 18 vendors and manufacturer representatives, representing office supplies, furniture, janitorial supplies, coffee service, breakroom supplies and promotional products. The event will include lunch and refreshments, as well as pink promotional product giveaways. In the past, the show has attracted between 175 and 250 attendees.

“We host this annual event to bring together our valued customers,

partners and community in celebration of innovation, connection and shared purpose,” said president Stacy Duke. “It’s an opportunity to showcase new products, offer exciting giveaways, run some show specials and highlight the services that make Butler Business Products a trusted one-stop shop for office supplies, promotional items, furniture and more. Beyond business, it’s also a time to strengthen relationships and express gratitude for the support we’ve received over the past 50 years serving the Houston metropolitan area. This year’s New Products Show holds special significance: it’s our first since I lost my mom back in October 2023 to breast cancer. The theme is

to honor her and in recognition of all those whose lives have been touched by this devastating disease.”

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Blaisdell’s lends a hand to Lend a Hand Foundation EON voted best in Colorado

The team at Blaisdell’s Business Products in Oakland, California, packed 9,400 backpacks for K-12 kids in support of the Lend a Hand Foundation and the Oakland Unified School District. Blaisdell’s was a sponsor and donated some SKUs to the backpacks, which provided students with the supplies they need for the upcoming school year.

The backpacks were delivered to multiple schools by Blaisdell’s delivery fleet. The company’s entire sales and customer service teams, some delivery drivers and owners and principals Michael and Margee Witt worked together to fill the packs. The following day, employees from one of the company’s nonprofit customers helped them complete the job.

“Blaisdell’s has always given back to the community and since we are headquartered in Oakland, this was a must-do for us,” said Michael. “Oakland has been hammered with budget issues, among other challenges, so we help wherever we can. We spend our volunteer hours and hard dollars mostly in the East Bay, where they’re needed most.”

The mission of the Lend a Hand Foundation is to enhance the quality of life of underserved children, youth and families in the Bay Area by providing educational support, cultural experiences, financial literacy, health and wellness resources and essential basic needs.

EON Workplace, Denver, Colorado, was voted the Best of Colorado in Office Supplies & Materials by ColoradoBiz readers. This marks the fourth consecutive year the company has earned the honor.

In addition, EON’s furniture division, Environments Denver, was named a runner-up in the Office Design & Furniture category.

“These recognitions reflect the dedication of our incredible team and the trust of the clients we’re proud to serve,” said an EON spokesperson.

“They are a testament to the strength of our shared commitment to workplace solutions excellence.”

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Industry News

Essendant to exit OP dealer channel

In a shock announcement, Essendant has said it is pulling out of the independent dealer channel for office products (OP).

Essendant CEO Dave Rickard told INDEPENDENT DEALER that serving the OP channel in the way it has traditionally done is no longer financially viable for the company.

The Sycamore Partners-owned wholesaler has been reducing its dependence on the OP segment over recent years, expanding its jan/san offering and developing a third-party logistics service called Connected Commerce. However, far from continuing to manage a declining independent channel, the company will now exit the segment altogether.

In a customer letter, Essendant CEO Dave Rickard said this “strategic decision” formed part of a “long-term strategy to optimize operations and strengthen our service.” There will be a 60-day transition period before the change takes effect at the beginning of November, during which Essendant will “continue to operate as normal.”

Rickard later confirmed that the move would involve the complete closure of the wholesaler’s wrap and label service and its furniture division. While the exact fate of the company’s Vertical Markets Group is still not entirely clear, it is widely believed that the service will be completely shut down. The future of the Universal brand is also uncertain at this time.

Instead, Essendant will concentrate on categories where it sees growth potential: jan/san, foodservice,

enterprise accounts, e-tailers and tech resellers. These customers do not require wrap-and-label, allowing the company to operate a lower-cost fleet and a more consolidated distribution centre (DC) network. Rickard said the wholesaler will maintain 98 percent US coverage within two days, using into-stock and drop-ship fulfillment models.

Essendant has already added more than 2,000 SKUs in jan/san and foodservice over the past year, including around 200 new private-label items. OP will remain in the assortment, but with a “much tighter focus” and geared toward the needs of non-dealer customers— although dealers will still be able to purchase OP.

The announcement sent shockwaves through the IDC as it appears to leave many dealers, particularly those that were first-call Essendant and stockless (therefore relying heavily on the wrap-and-label program) in potential peril. There will also be significant job losses at Essendant as a result of the changes, although Rickard declined to give specific numbers.

Meanwhile, the IDC’s other main office products wholesaler, S.P. Richards (SPR), has vowed to support all independent dealers to the best of its abilities. To this end, it has taken on the leases of four of Essendant’s expanded DCs as well as a number of other annex locations.

“At SPR, independent dealers are a core focus of our future business strategy,” SPR president Jason Horst told INDEPENDENT DEALER. “Our

promise is to remain unwavering in our role as a trusted partner, always focused on delivering value and support. We know that many of our customers are family businesses and, as a family-owned company ourselves, we deeply understand that responsibility. Whether with our longstanding partners or new relationships, SPR is prepared to adapt alongside the market and continue leading in service to the OP community.

“As part of that commitment, taking on expanded distribution centers in Los Angeles, Chicago, New Jersey and Orlando, and annexes in Sacramento and Boston, gives SPR access to larger, more advanced facilities. These expanded centers enable us to handle greater volume, broaden our product offerings and scale to meet the evolving needs of our customers. Together, these locations strengthen our national network and position SPR to deliver even better service to both current and future customers.”

Organizationally, Rickard said Essendant’s company name would not change. The Deerfield, Illinois headquarters may be resized to reflect a smaller corporate staff, but the business will remain in the Chicago area. It has been widely speculated that parent company Sycamore Partners is preparing to offload the company in the not-too-distant future.

As for Essendant’s relationship with Staples, Rickard confirmed the ADOT distribution program (where Essendant sources products from its Sycamore Partners sister company) will continue. Indeed, this may well expand as Essendant reduces its OP assortment. He also noted that the 2019 Federal Trade Commission order, which imposed a firewall between Essendant and Staples until 2029, remains in force.

ISG adds to marketing team

Dealer organization Independent Suppliers Group (ISG) has announced the appointment of Dan Scheidt as supplier marketing specialist.

Scheidt has more than ten years of experience leading B2B marketing strategy in the manufacturing, consumer goods, retail and nonprofit sectors. He was most recently with the US subsidiary of home appliances manufacturer Beko.

At ISG, Scheidt will be “focused on strengthening the group’s marketing programs, creating new engagement opportunities and driving greater awareness, value and connection for its partners and members.”

AOPD awarded Savvik Buying Group contract

American Office Products Distributors, Inc. (AOPD) has announced that it has been awarded a national contract with Savvik Buying Group, the nation’s leading public safety group purchasing organization. This agreement expands AOPD’s reach by providing Savvik members with access to AOPD’s comprehensive portfolio of office products and services, backed by the local service of its independent dealer network.

Savvik Buying Group represents more than 17,000 members nationwide, including EMS providers, fire departments, law enforcement agencies and nonprofit organizations. Through this partnership, members will benefit from competitive pricing, enhanced savings and personalized service delivered locally by AOPD’s dealers.

AOPD’s executive director, Angela Price, stated: “We are thrilled to partner with Savvik Buying Group. Their mission to support first responders and community organizations aligns perfectly with AOPD’s commitment to delivering value, service and cost savings through our national contracts. This award represents an exciting opportunity for both organizations and, most importantly, for the members they serve.”

ISSA Show North America named in Gold 100 Class of 2024

ISSA, the worldwide cleaning industry association, has announced that the ISSA Show North America has been named as one of Trade Show Executive’s (TSE) Gold 100 Class of 2024, recognizing the 100 largest trade shows held in the United States.

The Gold 100 ranking is based on net square footage of paid exhibition space—an indicator of both industry demand and event influence. ISSA Show North America’s inclusion is a testament to the strength of the commercial, institutional and residential cleaning market.

“To be recognized among the country’s largest and most influential trade shows is a reflection of the passion and purpose that drive the cleaning and facility solutions industry,” said ISSA executive director John Barrett. “ISSA Show North America continues to be where innovation meets action—and where the people who power the industry come to connect, learn and lead.”

Held annually, ISSA Show North America brings together thousands of cleaning professionals, facility managers, distributors, manufacturers and industry leaders from around the world. The show features an education program, hands-on training, product showcases, certification programs and thought leadership designed to elevate standards and improve operations across the cleaning and maintenance spectrum.

The 2025 ISSA Show North America will take place at the Mandalay Convention Center in Las Vegas between November 11-13, 2025. For more details visit www.issashow.com

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Distribution Management names Wholesale President

Distribution Management (DM) has promoted Monte White to president of its Wholesale Division.

In his new role, White will oversee DM’s wholesale sales teams and take charge of all vendor-related functions across wholesale product categories, including product management, purchasing and vendor operations.

White has more than 35 years of experience in the wholesale print and imaging industry, having held senior roles at both Ingram Micro and Tech Data. His wide-ranging background in operations, procurement, merchandising and sales—along with his perspective as a former vendor, competitor and customer of DM—is expected to support continued growth within the division. He has been with DM/Supplies Network since 2009.

HNI to acquire Steelcase

There has been a major development in the workplace furnishing segment, with HNI set to acquire Steelcase in a $2.2 billion transaction.

The deal has been structured as a cash plus stock acquisition, with an implied purchase price per Steelcase share of $18.30—considerably higher than previous day’s closing

price of $10.18. Upon closing, HNI shareholders will own approximately 64 percent and Steelcase shareholders 36 percent of the combined company.

The transaction, which is expected to close by the end of calendar year 2025, is subject to approval by HNI and Steelcase shareholders,

the receipt of required regulatory clearances and the satisfaction of other customary closing conditions. Some shareholders of Steelcase have entered into a voting agreement to vote in favor of the acquisition.

Together, the manufacturers will have a combined annual revenue of $5.8 billion, over $2 billion more than main rival MillerKnoll—although this includes HNI’s residential hearth unit.

Some details on the post-closing setup have already been released:

• The combined company will continue to be led by HNI CEO Jeffrey Lorenger.

• HNI will remain at its corporate headquarters in Muscatine, Iowa and Steelcase will stay at its head office in Grand Rapids, Michigan.

• HNI will maintain the Steelcase brand.

• HNI’s board of directors will expand from ten to 12 in order to include two of Steelcase’s current independent board members.

BradyPLUS and Imperial Dade to merge

A major tie-up has been announced in the North American jan/san, foodservice and packaging reseller space.

Behemoths BradyPLUS and Imperial Dade have announced they have agreed to merge. Few details of the transaction have been announced, although it was confirmed Bain Capital, Kelso, Advent, Warburg Pincus, FEMSA, the Tillis family and management are the capital partners involved and will have board representation.

FEMSA—former owner of Envoy Solutions, which merged with Brady in 2023 to form BradyPLUS—separately confirmed it will have a 19 percent

stake in the new entity.

A press release on the deal referred to a “common culture rooted in the legacy of family-owned businesses” and the combination of “two like-minded teams.” It said the benefits of the deal would include:

• greater customer-centricity through an exceptional team of solutions-focused sales professionals, best-in-class digital tools and a dedicated team of customer-facing experts;

• improved coverage to deliver the best service and support for customers; and

• expanded product offerings for customers.

