November 2025 Office Technology by Business Technology Association

Less Hassle. More Hustle.

The New WorkForce® Enterprise AM Series.

Powered by PrecisionCore® , this marvel has less imaging parts than typical laser printers which can result in fewer slowdowns, breakdowns, and office meltdowns.

SCAN HERE TO LEARN MORE

Cutting-Edge Communications

Dealers dial into diversification with VoIP by Brent Hoskins

Office Technology Magazine

If you have been hesitant to diversify beyond imaging devices, one opportunity you may want to consider is VoIP phone systems, which can provide a welcome source of recurring revenue. This article includes profiles of three BTA member dealerships that have embraced the opportunity.

The Modern Print Platform

Why dealers cannot afford to ignore this shift by Jonathan Blakey Technology Assurance Group (TAG)

Microsoft’s Modern Print Platform (MPP) “update” will disrupt many of your clients’ businesses overnight. For organizations that rely heavily on printing — health care, legal, finance, government and education — the shift is not just inconvenient, it is harmful.

All in the Family

Preparing for the generational transfer of a dealership by Chip Miceli Pulse Technology

There are a number of good reasons why a business in our industry might want to transfer ownership within the family. For those considering doing so, there are ways that you, as a business owner, can “beat the statistical odds” and execute a successful transfer. 23 Economy-Proof Marketing

How smart brands are doing more with less by Jenna

Miller Emerald Strategic Marketing

In today’s uncertain economy, your business is likely to face unprecedented challenges. Economic downturns can strain resources and test resilience. Yet, some brands thrive despite these hurdles. How do they manage it? The answer lies in economy-proof marketing.

Billing for Supplies

How dealerships are managing freight costs

Compiled by Elizabeth Marvel Office Technology Magazine

This feature includes two related questions submitted by a dealer member as part of BTA’s Dealers Helping Dealers resource and many of the answers received. These answers and others can be found in the members-only section of the BTA website.

LEGAL PERSPECTIVE

Aggressive Sales Tactics

Ensure employees do not make defamatory remarks by Greg Goldberg

BTA General Counsel

Over the last few months, I have received two troubling calls from members about what can only be described as unlawful sales tactics by other members. This month, Legal Perspective examines aggressive sales tactics.

PRINCIPAL ISSUES

NEXT 2025

Sharp hosts national dealer meeting Oct. 7-9 by Brent Hoskins Office Technology Magazine

BTA Announces 2026 ProFinance Workshops

AExecutive Director/BTA Editor/Office Technology

Brent Hoskins brent@bta.org (816) 303-4040

Associate Editor Elizabeth Marvel elizabeth@bta.org (816) 303-4060

Contributing Writers

Jonathan Blakey, Technology Assurance Group (TAG) www.tagnational.com

re you looking to improve the financial performance of your dealership? If so, I recommend attending one of the Business Technology Association’s (BTA’s) most popular and longest-running educational workshops — ProFinance. We have recently posted dates for the 2026 ProFinance workshops on the BTA website. I encourage you to check them out and register for the workshop that is the most convenient for you.

During the workshop, instructors John Hey and Todd Johnson bring their knowledge from more than 25 years of building and providing guidance to some of the largest and most successful companies in the industry — as well as teaching 25 years of ProFinance workshops.

To share some more detailed information, ProFinance teaches you the industry model — which includes more than 30 key benchmarks — and will help you and your team achieve double-digit operating income. After one-and-a-half days of handson training, you will return to the office with practical ideas that can be put into action immediately. From proven sales and service plans, effective management bonus programs and critical organizational strategies, attending ProFinance will give you the competitive edge that is so vital in today’s changing marketplace.

While ProFinance may have gotten its start in 2001, it has been updated regularly to reflect changes in our industry ever since. Just recently, John and Todd updated the Benchmark Model, along with their presentation and the training manual. The workshop has been rearranged and specific content has been emphasized based on

feedback from attendees with the goal of maximizing takeaways.