The transaction is expected to close “in the coming months”.

MillerKnoll appoints COO and CMO

Workplace furniture giant MillerKnoll has made two leadership announcements ahead of what it claims will be “a new era for growth.”

Company veteran and CFO Jeff Stutz has been appointed to the newly created role of COO. Stutz—who joined the business in 2001—will assume responsibility for MillerKnoll’s International Contract business, global manufacturing and distribution operations and the company’s Europe-based brands, including HAY, Muuto, Colebrook Bosson Saunders (CBS) and NaughtOne.

International Contract currently represents around 18 percent of the group’s $3.7 billion in annual sales. Part of Stutz’s remit is to “optimize” MillerKnoll’s manufacturing operations around the globe.

Another appointment confirmed last week was that of Jenny Olsen, who has joined MillerKnoll as chief marketing officer (CMO). She brings more than 25 years of marketing and leadership experience across home, apparel, footwear, media, consumer goods and technology. Most recently, Olsen served as CMO of Caleres, a $3 billion portfolio of

global footwear brands.

Areas Olsen will focus on include advancing digital and consumer engagement strategies.

Meanwhile, Nike exec John Hoke has been named as MillerKnoll’s next chairman. Hoke, who has been on the company’s board since 2005, will take over from current chair Mike Volkema when he retires in October.

Xerox COO steps down

Xerox COO John Bruno has accepted a CEO role elsewhere.

Bruno—who has been the OEM’s COO since 2022—stepped down from his day-to-day functions on August 31 after accepting a CEO opportunity outside Xerox.

However, he will remain on the company’s board, most notably chairing the newly formed integration committee that is overseeing the combination of Lexmark and Xerox.

Chief administrative officer and global head of operations Louie Pastor

took over as COO on September 1. On the same date, company veteran Jacques-Edouard Gueden began as chief revenue officer.

New commercial leader at Newell

Newell Brands has announced the appointment of Rob Posthauer as president of its commercial unit.

Posthauer was already general manager of the division after having joined Newell in 2021. Before that, he held senior positions at Lowe’s and General Electric.

In his new role, he will oversee Newell’s B2B brands—which include Rubbermaid Commercial Products, Rubbermaid (Organization), Quickie, Mapa Professional and Spontex.

deeper customer relationships in verticals where we can make a meaningful impact. By sharpening our channel strategy and enhancing commercial execution, we will unlock new growth opportunities and drive greater value across our portfolio.”

Bruno—tipped as a possible future Xerox CEO—said he remained “fully committed” to the future of the company. »

In a LinkedIn post, Posthauer stated: “I am looking forward to strengthening our Newell-wide B2B capabilities and forging

Kimberly-Clark names North American president MBM’s Ford to retire

Kimberly Clark has named John Carmichael as president, North America, effective September 15.

Carmichael will oversee the company’s personal care, family care and professional products across the US and Canada. He succeeds interim president Kurt Laufer, who returns to his previous role as president of US consumer sales. Carmichael will report to COO Russ Torres.

Carmichael brings three decades of experience from Nestlé, most recently as CEO of Nestlé Canada, where he was responsible for categories including ice cream, coffee, water, nutrition and pet care. Prior roles include president of Nestlé’s foods and beverages divisions in the US.

Print-finishing and document solutions vendor MBM Corporation has announced a leadership transition in its sales team.

After more than 30 years with the US-based company—a subsidiary of Ideal brand owner Krug & Priester—vice president of strategic sales Wanda Ford will retire on October 31, 2025. She joined the supplier in its parts department after nine years with the United States Air Force. Following a switch to the credit department, she then moved into sales.

Along with the news of Ford’s departure, MBM

has announced that Jim Dingemanse has been promoted to director of strategic accounts, effective September 1, 2025. He will be responsible for managing key customer relationships, representing MBM at trade shows and overseeing business development initiatives.

Epson touts unlimited printing plan

Epson is targeting home, office and small business users in the US with an all-in-one printing plan.

The OEM’s ReadyPrint initiative has already been around for a few years in Europe and appears to have been available in the US since at least the beginning of 2024. However, a company press release from this week said the program has been “introduced” to US customers to provide “worry-free printing.”

While these kinds of subscription models typically include a maximum number of pages before extra fees kick in, Epson is promising “unlimited”

printing with no monthly limits. Plans include an EcoTank printer, automatic ink replenishment and support, and range from $14.99 to $54.99 a month depending on the printer model selected.

The catch? Users have to sign up for a minimum period of two years or face cancellation fees; plus, at the end of the 24 months, they do not actually own the printer. The small print also refers to the “stated duty cycle” of each printer, so fees may be charged for excessive print volumes despite the “unlimited” promise.

“At Epson, our priority has always been the customer. That’s why we built ReadyPrint from the ground up to offer

Koozie confirms Garyline integration

Promotional products supplier Koozie Group has confirmed that private equity stablemate Garyline will be integrated into its business by the start of next year.

In April, Koozie (formerly BIC Graphic North America) was acquired by Mill Point Capital—which already owned promo products manufacturer Garyline. At the time, it was announced the two companies would combine. This integration will now be effective from January 2026, with Garyline becoming a Koozie Group brand, joining other names such as Koozie and Souvenir.

“Koozie Group and Garyline teams have been working together since April to align and streamline our processes,” Koozie wrote in a FAQ document.

“We are integrating to create one of the largest and most diversified suppliers of promotional products in North America. The combined company’s domestic manufacturing footprint will reflect a shared commitment to creating one of the best-positioned industry portfolios of high-quality products made or assembled in the USA, with reliable lead times and a customer-focused approach.”

an incredible value in the world of printer subscriptions,” stated Nils Madden, marketing director for consumer imaging and printing at Epson America.

In its most recent financial results, Epson said increased placements of high-capacity ink tank printers were resulting in a revenue decline from cartridges. Plans such as ReadyPrint lock users into purchasing OEM ink, which boosts margins.

Emerald Ecovations launches middle-market solution

Sustainable products supplier Emerald Ecovations has announced a platform to support middle-market manufacturers and distributors.

Citing supply chain consolidation and tariff pressures, Emerald Ecovations said it is offering manufacturers and converters direct access to its renewable raw materials. These will be available for distribution in minimums “designed to accommodate organic growth.”

“The middle market is the backbone of American manufacturing and distribution, but it is being systematically cut out of supply chains,” said Ralph Bianculli, CEO of Emerald Ecovations.

He added: “We’re stepping in to provide our partners in manufacturing and distribution with supply chain autonomy. More than ever, we need to build out a long-term solution to compete effectively against the larger legacy companies.”

For distributors/resellers, Emerald is giving them direct access to more than 370 products, of which over 80 percent are made in the US. In addition, licensed distributors have access to marketing and metric reporting assets along with private-labeling options.

For manufacturers and converters, Emerald is offering availability of its raw materials, including its Tree Free pulp and paperboard. It said competitive pricing and domestic production will provide “much-needed autonomy from integrated manufacturers that continue to squeeze the supply chain.”

Meets HIPAA & FACTA requirements

High-security P-5 to P-7 models for sensitive data

German engineered for durability

Automatic safety shields and energy saving features

Paul A. Miller, legislative counsel, Workplace Solutions Association

Trump tariffs: what just happened— and what exactly was ruled illegal?

On August 29, 2025, the U.S. Court of Appeals for the Federal Circuit held that the administration’s broad tariff program—rolled out in 2025 largely by invoking the International Emergency Economic Powers Act (IEEPA)— exceeded the president’s statutory authority. In plain English: the court said the White House used the wrong legal tool, in the wrong way, to levy sweeping import taxes. The panel stayed its decision until October 14, 2025 to give the government time to seek Supreme Court review, so the duties continue to be collected for now.

The decision turns primarily on the difference between regulating trade and taxing imports. IEEPA lets a president “regulate” international economic transactions during a declared national emergency. The Federal Circuit concluded that using IEEPA to impose across-the-board tariffs, like the 10 percent “reciprocal” baseline tariff and a raft of country-specific add-ons, went beyond regulation and into taxation—a power the Constitution assigns to Congress. Put simply, the court said IEEPA isn’t a blank check to write new tariff schedules.

Two procedural wrinkles matter. First, the appeals court agreed with the Court of International Trade (CIT) that the tariffs violated IEEPA, but it vacated the CIT’s universal (nationwide) injunction that would have blocked collection for everyone. The case has been remanded to the CIT to tailor relief to the actual plaintiffs, consistent with recent Supreme Court skepticism toward broad, non-party “universal injunctions.” Bottom line: unlawful on the merits but still collected for now

while remedial details get sorted out and the administration decides whether to petition the Supreme Court.

A quick map of the 2025 tariff landscape

Beginning in Spring 2025, the administration implemented a 10 percent baseline “reciprocal” tariff on most imports, layered on top of sector-specific actions (e.g., metals) and higher, country-targeted rates—especially toward China. There were also targeted moves under other authorities (e.g., Section 301 and Section 232 of the Trade Expansion Act of 1962), and additional measures directed at specific products (e.g., autos, metals, copper). The Federal Circuit’s ruling specifically targets the IEEPA-based pieces of this architecture: the global baseline and several country-specific actions justified by the emergency declaration. The court did not purport to wipe out all tariff measures and sectoral tariffs grounded in other statutes may continue.

The legal heart of the case: four pillars

What IEEPA does—and doesn’t—authorize

IEEPA (50 U.S.C. § 1701 et seq.) is an emergency powers statute. It lets the president regulate or prohibit transactions involving property in which a foreign nation or national has an interest once a national emergency is declared. Historically, presidents have used IEEPA to freeze assets, block transactions and embargo specific dealings with targeted countries or actors. The Federal Circuit read “regulate” in this context as authorizing

transactional controls, not the wholesale re-imposition of new import taxes at scale. The court stressed that tariffs are taxes, and when Congress wants to delegate tariff-imposing power, it does so explicitly in trade statutes (e.g., Sections 201, 232 and 301 of the Trade Expansion Act of 1962)—not through IEEPA’s emergency tool.

Separation of powers and the power of taxation

The Constitution vests taxing authority in Congress. While Congress can delegate aspects of that power, courts police the clarity of any such delegation—especially where the executive claims sweeping powers with major economic effects. The ruling emphasized that IEEPA lacks the unambiguous language needed to authorize a president to create a global tariff regime. In effect, the decision says: “If Congress wants a universal baseline tariff, it must pass a law.”

The “major questions” undertone (even if not named)

Recent Supreme Court opinions (in other contexts) caution that agencies— and, by extension, the executive— need clear congressional authorization for actions of “vast economic and political significance.” While the Federal Circuit grounded its holding in statutory text and constitutional structure, the logic resonates with that “major questions” instinct: sweeping, economy-wide tariffs are not the kind of thing courts will infer from general emergency language.

Remedies and “universal injunctions”

The appeals court vacated the CIT’s universal injunction blocking the tariffs for everyone, instructing the lower court to re-evaluate relief and hewing to the Supreme Court’s recent skepticism about injunctions that

extend beyond parties to the case. Practically, that means importers that didn’t sue might not automatically benefit from court-ordered refunds unless the Supreme Court steps in or Congress acts.