The 2026 ProFinance workshop dates at BTA member dealership locations: n March 11-12 — RITE Technology, Sarasota, Florida

n June 10-11 — Function4, Sugar Land, Texas (a Houston suburb)

n Oct. 7-8 — Advanced Office, Irvine, California

The workshop has received many positive reviews. The following feedback from recent attendees gives you an idea of what you can look forward to:

n “Being new to the industry, ProFinance was very helpful for understanding best practices and common issues shared by all dealers. I thoroughly enjoyed diving into the model and getting the why, what and how behind it. This tool will be valuable as a foundation for evaluating our performance. I can’t wait to start using it.” — Lucas Dudley, Systel Business Equipment Co. Inc., Fayetteville, North Carolina

n “I think you guys [John and Todd] do a fantastic job of consolidating detailed benchmarking information that is relevant to a fairly specific industry. I’m not aware of anything like it anywhere else.” — Mark Lewis, Dove Technologies, Florence, South Carolina

n “Very impressive work, John and Todd! I feel more connected to our industry than ever! I am energized to take what I learned back and apply it. It was my second time going through the model and it really started to set in.” — Jason Campbell, All Copy Products, Denver, Colorado

As Jason mentioned, his second time going through ProFinance was even more helpful. If you are a previous attendee and would like to get the updated model, you can get 50% off the tuition fee. Learn more and register today at www.bta.org/ProFinance. n — Brent Hoskins

Greg Goldberg, BTA General Counsel Business Technology Association Chip Miceli, Pulse Technology www.pulsetechnology.com

Jenna Miller, Emerald Strategic Marketing www.emeraldstrategicmarketing.com

Business Technology Association 12411 Wornall Road Kansas City, MO 64145 (816) 941-3100 www.bta.org

Member Services: (800) 505-2821

BTA Legal Hotline: (847) 922-0945

Valerie Briseno Marketing Director valerie@bta.org

Brian Smith Membership Sales Representative brian@bta.org

Brooke Barker Administrative Assistant brooke@bta.org

Photo Credits: Adobe Stock. Cover created by Bruce Quade, Brand X Studio. ©2025 by the Business Technology Association. All Rights Reserved. No part of this publication may be reproduced by any means without the written permission of the publisher. Every effort is made to ensure the accuracy of published material. However, the publisher assumes no liability for errors in articles nor are opinions expressed necessarily those of the publisher.

FLASHBACK

BTA Members Can O er More — and Sell More — With Zultys’ Flexible Deployment Options

Whether your customers need a cloud, on-premise, or hybrid phone system, you can deliver Zultys’ same award-winning user experience across every deployment.

Many BTA Members choose to sell Zultys Cloud Services (ZCS) to open new revenue streams — creating more opportunities to sell their other product o erings and ultimately own everything on the network. The Zultys Sales Team helps you win more deals by handling demos, qualifying customers, and providing quotes. Every installation includes a dedicated implementation engineer, and your customers receive 100% U.S.-based Level 3 support — with an average hold time of just 16 seconds.

Diversify Your Portfolio With UCaaS and HaaS

BTA Members gain a competitive advantage when they sell the only true hybrid UC solution in the Channel, Zultys’ Hardware as a Service (HaaS) — a premise-based system with per-user/month pricing and ﬂexible hybrid conﬁgurations for multi-site customers.

Zultys gives you the tools to deliver the ﬂexibility modern businesses demand — with a Uniﬁed Communications and Integrated Contact Center solution built to perform.

Why Zultys?

•

Plan to Attend BTA’s 2026 IGNITE Events

T2025-2026 Board of Directors

President

Debra Dennis CopyPro Inc. Greenville, North Carolina ddennis@copypro.net

President-Elect

Mike Boyle

BASE Technologies Inc. Bethel, Connecticut mboyle@baseinc.com

Vice President

he Business Technology Association (BTA) is thrilled to announce the rebranding of its annual educational and networking events to “BTA IGNITE.” “IGNITE” is an acronym that embodies our commitment to progress and excellence in the office technology industry:

n Inspiration — Encouraging attendees to think creatively and ambitiously about the future of the industry.

n Growth — Emphasizing personal, professional and organizational development through shared knowledge.

n Networking — Highlighting the value of building connections among industry leaders and professionals.

n Innovation — Showcasing cuttingedge ideas and solutions driving the office technology industry forward.

n Technology — Focusing on advancements and tools that empower enterprises.

n Excellence — Promoting a commitment to high standards and leadership in the industry.