What happens next, legally?

Short term

(now through October 14, 2025)

The tariffs continue while the government weighs a petition for certiorari. The Justice Department can ask the Supreme Court to stay any vacatur and take the case. If the court denies a stay and declines review, the CIT will implement the Federal Circuit’s mandate and craft narrower relief. If the court grants a stay, the contested tariffs could remain in place during Supreme Court review.

Medium

term (this fall/winter)

• If the Supreme Court hears the case, the central question will be whether IEEPA’s text—read in context—permits tariff imposition at all and how to reconcile IEEPA with the trade law ecosystem where Congress has already specified when and how tariffs may be used.

• If the Supreme Court declines, the CIT will decide who gets refunds and how far relief extends, with potential class mechanisms or test-case pathways for similarly situated importers.

• Parallel litigation over non-IEEPA tariffs (e.g., Section 232/301 actions) will proceed on their own terms; the Federal Circuit ruling does not automatically decide those.

Refund and revenue exposure

If the ruling stands and relief ultimately covers significant volumes of imports, the government could face tens of billions in refund claims, depending on scope and look-back periods. Markets are already gaming out the fiscal angle: tariffs became a meaningful—if

indirect—revenue stream. Unwinding them could marginally improve inflation but widen deficits unless offset elsewhere.

How did we get here? The 2025 strategy and its stress points

The White House’s 2025 program sought to re-center U.S. trade leverage with an easy-to-communicate 10 percent universal tariff, layered with higher country-specific rates and sectoral surcharges (notably metals and autos). Politically, a flat baseline is simple: it looks tough, it’s measurable and it’s fast. Legally, though, a universal levy requires a clean statutory hook. IEEPA was attractive because it’s fast and flexible—but it was never designed to replace Congress’s tariff schedule with a new, presidentially dictated one. That mismatch created the opening for challengers—states, importers and trade groups—to argue that the emergency powers had morphed into a shadow tax code. The Federal Circuit largely agreed.

What the ruling does—and does not—mean economically

Prices and inflation

If the IEEPA-based tariffs ultimately fall, some import prices should drop. The pass-through to consumer prices is never one for one, but relief would likely show up over time in durable goods (appliances, electronics, furniture) and imported intermediates, easing some cost pressure in manufacturing. That said, sectoral tariffs that rely on other statutes (e.g., metals) could remain and keep certain prices elevated.

Growth

Removing broad levies should modestly support growth by lowering input costs and reducing uncertainty. But the timing matters. If the Supreme Court stays the ruling pending review, the near-term effect may be muted. »

WSA Focus

Deficits and rates

Here’s the ironic twist: markets now worry about tariff rollbacks for fiscal reasons. As Axios noted, revenue from the duties had become part of the macro-math; their removal could widen deficits at the margin, potentially nudging long-term rates higher even as headline inflation cools. That’s not the usual way economists talk about tariffs, but it’s where we are: the bond market cares about the Treasury’s cash flows as much as about import prices.

Corporate strategy

Importers will reopen hedges, reprice contracts and revisit supply chain footprints. Some firms may pause relocation plans if they were driven by the universal tariff; while others will continue “China-plus-one” diversification because geopolitical risk and non-IEEPA measures remain.

The politics: why both parties have something to gain—and to lose White House and GOP allies

• Message discipline: The 10 percent baseline made for a powerful campaign-style message—simple, tough, universal. Framing the ruling as judicial overreach or as a defense of “globalists” is likely. Expect a push to blame courts for any lost leverage in trade disputes and to argue that Congress should either codify a baseline tariff or grant explicit authority.

• Congressional path: House Republicans may float a bill to authorize a universal tariff (or to expressly fold such power into IEEPA), daring Democrats to vote “against American industry.” But because a universal tariff is effectively a broad-based tax increase on imports, Senate dynamics are tricky and business-leaning Republicans may resist permanent across-the-board levies.

• Law-and-order frame: Some GOP voices will emphasize the emergency predicate—fentanyl trafficking, IP theft and supply chain coercion—arguing for robust presidential flexibility. The court’s opinion narrows that flexibility unless Congress speaks.

Democrats

• Separation-of-powers victory: Many Democrats will cast the ruling as a win for constitutional governance, insisting that presidents—of either party—cannot impose sweeping taxes by emergency fiat.

• Inflation politics: If tariffs slip away and prices edge down, Democrats will argue they delivered relief by checking executive overreach.

• Labor and industry cross-pressures: Not all Democrats will cheer. Unions in steel, aluminum, autos and copper—and domestic producers

that benefited from protection—may push leadership to salvage sectoral shields or negotiate targeted authority. Balancing consumer relief with producer protection will split the caucus.

Swing-state voters

• “Kitchen table” lens: Voters tend to react to prices, not Federal Register citations. If appliance and furniture prices soften, the party that claims credit may reap marginal benefit, especially in suburbs. If jobs in protected sectors look threatened, expect intense local campaigning against “cheap imports.”

• Competence narrative: The legal setback invites a competence critique: even tariff supporters can ask why the administration chose a legally fragile route rather than working with Congress on durable authority.

A primer on the other trade tools (and why the ruling is specific)

It’s essential to separate IEEPA from the rest of the trade law toolkit:

• Section 232 (national security): Allows tariffs/quotas to address national security risks from specific imports (e.g., steel/aluminum). Courts have historically deferred to the executive here, though challenges continue.

• Section 301 (unfair trade practices): Lets the U.S. respond to unfair practices (e.g., IP theft) after US trade representative investigations. The administration has hinted at or taken additional 301 steps against China and logistics-related conduct.

• Safeguards (Section 201): Temporary protection against import surges injuring domestic industry.

The Federal Circuit’s decision is about IEEPA, not a global repudiation of tariffs. That’s why coverage notes that some sector-specific duties (e.g., metals) were not directly at issue. Any new broad-based levy will need a clearer statutory footing—or action by Congress.

What importers, exporters and states should do right now

Model exposure and preserve claims

Even with the injunction question in flux, companies should audit entries to quantify potential refund exposure and consider protective filings where appropriate. Trade counsel are advising clients to prepare claim packets and monitor remand proceedings in the CIT. States that joined suits will reassess fiscal impacts (sales tax bases, port volumes) of a tariff rollback.

Plan for dual scenarios

• Scenario A (SCOTUS stay + review): Tariffs persist into 2026 pending a final ruling. Firms should maintain pricing strategies, diversify suppliers and

evaluate duty drawback or foreign trade zones.

• Scenario B (No stay; narrower relief, refunds later): Expect phased pass-through to prices, disputes over refund eligibility and fast-moving congressional proposals to replace lost leverage with targeted tools.

Watch Congress

If there’s bipartisan appetite to preserve leverage without over-taxing consumers, we could see a bill targeting specific sectors or practices with careful findings and sunset clauses, rather than a universal tariff mandate. That would align better with the court’s statutory analysis.

The broader stakes: emergency powers, trade policy and the CIT This case is part of a larger recalibration of emergency powers. Since 9/11, and especially after 2020, the executive has relied on emergency statutes to address complex, non-traditional threats—from pandemics to cyber intrusions to fentanyl trafficking. The Federal Circuit’s message is: emergencies aren’t licenses to rewrite tax policy. Congress writes the tariff code. If presidents need new tools for economic coercion short of war, Congress must draft them carefully.

It also reflects the judiciary’s ongoing skepticism toward sweeping executive action without clear textual authorization. Whether or not the Supreme Court takes the case, the signal to future administrations is strong: anchor major economic programs in unambiguous statutes.

Where the politics will likely land year-end

• If the Supreme Court grants a stay: The White House will claim momentum and frame the dispute as a battle over

presidential strength in confronting unfair trade and drug trafficking. Expect a legislative push to codify authority, forcing Democrats to choose between consumer prices and “being tough on China.”

• If the stay is denied: Expect celebratory messaging from the opposition about “ending an unlawful import tax,” with pressure on the administration to pivot to sharper, targeted tools.

• Either way: Both parties will fundraise off the decision. Business lobbies will split—retailers/importers cheering, certain manufacturers warning about jobs. Governors in port states will emphasize throughput and consumer prices; governors in industrial states will stress domestic capacity and resilience.

Bottom line

• The Federal Circuit found the IEEPA-based tariffs unlawful because IEEPA doesn’t clearly authorize the president to impose broad taxes on imports. The opinion preserves the distinction between regulating transactions in an emergency and rewriting the tariff code—a job reserved for Congress. Relief is stayed until October 14, 2025, and the administration can seek Supreme Court review.

• Not all 2025 tariffs are dead. Sector-specific actions grounded in other statutes (e.g., metals) may remain in effect. The court’s ruling doesn’t erase the rest of the trade toolkit.

• Economically, a rollback would lower some prices and help growth at the margin but could reduce tariff revenues, which markets are now puzzling over in the deficit context.

• Politically, this is a fight over who writes tax policy and how tough the U.S. should be in trade—in courts, on Capitol Hill and at the ballot box.

How will you survive and thrive in the age of AI?

Mike Tucker, executive director, Workplace Solutions Association

Despite its legendary status, 133-year-old camera manufacturer Kodak may soon be going out of business. The company’s failure to adapt to the rise of digital technology left it vulnerable as digital cameras and smartphones took over. Its uncertain fate serves as a stark warning that you’re never too big (or too small) to fail.

Businesses and industries of all sizes face a tsunami of chaos and unpredictability in the race to modernize. Tech architecture, applications and innovation are all accelerating at the speed of light. The pressure to consolidate, achieve business goals and do more with less is relentless. A generational tech shift is occurring, using machines to boost efficiency and productivity while simultaneously generating fear, distrust and anxiety. But this is also a once-in-a-lifetime opportunity to radically rethink your business environment and the costs, processes and culture you’ve established.

The challenges of AI modernization

The key challenges associated with AI modernization include the following:

• Data quality and availability: Poor data leads to inaccurate models, hallucinations or biased outcomes.

• Talent and skills shortages: These slow down AI adoption, increase costs and lead to over-reliance on a few key hires or outsourcing.

• AI integration into business processes: Many AI pilots never scale or deliver return on investment due to organizational silos, unclear ownership or misalignment with goals.

• Ethics, transparency and trust: Associated issues include legal risk, public backlash and regulatory scrutiny.

• Cost of computational resources: High costs make advanced AI inaccessible to smaller firms and concerns over energy consumption are growing.

Key questions

Here are some questions you need to answer as you define initiatives worth pursuing:

• Are you prepared to run your business as needed and change your business at the same time?

• Are your AI outcomes aligned with your technology partners/vendors and internal tech teams?

• Is past performance indicative of future results with regard to large-scale change?

• How are you using all the data in your business?

• What could you be doing right now to positively impact your people?

• How can you optimize your product offering?

Independent dealers are survivors—and some have been around nearly as long as Kodak. They’ve survived big box stores, recessions, pandemics, natural disasters and more. I suspect most, but not all, will survive the AI phenomenon. That said, don’t make the mistake of “paralysis by analysis.” Start applying some of the questions above to your company. Find vendors, consultants, peer groups and other resources to keep you informed and moving forward. Leverage training and educational opportunities from the Workplace Solutions Association that are available through your membership. Below are a few links that might help you in the meantime:

• www.forbes.com/sites/brentgleeson/2025/04/28/ how-business-leaders-are-unlocking-ais-full-potential/

• www.synthesia.io/post/ai-tools

• aiagentsdirectory.com/

• www.unite.ai?best-ai-agents-for-business-automation/

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.

To learn how we can help you please email or click the link:

Ryan Oursler at ryan.oursler@cbiz.com

Contact CBIZ

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Supply Side

HSM of America, LLC, based in Downingtown, Pennsylvania, is a subsidiary of Global HSM GmbH, founded by CEO Hermann Schwelling. The parent company is renowned for its German-engineered balers, shredders and packaging equipment which are used for compressing materials, creating packaging dunnage and shredding paper and electronic data media.

In 2000, HSM acquired a US distributor specializing in shredders and established HSM of America. Today, in 2025, the company is celebrating its 25th anniversary in the United States. HSM offers a full range of shredding solutions, including compact home and desk models, large office machines, document disposal stations and digital media shredders, along with high-quality baler presses. HSM offers compact home and desk shredders, large open-plan office machines, complete disposal stations for large quantities of documents and digital data media shredders. It also sells quality baler presses.

The shredder advantage

HSM’s main customers for shredders are state, local and federal government entities, for which security is paramount—which can lead to

lucrative government contracts for independent dealers. According to Marshall Eubanks, vice president of sales and marketing, the benefits of selling HSM products for independent dealers are abundant.

“HSM shredders are known for their high quality, which is especially important when it comes to data security,” he says. “We offer the largest selection of high-security shredders in the United States, which government entities require, especially these days. We offer shredder security levels ranging from one to seven. For commercial entities, schools and most local governments, a P4 to P5 particle size is suitable. However, National Security Agency [NSA] … [Evaluated Products List] devices meet NSA specifications for data destruction and sanitization to protect sensitive information. These accounts require finer P7-level shredding.”

Eubanks believes convincing customers to buy an in-house shredder that fits their needs is a win-win: “Most independent dealers are always looking for new opportunities inside their customer base, and they can be sure that if they are not selling shredders or balers, their customers are buying them from somewhere. And with shredder services,

the cost never ends. Eventually, most companies end up buying shredders because it is better financially and more secure. If a company shreds material on site, the pieces are still there and not necessarily secure. If the shredding is done off site, they can’t be 100 percent sure the sensitive material has actually been shredded.”

Another benefit of HSM shredders is the extensive product choice: “We offer a wide range of sizes, from desk models to industrial shredders capable of shredding something as big as a phonebook. This means dealers can provide solutions for challenges of any size. Our products come in a wide range of styles—from sleek executive shredders to industrial designs used in warehouse environments. We back our equipment with extensive warranties, and their long lifespan helps dealers build lasting customer relationships through ongoing sales of accessories like bags, oil, paper carts and more.”

From shredders to balers

While the emphasis thus far has been on shredders in America, HSM is now beginning to focus on balers—a largely untapped opportunity for many independent dealers.

“We sell a lot of balers through office product and MRO independent dealers,” Eubanks explains. “The balers are great for grocery stores, manufacturing facilities—any business that has a lot of cardboard boxes or plastics such as stretch wrap. These machines can compact this waste to take up to 95 percent less space. We carry a full line of vertical and some horizontal models in stock in the United States, but we can also customize them based on customer needs.”

Balers can provide a secondary source of raw material that can be reincorporated into the recycling system, further offsetting disposal costs, demonstrating environmental accountability and even generating a profit.

Eubanks admits not all dealers have the confidence to sell balers, but HSM offers several solutions based on their comfort levels: “Some dealers get a

request and prefer to pass it along to us, and we pay them a commission. Others want our product support. Our experts don’t talk price; that’s up to the dealer. We ensure the machine meets the customers’ needs. What we don’t want is dealers losing sales because they are worried it will be too difficult or that they need expertise. It’s really not that complicated.”

To Eubanks, the advantages of HSM shredders and balers for dealers looking to expand their sales options are clear: “We’ve been around a long time. Our machines are top quality and priced competitively, and we offer great support. And we’re not just talking about $200 to $5,000 shredders sales—balers are high-value transactions in the $10,000 to $25,000 per unit range.”

CHAMPIONS INCOMING

Nine

trophies. Dozens of contenders. The North American Office Products Awards return for 2025.

Continuing the tradition of celebrating innovation and excellence, the North American Office Products Awards highlight outstanding achievements in the evolving US workplace supplies industry. The awards will once again be presented by OPI at Industry Week ’25 powered by ISG, this year held in Denver, Colorado, from November 3-7. The awards fall into two broad categories: products and individuals. The five product shortlists that follow confirm that innovation, functionality and aesthetics are still key for vendors in the business supplies industry; while the shortlist for Young Executive of the Year suggests that the future of our industry is in safe hands. (For more information on the nominees see the biographies on page 34.)

BEST PRODUCT: CORE BUSINESS PRODUCT

• ACCO Brands: Quartet Flip-Top Glass Dry Erase Desktop Computer Pad

• Bi-silque Visual Communications Products: The Loop Rolled Dry Erase Board

• Durable: Duraframe Infoframe Sign Holders

• Kensington: Elevated Stand for Surface

• Newell Brands: Elmer’s BlooStick Buddies

• Victor Technology: Classroom Cell Phone Locker

BEST PRODUCT: FACILITIES

• Alliant Coffee Solutions: Donut Shop Blend Original Compostable BPI Certified Coffee K-Cups

• Egal Pads: Plant-Based Pads on a Roll

• Energizer: Energizer 3-in-1 Child Shield

• Forever Farms by Baumgartens: Secure Foods

• Omni International Corp: OmniTrust Powder Free Nitrile Examination Glove

• Reckitt Pro Solutions: Lysol Air Sanitizer

BEST PRODUCT: FURNITURE & DESIGN

• ACCO Brands: Quartet InvisaMount Anti-Glare Magnetic Glass Dry Erase Board

• AMAX Inc dba GoodsiQ: PureOptics LED Matter

Certified Smart Under Cabinet Lighting 6-Bar Kit

• Ghent: Groove Sliding Glassboard

• Ghent: Haven Outdoor Glassboard

• Special-T: ZIA Collection

• The HON Company: Ignition 2.0 with Spectrum Mesh

BEST PRODUCT: TECHNOLOGY

• ACCO Brands: Leitz IQ OptiMax Shredder

• Dri Mark Products: Flash Test

• Eaton: Eaton Tripp Lite Series Standby Cloud-Connected UPS

• Fellowes Brands: Fellowes Array Relay

• Kensington: H3000 Bluetooth Over-Ear Headset

• Kensington: SD5000T5 EQ Thunderbolt 5 Triple 4K Docking Station with 140W PD

INNOVATION

OF THE YEAR

• ACCO Brands: Quartet InvisaMount Anti-Glare Magnetic Glass Dry Erase Board

• AMAX Inc dba GoodsiQ: PureOptics LED Matter

Certified Smart Under Cabinet Lighting 6-Bar Kit

• Bi-silque Visual Communications Products: The Loop Rolled Dry Erase Board

• Energizer: Energizer 3-in-1 Child Shield

• Fellowes Brands: Fellowes Array Relay

• Kensington: SD5000T5 EQ Thunderbolt 5 Triple 4K Docking Station with 140W PD

YOUNG EXECUTIVE OF THE YEAR

• Levi Burden: Chief Culture/Technology Officer, United Business Supply

• Tyler Dees: Implementation Consultant, Prima Edge

• Nicole Jones: Director of Finance & Operations, Scott Rice Office Interiors

• Matt Jordan: Director of Technology Sales, Herald

• Rebekah Tiberend: Brand Manager, Porters OP

• Mark Whitfield: Chief Revenue Officer, Product Movement

The final two individual awards—Professional of the Year and Industry Achievement will be presented during Industry Week; there is no shortlist.

Finally, INDEPENDENT DEALER readers can get involved in the popular People’s Choice award. Find out how on page 35

For more details about the North American Office Products Awards, please visit www.opi.net/naopa2025

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FIND OUT MORE ABOUT THE NAOPA YOUNG EXECUTIVE OF THE YEAR SHORTLIST

LEVI BURDEN, UNITED BUSINESS SUPPLY

Levi Burden is the chief culture/ technology officer at United Business Supply (UBS). He is responsible for running internal software systems and ensuring UBS isn’t just operating at peak performance, but taking care of its people too.

Burden’s mental agility in both roles is unmatched, making him a vital and dedicated force behind the company’s continued success.

NICOLE JONES, SCOTT RICE OFFICE INTERIORS

Involved in nearly every aspect of the business—from accounting and purchasing to customer service—Nicole Jones fulfills her role as director of finance and operations at Scott Rice Office Interiors with commitment and verve. Respected for her intelligence and precision, Jones leads by example and consistently inspires those around her to aim for and reach new heights.

REBEKAH TIBEREND, PORTERS OP

Since joining Porters OP in 2022, Rebekah Tiberend has served as brand manager and has been instrumental in strengthening the company’s brand and media presence. She has been deeply involved in community initiatives, from expanding local recognition programs to spearheading charitable drives. Tiberend is a modern, community-minded leader in the ascendancy.

TYLER DEES, PRIMA EDGE

Tyler Dees’ journey has been one of resilience, determination and drive. After overcoming a life-threatening road accident, he joined Prima Edge in 2021 as a customer care trainee.

Demonstrating a strong work ethic, he soon progressed to Prima’s Onboarding team, where he has become a valued contributor. Passionate about technology and eager to progress, he brings energy and insight to everything he does.

MATT JORDAN, HERALD

Matt Jordan began his career at Herald with limited experience in technology but soon proved himself to be a fast learner. Now director of technology sales, he is hailed for his expertise, integrity and collaborative leadership style. A former member of ISG’s technology committee, Jordan is committed to sharing knowledge and supporting his peers—just as others once supported him.

MARK WHITFIELD, PRODUCT MOVEMENT

As chief revenue officer, Mark Whitfield has been an important engine of development for Product Movement, a third-party seller on Amazon marketplace.

Starting out as a procurement specialist in 2019, he quickly ascended through the ranks. His ability to build culture, mentor teams and anticipate market shifts distinguishes him as a standout executive.

PEOPLE’S CHOICE AWARD

Pick your top three favorite products from the following 24 shortlisted entries—just visit www.opi.net/peopleschoice2025

ACCO BRANDS: LEITZ IQ OPTIMAX SHREDDER

Smart shredding meets everyday practicality, with bin rotation technology increasing capacity by 33 percent and cutting down mess.

Ultra-quiet and easy to use, this compact machine shreds up to 10 sheets of paper—including staples and paperclips—in just 10 seconds.

A dynamic LED display, anti-jam technology and a large bin support flawless performance for two continuous hours. With mobility features, this shredder delivers efficiency for busy workspaces.

ACCO BRANDS: QUARTET INVISAMOUNT ANTI-GLARE MAGNETIC GLASS DRY ERASE BOARD

Designed to blend seamlessly into modern workspaces, Quartet’s dry erase board features a frameless look with a satin finish. The innovative anti-glare glass surface reduces reflections by up to 70 percent, ensuring text stays visible even in bright light.

Durable, stain-resistant and magnetic, it’s built for everyday collaboration, combining clarity, style and lasting performance in one elegant solution.

DURAFRAME DURAFRAME

ACCO BRANDS: QUARTET FLIP-TOP GLASS DRY ERASE

DESKTOP COMPUTER PAD

A multi-functional workspace solution that enhances productivity and organization.

The Quartet Flip-Top Glass Dry Erase Desktop Computer

Pad includes a stain-resistant glass writing surface with four interchangeable templates to suit different planning styles.

Internal storage keeps supplies out of sight, along with an integrated back tray which holds digital devices and a dedicated cable slot. Designed for both office and remote work settings, this all-in-one pad reduces clutter, streamlines workflows and elevates the look of any desk.

ALLIANT COFFEE SOLUTIONS: DONUT SHOP BLEND ORIGINAL COMPOSTABLE BPI CERTIFIED COFFEE K-CUPS

Alliant’s K-Cups offer a practical, planet-friendly solution to single-serve coffee. Fully compostable in industrial facilities, they help reduce landfill waste while maintaining convenience and quality. K-Cups not only meet rising demand for sustainable options, but also help customers align with their own environmental goals.

Alliant’s commitment to eco-conscious innovation makes K-Cups a timely and impactful innovation in the fast-moving workplace refreshments category.

AMAX INC DBA GOODSIQ: PUREOPTICS LED MATTER

CERTIFIED SMART UNDER CABINET LIGHTING 6-BAR KIT

A Matter-certified light bar system, this kit from AMAX is built for active professionals. Set-up is effortless: simply scan the Matter QR code. The patented PUSH WIRE system and integrated WAGO connectors allow for quick, customized installation, saving time and reducing costs.

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THE LOGICAL CHOICE FOR INDEPENDENT DEALERS

The idea for Atlanta, Georgia-based Logicblock took shape in 2003, when founder and CEO Alexander Nicolaides and his cousin, chief technology officer Joe Tapia, joined forces to create customized websites and applications for various businesses. As word spread, more e-commerce projects came the duo’s way.

The business continued to grow and in 2007, it incorporated and began operating under the Logicblock name. That was the same year the company’s first office products customer e-commerce site went live. In 2010,

Logicblock attended its first S.P. Richards ABC tradeshow in Miami, Florida; and by 2011, the company’s primary focus had shifted to the office products channel.

“At the time, there were plenty of generic solutions on the market, but none truly met our office product customers’ needs,” says Nicolaides. “We kept hearing the same story: independent dealers were being forced to choose between flexibility, speed or true B2B capability. We created Logicblock so they would not have to make that choice.”

From the beginning, Logicblock’s goal was to deliver complete flexibility and customization. The result was a highly adaptable software-as-a-service (SaaS) platform with enterprise-level features, combined with services that help dealers launch sites quickly, scale with confidence and maintain complete control of their brand.

“Our platform gives dealers the freedom to shape their online presence to their brand while providing deep supplier integrations and streamlined back-office workflows,” Nicolaides explains. “This

combination empowers smaller teams to operate like big players, stay in control of their customer relationships and grow with confidence.”

Logicblock capabilities

On the customer-facing side, Logicblock provides dealers with a storefront that reflects their unique brand, using their own domain name. The site is equipped with a powerful search function, rich product content and fast performance, allowing buyers to quickly and easily find what they need and check out without friction.

Dealers can customize the site’s design, catalog rules, pricing logic and workflows to match the way their purchasers buy. If a customer requires special assortments, contract pricing or unique approval steps, the site can reflect that. Updating design elements across the site is simple and flexible. For those who want a particular look and feel, the Logicblock team will help shape it, ensuring the site remains fast and secure.

Logicblock enables dealers to manage extensive catalogs simply and reliably, set contract pricing and make products easy to find with attributes and guided navigation.

They can create landing pages and run promotions without relying on a developer for every update. They can publish content that tells their story while supporting quotes and renewals.

“Any Logicblock site can be fully tailored,” Nicolaides confirms. “The goal is for the site to reflect your brand and support the way you sell, not force you into a rigid mold. Behind the scenes, the platform provides

a comprehensive administration back end, where catalogs and pricing are kept up to date, contracts are managed with precision and orders are processed electronically to suppliers, complete with acknowledgments, shipment tracking and invoices.”

On the operations side, orders flow electronically to suppliers, drop shipping is managed seamlessly and shipments are tracked across vendors. Dealers can also connect with their accounting or enterprise resource planning (ERP) systems, ensuring that acknowledgments, invoices and shipment details are not retyped manually.

“In plain language, you can price according to your contracts, push orders out without extra steps and keep your books accurate, allowing your team to spend more time serving customers and less time fixing errors,” says Nicolaides. “And because Logicblock is delivered as SaaS, new capabilities and performance improvements arrive on a regular cadence without creating maintenance headaches for your team.”

Logicblock founder and CEO Alexander Nicolaides

Advertorial

DEALER BENEFITS

Speed to value

With Logicblock, dealers can launch quickly, see meaningful improvements within weeks and scale without hitting artificial ceilings.

Depth where it matters

This includes strong supplier connectivity, accurate and enriched product content and procurement features that make it easier to win larger accounts.

True partnership

Dealers are not just handed a login and told to “Go at it.” They get a team that onboards, trains and stays engaged long after going live. By the time their site is live, their teams have been trained by Logicblock’s deployment specialists. They know how to navigate the back end and place orders, and exactly where to turn for help. No one who starts with Logicblock is left to figure it out alone.

Continuous innovation and customization

When you need something unique, Logicblock’s services team can extend the platform, providing the best of both

worlds: the stability and pace of a modern SaaS product combined with the flexibility to adapt to your market.

Independence

Many dealers choose Logicblock because they want enterprise-level capabilities without losing their own identity. Logicblock’s role is to help them compete on convenience and capability while staying true to their brand and relationships. When that happens, dealers experience a faster time to revenue, fewer operational roadblocks and greater confidence as they pursue larger opportunities.

System integration

Integrations with Logicblock and dealers’ existing systems are designed to be easy and straightforward. Logicblock also supports punchout, so buyers can fill carts and send them straight into their procurement system for approval and a purchase order to keep the deal on track.

Meaningful support

Logicblock has a team of people dedicated to supporting its customers. It aims to respond to tickets within an hour or less, providing answers that are not only timely but also meaningful and helpful. For more complex cases, higher-level experts are brought in to deliver solutions that go deeper than quick fixes, addressing the real problem.

Pricing

Logicblock’s pricing is transparent, with no long-term contracts and no seat-based charges. The model is month to month, so dealers are never locked in and never nickel and dimed as they grow. It offers customization without chaos, with regular SaaS improvements and

expert services available only when you need them.

The bottom line

Why is Logicblock the best platform for independent dealers? Its software is best in class and delivers far more than most options on the market, including:

• use of your own domain;

• an SEO-friendly website;

• a customizable design and functionality;

• white-glove onboarding with real data;

• no locked-in contracts;

• overwhelmingly positive customer service; and

• transparent pricing.

“Logicblock combines what buyers expect with what independents value,” says Nicolaides. “Dealers maintain control of their brand and customer relationships, while gaining supplier depth, procurement readiness, ERP connectivity and a storefront that is easy to manage on a day-to-day basis. We also keep the business side straightforward. No rigid multi-year contracts. No hidden fees. You always know exactly what you are paying for and what you are getting.

“Most importantly, you get an accountable team. We do not force dealers to adapt to the software. We shape the software to fit the way dealers sell to their customers. When that mindset is paired with the right capabilities, independents can compete with confidence and convenience—all while preserving the independence that makes them unique. “The human element is at the heart of everything we do at Logicblock. Our customers are not just accounts; they are real people with real businesses and real employees who rely on our services. That responsibility is part of our very fiber.”

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by Lisa Veeck

Once upon a time, there was an independent dealer with three daughters and a son. One day, the dealer and his wife decided it was time to retire. Having grown up in the business, the four siblings happily assumed the leadership and within weeks, the dealer and his wife were on a month-long cruise without a care in the world, leaving behind a thriving company. The end.

Sometimes, these fairytale endings become a reality. For many dealers, however, retirement and succession planning can be anything but smooth or pleasant. Take the scenario above: what if none of the siblings wants to go into the family business? What if they all want to be top dog and earn the largest paycheck? What if they all harmoniously enter the company in various roles but find they rarely agree on the best course of action or that they can’t work together? These differences can divide even the most close-knit families, opening wounds that never heal. And let’s not forget the dealers who have no children to inherit the legacy, who must decide whether

to keep it going through employee investors, an acquisition or, if there are no takers, a sale to a big box or the closure of the business.

With this in mind, let’s consider the benefits and challenges of some of these options.

From first to fourth Wist Business Supplies, Tempe, Arizona, is a third and fourth-generation independent dealer. The company was founded in 1955 by Martin Wist. His son, David, joined the company in the 1960s, taking over after his father’s death in 1970. David’s wife, Ileene, came on board in 1982. Her husband retired in 2000, handing the reins over to Ileene and their son, Ian—the current owner and president, who has worked in the company since 1987. This partnership continued until Ileene’s death in 2008. Ian’s son, Trevor, joined the firm part-time during college in 2016 and is now on staff full time.

According to Ian, the involvement of four generations of Wists has ensured continuity over the decades. “Mom loved the industry and was the leader

of the organization until her death,” he explains. “Me, our CFO, operations and sales manager share her ideas. So, when she passed, it was a natural transition because we’d already been doing a lot of the heavy lifting. Her voice isn’t here anymore, but we know what she would have said. She made sure business wasn’t disrupted.”

But passing down a business through multiple generations is not without its challenges. “One of the biggest is understanding that everything doesn’t go in a straight line,” says Ian. “There are ups and downs, and it’s vital for each generation to keep its expectations in check. The company will experience good times and bad; it’s all part of the bargain. You can’t just walk in as family and assume everything will be fine. Running the business takes a lot of hard work and requires finding the right people who want to go on the journey with you— people who feel like it’s their family business, too.”

Ian flags staying current as another potential pitfall: “My father’s business was not the same as mine, and my

Cover Story

son’s business will not be the same as mine has been. During my career, we moved from just office products to furniture and jan/san. The future may revolve around different things. Trevor will have to think about what needs to be done to grow the business. You can’t simply maintain the status quo; you must adapt to the market and reinvent the business periodically. And it’s perfect timing for us because, by the time my son takes over, we will be fully established in furniture and janitorial, and he can establish the company in new categories.”

Ian’s sage advice for those keen to build multi-generational business centers on smart recruitment and retention: “Find the right people who want to go on the journey with you and don’t micromanage—trust that they are good or they’d be gone. It’s their family business, too.”

The next generation H.B. Macey worked for Perry in

Temple, Texas, for 14 years before he and his wife, Lynnsay, bought the company from Macey’s parents, Harry and Debbie, in 2022. H.B.’s intimate familiarity with the business has proved invaluable over the years: “I grew up in the industry, which gave me a clear understanding of what it takes to make it work. Plus, Dad laid the groundwork by hiring the right people for key positions.”

Another benefit of having a family member waiting in the wings is the ability to start the ball rolling early and avoid any unwelcome surprises for company employees. “We began talking about buying my parents out around the end of 2020,” H.B. recalls. “Mid-2021, we let our key managers know; and at the end of 2021, we informed all our employees. We have a lot of long-term employees: our COO has been here for 18 years, our CIO for 23 and our furniture manager for 16 to 17. We took time to make sure they were comfortable with the transition and

none of our management or employees left.”

And Perry’s customers have stayed the course too: “Perry turned 105 this year and the Macey name has been associated with it since the 1990s. We didn’t make a big deal of it to customers when my wife and I bought it; and having been working with the company so long, I knew what to do, so business continued running smoothly through the transition.”

The lessons H.B. learned from his father also proved an advantage: “Dad had rules and I always knew who was boss. We never raised our voices. We would discuss things; but if he said, ‘Do A,’ I didn’t do B—I did A. I knew who had the final decision.”

That said, on joining a family business, the next generation can quickly find themselves under the microscope. “Even before I came on board, Dad warned me I would have to work harder because, being the owner’s son, I would be under more

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scrutiny,” explains H.B. “Filling Dad’s shoes was also a challenge. My wife took over the HR duties and I was in operations, but we didn’t hire anyone to take over Mom and Dad’s duties. We’ve always run lean and my wife and I didn’t want to incur more costs, as we were still paying off the debt from buying out my parents. Ten months after taking over, we acquired another company. I had to balance my job with my parents’ responsibilities. At that time, I was managing sales, so I was in the field two to three days a week. It wasn’t easy.”

While Macey is still too young to consider his own succession plan, his leadership of Perry has given him some key insights for owners looking to retire: “If you have family that might be interested, start the conversation early. If they aren’t interested or you don’t have family, try to identify someone who is aggressive and in the same town. Reach out to groups like

ISG and Afflink. Talk to manufacturers and their reps. Let them know you are looking to sell.”

It’s a similar story for dealers keen to acquire a business from someone looking to sell, he suggests: “Get the word out. Let people know. If you hear of an independent dealer wondering, ‘What next?’, start the conversation. Meet with the owners and let them know that if they are not ready now, to contact you first when they are. Most independent dealers hate the idea of selling to Staples or Office Depot and prefer to sell to an independent dealer with good customer service and the same mindset.”

Employee benefits

Eakes Office Solutions, located in Grand Island, Nebraska, has established a perpetual succession plan by making the company employee owned. The idea was conceived by second generation owners Ron and

Dan Eakes in the 1990s. They had five children between them and had seen families torn apart by arguments over things like titles and who is paid what. Neither did they want to sell to the big players. So, they devised a plan to divest a portion of the company to six top managers while retaining a controlling share. Today, there are 38 key managers, including eight voting shareholders, while approximately 25 percent of Eakes’ 300 employees are nonvoting shareholders.

CFO and COO Paul McKinney outlines the benefits of the plan: “It’s self-sustaining. People retire and want to cash out and there’s a list of preapproved buyers, so there’s always a market for the stock. The ability to buy stock and the amount purchased are based on employee performance and position. There are limits on the amount of stock that can be bought, and the stock must be sold when the employee retires or is no longer active. »

“Most employees don’t have the money sitting around to buy the stock, so they take out a loan, which is paid back through their share of the company’s earnings. Once the loan is paid off, the stock continues to pay dividends and share values increase. Employees love it as a nice addition to their pay and benefits—especially as most companies don’t offer employees a chance to have a piece of the action.”

The move has been a win-win. “It’s an excellent financial investment because we are a profitable company and the employees appreciate being able to invest,” McKinney explains. “It’s a huge advantage for Eakes because, as group owners, the employees are invested and more interested in seeing the company succeed. They look out for the bottom line instead of having a ‘not my money’ mentality.”

According to McKinney, the success of such arrangements hinges on the plan itself: “This plan took years to perfect. We had to put together a board of directors and an executive board, and there can be a lot of paperwork.”

For dealers considering the employee shareholder succession route, McKinney advises: “Engage an excellent attorney and accountant. Go slow but start early, because it doesn’t happen overnight. Starting 10 years ahead of when you want to retire isn’t out of the question.”

Acquisition as an off-ramp

At the other end of the spectrum, IQ Total Source, Phoenix, Arizona, helps dealers who are looking for an exit route.

“We’ve completed five acquisitions recently, three of which involved businesses that were either retiring or preparing to close,” says chief culture officer Ryan Puccinelli. “These companies ranged from $2 million to $8 million in annual sales, and each presented a unique opportunity to expand our footprint and capabilities.”

Puccinelli emphasizes the importance

of a thoughtful, low-profile approach to integration. “We prefer a soft transition. For the first 90 days, the acquired company continues operating under its existing name, with a “powered by IQ Total Source” tagline. During that time, we update the website and have our sales team proactively reassure customers that their pricing and service will remain consistent. We also retain most of the existing staff to maintain continuity. We’ve found that when we don’t make a big deal out of the change, customers don’t either.”

He points to strategic advantages that acquisitions offer over organic growth. “Expanding through acquisition allows us to reach new markets and customer segments much faster,” he adds. “For example, while all office product dealers sell similar core items, our business is 50 percent janitorial. If we acquire a company that’s 50 percent furniture, we can cross-sell janitorial products to their customers and furniture to ours. That kind of synergy is hard to replicate organically.”

However, Puccinelli is candid about the challenges: “People and culture integration is always a priority—and a potential hurdle. Inventory is another issue. Some dealers we acquire have slowed down operations as they prepare

to exit, which means their product offerings may be outdated or incomplete. We focus on customers with annual spend upwards of $25,000, so we work quickly to bring the acquisition up to speed. So far, every company we’ve brought on has seen double-digit growth within the first 18 months.”

System integration is also a critical piece of the puzzle. “It has to happen fast. Running two systems from one warehouse creates immediate operational and accounting challenges. These issues are invisible to customers, but internally, it’s like the old saying: ducks look calm on the surface, but underneath, they’re paddling like crazy.”

Puccinelli offers advice for others considering acquisitions: “Don’t announce anything until the contract is signed—deals can fall through at the last minute. Work closely with your executive team to ensure your messaging is clear, and have a solid plan for integrating people, products, and systems. And if you’re a dealer thinking about selling, I’m always open to a conversation and happy to share what we’ve learned.”

For more on succession planning, see the columns by specialist industry consultants Christy Maxfield and Dr Donna Marino on the following pages.

Christy Maxfield

Christy Maxfield, owner of Purpose First Advisors, works with business owners to improve profitability and increase valuation. She can be reached at cmaxfield@ purposefirstadvisors. com

SECURING YOUR LEGACY: BUSINESS-READINESS ESSENTIALS FOR INDEPENDENT DEALERS PLANNING THEIR EXIT

I know what you’re thinking: it’s “too soon” to think about succession and exit planning.

You’re not alone—this is what most business owners think, whether they are five years or three decades into their business journey. That means you’re on track to do what most of your peers do and put off thinking about these things until you are really ready to be done and want to leave or sell your business tomorrow; or you’re forced to sell or transition out of the business due to illness or other circumstances. You are setting yourself up to be one of the 80 percent of businesses that go to market and never sell or one of the 30 percent of family-owned businesses to survive to the second generation.

It doesn’t have to be that way. With advanced

planning and intentional strategies, you can exponentially increase your chances of exiting on your own terms rather than someone else’s.

As an independent dealership, your valuation will factor in the industry’s tight margins as well as long-term customer relationships, local market knowledge, niche product lines, knowledgeable staff, geographic dominance, operational efficiency and financial performance. To ensure your legacy endures and your personal transition goes smoothly, here are five strategic readiness areas to pay attention to now.

Consolidate financial foundations

If you’ve already got this, great! If you’ve been putting this off, now’s the time to

invest in ensuring your financials are accurate, organized and professional. That means clean, up-to-date profit and loss statements, balance sheets, cash-flow analysis and financial projections. It may also mean the advisor you’ve been working with may not be the advisor you need to position your business for a successful exit. Buyers— whether family, employees or external investors—will demand transparency. Disorganized books can instantly reduce credibility and value.

Clarify and strengthen operational knowhow Who does what and how they do it should be crystal clear. Document everything, including:

• key product lines, pricing strategies, supplier

contracts and terms;

• marketing strategies and tactics and your sales process;

• standard operating procedures (SOPs), from timesheets to inventory and order fulfillment;

• technology systems, software and vendor relationships; and

• critical customer relationships, especially those that are personal. Getting this information organized, automated and integrated into training for new and established employees ensures your business can operate smoothly without constant owner involvement. While long-tenured employees may struggle to adopt new SOPs or integrate automation into their workflow, it’s important to make this non-negotiable.

The more transferable your business knowledge, the stronger your company will appear to a successor.

Cultivate your human capital

Your people are more than employees; they’re the living embodiment of your company culture and key to business continuity. Identify employees with deep client relationships or essential operational roles and begin training successors or interim leaders now. Hire and promote those with potential while providing the training, coaching and mentorship needed to help your high achievers acquire the leadership skills they need to take on new responsibilities. A business that depends too heavily on one person, including you, is fragile. Building resilience into your team strengthens your ability to grow your business despite challenges and uncertainty; frees you to step back from the

day-to-day in advance of selling or transferring the business; and reassures prospective buyers that the business can continue to operate successfully during and following a change in ownership.

Differentiate and communicate

A strong brand and well-designed marketing strategy communicate what differentiates you from competitors and help you build a reputation that proceeds you in the market and the deal room. If you’re the best-kept secret in town, now is the time to spotlight your niche products or specialized knowledge; leverage your exceptional customer service or bespoke client relationships; and promote things that set you apart, such as your local footprint, responsiveness or logistical flexibility.

In a sea of big-box and online retailers, communicating your USPs

and clearly explaining the value you deliver will give buyers confidence that your business is positioned for continued success.

Know what a good exit looks like for you

This is a deeply personal decision that few owners think through before a deal is in play. A “good exit” is not just about the financial return; it’s about aligning the outcome with your goals, values and vision for the future. For some, that means keeping the business in family hands. For others, it means rewarding loyal employees through an internal sale. For others still, it means maximizing value in a third-party deal.

Knowing what a good exit looks like to you will determine how you prepare your financials, which employees you elevate into leadership roles and which advisors you hire. It will also help you decide whether you want a phased

transition, where you step back gradually, or a complete exit, where you hand over the reins entirely. Without clarity on this point, owners often find themselves second-guessing every decision, which creates stress for them and uncertainty for the business. With clarity, you can plan with purpose and move forward with confidence.

Finish strong

Succession and exit planning are not about endings; they are about ensuring continuity for your business, your people, your community and your legacy. The truth is: the best time to start preparing was yesterday. The second-best time is today.

By acting now, you can distinguish yourself from your peers, who will miss opportunities that your exit-readiness will ensure don’t pass you by. Perhaps more importantly, you will gain the peace of mind that comes from knowing your financial house is in order, your operations can thrive without you, your people are prepared to carry the torch and your unique value is clearly understood by the market.

Your legacy won’t secure itself. It’s built, day by day, through the choices you make now. The question is: will you be among the few who exit with clarity, confidence and control; or will you leave it up to chance?

Donna Marino

Dr. Donna Marino is a psychologist and family business consultant who helps families avoid the pitfalls of failed succession, mediocre leadership and conflict, so that you can leave a legacy for generations to come. By applying her background in psychology, she quickly understands why your family interacts the way it does and how that impacts your business.

Backed by research, Dr. Marino untangles the knots that can destroy your business and your family. She can be contacted at donna@ drdonnamarino.com

The overlooked step in succession planning: are you emotionally ready to sell?

When family business owners consider succession, the focus usually falls on valuation, legal structures or market timing. But the most important question is often overlooked: “Am I emotionally prepared to sell my business?”

Imagine the following scenario: you are the second-generation owner of a company. You’ve watched your dad toil away at this business for years to provide you and your family the

lifestyle you experience now. You’ve watched near misses and are proud of the legacy you have helped build. You’ve carried the torch. Now, you feel like you’re ready to move on to other things and your children want the business. You agree to sell to them. You are feeling good. The kids are excited—they’ve been working in the company a long time and are ready to make their mark. But as you begin reviewing business plans, legal agreements

and bank financing, your heart drops to your stomach. You’re sweating and the thought “What if they fail?” creeps into your mind. The next thing you know, you’re pulling out of the deal. Your kids are hurt and angry, and your wife is mad too. The family is disrupted. This is not make-believe. This is a true story, and it happens time and time again. Most owners believe they’re making decisions logically. But in reality, emotions drive our choices

and logic is deployed later to justify them. I’ve seen this firsthand and M&A professionals confirm it: the number one reason deals fall through isn’t financing— it’s the owner’s hesitation. After months of planning, they get cold feet and back out because they weren’t emotionally ready to let go. That’s why emotional readiness should be the very first step of your due diligence. Without it, you may unintentionally sabotage your own results.

The “three Ws” of emotional readiness

To help owners assess their readiness, I developed a framework I call the “Three Ws.”

WHY?

What is your “Why” for selling?

We often define our “Why” when starting a business, but rarely when exiting. Are you selling because you’re truly ready—or because of outside pressure from partners, family members or market trends? For many owners, building the business is a passion, not just a job. If your “Why” for

selling isn’t stronger than your “Why” for staying, you’ll hesitate or walk away when emotions rise.

WHO?

Who are you without your business?

For founders, a business is more than an enterprise; it’s part of their identity. Letting go can feel like giving up a piece of yourself. Unless you’ve done the work to define who you are beyond your role as an owner, you may struggle to follow through—or risk losing your sense of self once the deal is complete. Understanding yourself apart from your

business is essential to a healthy transition.

WHAT?

What’s your plan?

Humans thrive on purpose. Research shows one in three retirees experience depression, often because they lack a meaningful plan beyond work. Selling doesn’t have to mean retiring; but it does require a vision that excites you—whether that’s mentoring, philanthropy, community involvement or even launching something new. Without a plan, even a successful sale can leave you adrift.

Donna Marino

Start early, start honestly If you can’t confidently answer the questions of “Why,” “Who” and “What,” you may not be ready to sell. Emotional readiness is just as critical as financial preparation. It safeguards not only your wealth and legacy but also your wellbeing and family relationships.

Before you step into the technical aspects of succession planning, take an honest look inward. Selling a business is more than a transaction; it’s a life transition. And the first step is making sure you’re truly prepared to let go.

Succession planning: can AI be your moderator?

Succession planning is one of the most important issues facing office products dealers, yet it is often one of the most uncomfortable to address. Dealers spend years building their businesses, investing in employees and serving loyal customers; but when it comes to planning for what happens next, many wait too long or avoid the

topic altogether. The truth is, whether you are ready or not, succession will happen. The question is whether it happens on your terms or under circumstances you cannot control.

The role of a moderator

Before we dive into the technology, it is important to define what a moderator does in the succession

planning process. A good moderator:

• keeps discussions structured and on track;

• offers an impartial perspective;

• ensures all voices are heard, from owners to family members to key employees;

• surfaces sensitive issues instead of sweeping them under the rug; and

• helps identify gaps or inconsistencies in the plan. In short, a moderator creates the conditions for constructive conversation and decision making. They are part traffic cop, part referee, part coach. Without one, succession planning can stall, become dominated by the loudest voices or end

in disagreements that leave critical issues unresolved. And let’s be honest: nobody wants Uncle Bill hijacking the meeting with another half-hour story about “how things used to be back in the Eighties.” With the right AI tools setting structure and time limits, you can politely keep Uncle Bill on track without bruising family feelings.

Where AI can help

Using AI as a moderator may sound a little scary or outlandish, but it already has practical applications worth considering. Having worked with companies that have faced transitions and acquisitions, I’ve seen first-hand how easy it is for

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. He can be contacted at west@gowest.ai

these discussions to go off the rails without structure. This is exactly where AI can step in to help keep things on track and ensure the details do not get lost in the shuffle.

Here are three ways in which AI can add real value:

• Creating a framework AI is excellent at generating frameworks and checklists if you feed it some best practices in succession planning— though in truth, it doesn’t even need constant feeding. It already draws on vast training data, with thousands of examples of succession planning done well and poorly, along with established

frameworks and lessons learned—all of which can be put to work for you. In minutes, you can produce an outline of the critical areas you need to address: ownership transfer, tax implications, leadership succession, customer communications and contingency planning. This will ensure nothing slips through the cracks. For example, a general-purpose AI chat assistant like ChatGPT can generate a step-by-step framework in seconds. At GoWest, we use ChatGPT to create frameworks for meetings, project plans and more. AI really shines at this.

• Preparing stakeholders AI can help prepare participants before the planning sessions begin. Tools like ChatGPT, Gemini and Microsoft Copilot can draft agendas, anticipate questions and even roleplay scenarios, so owners can rehearse difficult conversations. The key is giving the AI clear instructions, such as “You are an expert mediator and guide for succession planning,” and then conversing with it to shape the output. Think of it as a dry run that helps everyone feel more prepared and less reactive.

• Documenting and following up One of the biggest challenges in succession planning is capturing

West McDonald

what was discussed and ensuring decisions turn into actions. At GoWest, we use AI-powered note takers as part of what we call the “Holy Trifecta of AI” (tools we lean on to help run our business and serve our clients). Platforms like TimeOS, Fireflies. ai, Otter and Fathom can summarize discussions, highlight unresolved issues and generate to-do lists. This reduces the risk of “We talked about it but never acted.”

Security and data privacy

Always ensure the platform you choose keeps data private and compliant. At GoWest, this is one of the first things we help our clients with, so they can use AI more freely and safely. Think about security and data privacy as a whole: turn off training data where possible; use “private chat” modes in tools like ChatGPT; or select paid tiers such as ChatGPT Team or Enterprise that guarantee your data is never used for training. And always look for compliance standards like SOC 2 to protect sensitive information.

Where AI falls short

As promising as this sounds, AI has clear limits when it comes to being a true moderator. Succession planning involves emotions, family dynamics and fragile trust. These are areas where human intuition and empathy matter more than algorithms.

AI cannot read the room in the same way a human can. It cannot pick up on the subtle friction between a founder and a next-generation leader. It cannot sense when to pause the conversation because emotions are too heated. And it certainly cannot deliver the well-timed dad joke that breaks the tension (believe me, I’ve tried).

In other words, AI may be able to provide the scaffolding for a productive session, but it cannot replace the human element of guiding people through complex, personal decisions. Human-in-the-loop is essential, no matter what tool you are using—real judgment, empathy and accountability can never be automated away.

A balanced approach

So, should you trust AI with something as important as succession planning? The answer is: not entirely. But should you use AI to support the process? Absolutely.

The smartest path forward is to blend AI and human moderation rather than choosing one over the other. Here is what that might look like in practice:

• Use AI to draft a framework: Start by asking an AI tool to generate a detailed checklist of succession planning considerations. Review it with your moderator or advisor to adapt it to your unique situation.

West McDonald

• Use AI to prepare participants: Have it draft agendas, talking points and questions. Share these with stakeholders ahead of time so they come into the room prepared.

• Use AI to capture outcomes: During or after each session, use AI note takers to summarize notes, track decisions and flag outstanding issues. This helps maintain momentum and ensures follow-through.

By blending AI with human moderation, you get the best of both worlds: structure and thoroughness from the machine, plus empathy and adaptability from the human.

Why dealers should pay attention

Office product dealers face unique challenges in succession planning. Many are family-owned businesses where personal relationships overlap with business decisions. Some have next-generation leaders eager to take over, while others struggle to identify successors at all. In either case, the risks of not planning are significant. Without a clear succession plan, dealers risk losing customer confidence, employee loyalty and even business value. Competitors are quick to take advantage of uncertainty. Banks and suppliers may be less willing to extend credit. Employees may start looking elsewhere if they sense instability.

Using AI as part of your process can help you move faster, stay organized and reduce the overwhelm that often leads dealers to procrastinate. It cannot solve every problem, but it can ensure you do not stall simply because you do not know where to start.

Practical first steps

If you are intrigued but unsure how to begin, here are some practical first steps:

• Start small: Use a chat assistant like ChatGPT to generate a simple checklist of succession planning items. Share it with your partners or advisors and use it as a starting point.

• Experiment with documentation: Try an AI note taker like TimeOS or Fireflies in your next meeting. Compare what it captures to what you normally take down.

• Look for gaps: Upload

your current plan into an AI tool and ask it to identify missing pieces. You may be surprised at what it catches.

• Engage a human moderator: Do not skip this step. AI can support but not replace the trusted perspective of a human moderator.

The bottom line

Succession planning is too important to leave to chance. As a dealer, you owe it to yourself, your family, your employees and your customers to create a thoughtful plan. While AI is not ready to take over as the sole moderator of these discussions, it can be a powerful tool to create frameworks, prepare participants and document outcomes.

The smartest path forward is to blend AI and human moderation rather than choosing one over the other. AI brings structure

and memory. Humans bring empathy and judgment. Together, they can make the succession planning process smoother, faster and more effective.

The dealers who embrace this balanced approach— and I’ve seen this firsthand in my work with GoWest clients—will not only be applying smart strategy but also showing employees and customers that they are serious about the future. They will be better prepared for what comes next and will send a strong message: “We are here for the long term, and we are planning for tomorrow, today.”

And hey, if nothing else, you will have an assistant in the room who never interrupts, never plays favorites and won’t argue with you over who gets the corner office. Jokes aside, GoWest is here to help on the AI side, so don’t hesitate to reach out to discuss further.

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THE EVOLUTION OF SEARCH:

WHY YOUR BRAND NEEDS BOTH SEO AND GEO

For better or worse, AI is popping up everywhere these days and its reach and influence continue to grow. The digital marketing landscape is experiencing a seismic shift thanks to a new player on the scene: generative engine optimization (GEO), the next evolution in search strategy. While search engine optimization (SEO) has been the cornerstone of online visibility for decades, the emergence of AI-powered search engines and generative AI tools has created new opportunities and challenges that require a fresh approach to content optimization. Enter GEO. By understanding the unique strengths and applications of GEO and SEO

and harnessing the power of both, marketers can build robust strategies that:

• address the full spectrum of user search behaviors;

• maximize visibility across all search environments; and

• build a sustainable, long-term digital presence that adapts to changing consumer behaviors and technological advances.

Here we take a look at both forms of optimization, how they work and how to make them work for you.

SEO: the foundation of digital visibility

SEO is still the bedrock of digital marketing, with businesses investing billions annually in SEO strategies

that drive organic traffic and sustainable growth. Focused on improving website visibility in the results of traditional search engines, it uses a comprehensive approach to optimize content, technical website elements and off-page factors. This encompasses:

• on-page optimization (e.g., content quality, keywords, metatags);

• technical SEO (e.g., site speed, crawlability, mobile responsiveness); and

• off-page factors (e.g., backlinks, domain authority, social signals).

The result? Higher rankings for relevant keywords when users conduct searches. And higher rankings translate into more visibility for your brand.

GEO: the new frontier

Have you noticed when you type in a search term, the top of your result page now shows an AI summary? That’s what you’re aiming for with GEO: to get your content featured in AI-generated responses and summaries. Why? This positions your brand as an authoritative source within conversational AI interactions.

Unlike traditional SEO, which aims to secure a ranking in link-based results, GEO involves optimizing content specifically for AI-powered search engines and generative AI tools like ChatGPT, Claude, Bard and Bing’s AI-enhanced search.

GEO operates on fundamentally different principles than traditional SEO. While SEO focuses on keyword density and link building, GEO prioritizes the creation of authoritative, well-structured content that AI systems can easily locate, »

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.

understand and cite. Thus, to get GEO to “notice” you, you must craft content that directly answers complex questions, provides clear expert insights and maintains the kind of credibility that AI systems recognize and trust.

Key differences that matter

The distinctions between SEO and GEO go beyond their target platforms. SEO serves users who take time to visit your website and engage with the full content experience. Conversely, GEO serves users who prefer immediate, comprehensive answers without necessarily visiting your website. This fundamental difference in user behavior requires distinct optimization approaches:

• SEO emphasizes keyword research, link building and technical optimization.

• GEO requires conversational query optimization, expert

positioning and content structure that AI can easily extract and reference.

While SEO success is measured through rankings, click-through rates and website traffic, GEO success focuses on content inclusion in AI responses, brand mentions and thought leadership establishment.

The strategic advantages of SEO

SEO remains indispensable for several critical reasons, so don’t ditch it! Traditional search still drives enormous traffic volumes, with billions of daily queries generating measurable business results. SEO provides exceptional long-term value, offering cost-effective visibility that compounds over time.

Well-executed SEO strategies build substantial brand credibility and trust. High organic rankings signal authority and reliability to consumers, which creates a positive feedback loop that enhances brand perception. Additionally, SEO improvements naturally improve the user experience through better site architecture, faster loading times and mobile optimization—factors that benefit all website visitors no matter how they get there.

The measurable return on investment of SEO makes it particularly attractive to data-driven marketers. Through comprehensive

analytics and conversion tracking, businesses can directly correlate SEO investments with revenue generation, making it easier to justify marketing budgets.

The strategic advantages of GEO

Users increasingly seek immediate, comprehensive answers rather than browsing multiple websites to compile data, fundamentally changing how they consume information online. As AI-powered search experiences rapidly gain traction, GEO positions brands for those types of future search behaviors and consumer preferences. When your content appears in AI responses, it establishes thought leadership and expertise in different ways than traditional search results. AI citations carry implied endorsement, suggesting that your content meets the high standards of accuracy and authority that AI systems require. This positioning is particularly valuable for B2B companies and service providers where expertise and trust drive purchasing decisions.

GEO also captures an entirely new audience segment: users who encounter your brand solely through AI-generated responses. This exposure creates brand awareness and authority even among users who do not directly engage with your website.

The power of strategic integration

Keep in mind that SEO and GEO are not competing approaches but complementary elements of a comprehensive search strategy. In fact, many traditional SEO best practices—creating high-quality, authoritative content with a clear structure— naturally support GEO efforts, amplifying the effectiveness of both strategies.

However, GEO requires additional considerations that extend beyond traditional SEO. This includes optimizing for conversational and long-tail queries; providing clear, quotable expert insights; and ensuring content maintains the depth and authority that AI systems recognize. The integration also involves creating content that serves both human readers and AI parsing systems, requiring a nuanced understanding of how both human and computer audiences consume and evaluate information.

The future is dual

To stay relevant and competitive, you need to remain visible, authoritative and accessible wherever your customers are searching. The future of digital marketing lies not in choosing between GEO and SEO, but in masterfully integrating both strategies to create comprehensive visibility across all search channels.

HOW TO ADMINISTRATE A SALES TRAINING ROLEPLAY

I have a confession to make: I actually enjoy roleplaying in sales training meetings. I know, I know—that puts me in a very small minority. Most salespeople would rather have a root canal than participate in roleplay exercises. And honestly? I don’t blame them.

Here’s the thing most sales managers miss: salespeople don’t hate roleplaying because it doesn’t work. They hate it because we typically do it wrong. When I bring up roleplay in a training session, I can practically see the energy drain from the room. Top performers suddenly become reluctant

participants, dreading what feels like an artificial performance in front of their peers.

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

Let me tell you about someone I used to know. She was a national training manager for a company I worked for years ago, and she had a particular approach to roleplaying that I’ll never forget. This woman took genuine pleasure in

making roleplays as tough as she possibly could, regardless of how well the participant executed the lessons she’d just taught. If you nailed the technique perfectly, she’d still find ways to grind you down. She seemed to enjoy watching people squirm, stumble and ultimately fail in front of their colleagues.

I watched her reduce seasoned sales professionals to nervous wrecks. People who could handle the toughest customers with ease would move to the back of the room when she announced roleplay time. She’d keep

pushing and pushing until even the most confident salesperson looked incompetent. And she’d do it with a smile, as if the public humiliation was just part of the learning process. She was making the roleplay about her, not about learning.

Here’s the thing about roleplaying that this training manager never understood: it’s an intensely personal experience. When you force someone to perform in front of their peers and then systematically tear them apart, you’re not just critiquing their sales technique; you’re

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/ssr.

attacking their professional competence, their confidence and ultimately their sense of self-worth. People don’t just walk away thinking, “Well, that was tough but educational.” They walk away thinking, “I was just humiliated in front of my colleagues.”

The story doesn’t end there. A few years later, this training manager was reassigned to a different position within the company—one where she needed the cooperation and support of the very people she used to grind into dust during those roleplay sessions. Guess what happened? They chose not to help her. In fact, some went out of their way to make her job more difficult. She eventually failed in that role and left the company.

You see, this wasn’t just about professional

differences. The people whom she had made look bad in front of their peers now severely disliked her. A few even hated her. That’s the power of poorly executed roleplaying: it doesn’t just fail as a training tool; it actively damages relationships and creates lasting resentment.

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

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

So, how do we fix this? There are three fundamental principles that will transform roleplay from a dreaded interruption into something your team actually values. First, set the stage properly. Before diving into

any scenario, I always tell my team that perfection isn’t the objective. This is a safe space for learning and reinforcing important techniques. When salespeople know they won’t be judged harshly for missteps, they engage authentically and absorb lessons more effectively. It’s a simple concept, but most managers skip this step entirely. They jump straight into the exercise without establishing psychological safety.

Second, keep it focused. Here’s where a lot of managers go wrong: they try to roleplay entire sales calls. Don’t do that. Instead, isolate specific components. Maybe it’s two strategic questions, a brief product demonstration or a particular objection-handling technique. This targeted approach allows for deeper practice and clearer feedback without overwhelming participants or eating up your entire meeting. It also reduces the opportunities for public failure.

Third—and this is critical—run the roleplay correctly when you’re playing the “customer.” As the sales manager, your job isn’t to be the toughest prospect your salesperson will ever encounter. My philosophy is simple: make it easy for them to succeed when they’re executing the technique correctly. Only become a challenging customer when they veer off

Troy Harrison

course; and even then, stop quickly before you grind them into powder.

When salespeople nail the technique, reward them with a cooperative “customer” response. When they struggle, provide just enough resistance to highlight the learning opportunity, then course-correct before frustration sets in. The goal is building confidence and competence, not breaking spirits or demonstrating your own superiority.

Remember, the person participating in your roleplay isn’t just learning a sales technique—they’re exposing themselves to potential embarrassment in front of their peers. That takes courage. Respect that courage. Honor it. Use it to build them up, not tear them down.

Master these three elements and you’ll watch your team’s attitude toward roleplay completely transform. Instead of groaning when you announce practice time, they’ll start seeing it as valuable preparation that makes their real sales calls feel effortless. More importantly, they’ll see you as someone who invests in their success rather than someone who enjoys their failure.

That’s when roleplay becomes what it was always meant to be: a competitive advantage disguised as training, not a weapon disguised as development.

Tom Buxton

“It’s

our time”

I must confess at the very beginning of this column: the title isn’t a quote from me. I wish I had said it first; but Michael Wilson, the president and CEO of AFFLINK, stated it during its “Engage” and “Summit” conferences, and again a few weeks ago in response to the merger of Imperial Dade and Brady.

As he noted, the press release announcing the merger claims that the move is intended to enhance “customer centricity”; but I beg to differ. The companies are merging so that an elite few can walk away with “golden parachutes” and workers below them can worry about their future employment. Oh—and their customers will suffer from the wretched service that huge companies combining people and computers simultaneously are famous for …

We in the IDC have seen this play out in the past with the mergers of Staples and Corporate Express, and Office Depot and Office Max (which had been purchased

previously by Boise Cascade).

While these types of deals haven’t been great for the companies’ customers, they can be great for independent suppliers like you. Michael Wilson stated: “It’s our time … and I hope that it’s an emboldened rally cry for you and your teams to go take share in your markets, highlighting just exactly what it is that has made you and other independents like you successful for generations.”

Last month, I was honored to represent AOPD at the annual National Institute of Governmental Purchasing (NIGP) convention.

My experience there demonstrated the power of the words “local” and “independent” in today’s world. We are the only member of the IDC to have attended this year’s event, and we have consistently invested resources and representation in it since receiving our first National Cooperative Purchasing Alliance (now OMNIA) contract in 2011.

We were able to provide over 100 leads to AOPD dealers throughout the country, with names, addresses, emails, phone numbers and, in many cases, added comments that the representatives made to me. Many of the people who came by stopped because of handouts like water bottles, AOPD Post-its and, of course, purple pens! But once they understood the services that our dealers provide, they were often keen to have a longer discussion.

Most of the prospects we spoke with are receiving poor or very poor service from Office Depot and Staples. Consequently, they are very interested in buying local, which fits our motto of “Local Service Nationwide” perfectly. When speaking of Amazon, almost all of the purchasers we spoke with said their employees buy products from the “Big A” but reporting and tracking are lacking. This was music to my ears.

Ease of purchasing and local representation are vitally important to most

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.

of the NIGP buyers we have met in the past few years, and these members and nonprofit entities are generally sized correctly for your services. Nonprofits, cities, counties, schools and hospitals have money and are often members of group purchasing organizations that AOPD dealers have expertly served for many years. However, even if you aren’t a member of AOPD, large local entities and businesses need your help. Now!

Can you feel it? Will you instill the dedication within your leadership team and other stakeholders to call on larger accounts that need the services that you were built for, especially in this age of worthless mergers? Many medium and large prospects are specifically looking for the sort of help that your company can provide.

So, if you can say yes to this challenge, it is truly your time!