Our first event of 2026, “BTA IGNITE Orlando: Fuel Your Potential,” will be held March 20-21, 2026, at Disney’s Yacht Club Resort in Orlando, Florida. Planned by the BTA East and BTA Southeast districts, this event will be a wonderful way to engage in great educational and networking opportunities, while giving you the chance to bring your family and enjoy the magic of Disney. The schedule will include a keynote address by IT customer service author and speaker Don Crawley; dealer panels on AI best practices and workplace culture; a manufacturer panel on insights into recent developments; three breakout sessions; and networking time.

The day before the event, BTA will host

its second-annual “e-automate Elevate: A BTA Dealers Helping Dealers Best Practices Event” for e-automate users. Elevate attendees receive a free one-person registration to BTA IGNITE Orlando.

Our second IGNITE event, planned by the BTA Mid-America and BTA West districts, will be held Sept. 1-3, 2026, at the Westin Kansas City at Crown Center in Kansas City, Missouri. “BTA IGNITE Kansas City: Celebrating 100 Years,” will coincide with BTA’s 100th-anniversary celebration, which will take place the evening of Sept. 2 at Union Station Kansas City.

The Kansas City event will have an amazing lineup of educational sessions and a reception at the National WWI Museum and Memorial. And the celebration in honor of BTA’s century-long legacy in the industry will leave you inspired and appreciative of how much our industry has changed over the past 100 years — and how your association has evolved along with those changes.

The final event of the year, the Fall Colors Retreat, will be held Oct. 29-30, 2026, at the Omni Grove Park Inn & Spa in beautiful Asheville, North Carolina. Typically a smaller gathering, this event is always a fan favorite for getting away and enjoying the fall colors of the Blue Ridge Mountains while networking with your peers and getting some great education as well.

We are eager to welcome you to these exciting events — which are open to dealers from across the country — and look forward to the opportunities for networking, learning and collaboration. Registration for BTA IGNITE Orlando will open soon, so keep an eye on www.bta.org/BTAEvents for details. Check out the same page for information on BTA IGNITE Kansas City and the Fall Colors Retreat as it becomes available. I look forward to seeing you at next year’s events! n — Debra Dennis

Mike Hicks Electronic Business Machines Inc. Lexington, Kentucky mhicks@ebmky.com

Immediate Past President

Adam Gregory Advanced Business Solutions LLC

St. Augustine, Florida adam@goabsinc.com

BTA East

Chip Denlinger DCS Technologies Corp. Franklin, Ohio chip.denlinger@dcs-tech.com

Tim Seeley Jr. Seeley Office Systems Inc. Glens Falls, New York tseeleyjr@seeleyoffice.com

BTA Mid-America

Brett Blake Corporate Business Systems LLC Madison, Wisconsin bblake@corpbussystems.com

Grant Goldsmith

Regal Business Machines/Gateway Business Systems Chicago, Illinois goldsmithg@gateway-biz.com

BTA Southeast

Blake Renegar

Kelly Office Solutions Winston-Salem, North Carolina tbrenegar@kellyofficesolutions.com

Richie Creech CopyPro Inc. Greenville, North Carolina rcreech@copypro.net

BTA West

Scott Reynolds Imagine Technology Group LLC Chandler, Arizona sreynolds@itgarizona.com

Richard Van Dyke Advanced Office Irvine, California rvandyke@goadvanced.com

Ex-Officio/General Counsel

Greg Goldberg

Barta | Goldberg West Hollywood, California ggoldberg@bartagoldberg.com

Cutting-Edge Communications Dealers dial into diversification with VoIP

by: Brent Hoskins, Office Technology Magazine

If you have been hesitant to diversify beyond imaging devices, one opportunity you may want to consider is VoIP phone systems. Why? Because they can provide a welcome source of recurring revenue requiring minimal investment and effort. Here are profiles of three BTA member dealerships that have embraced the opportunity.

CPI Technologies

Copy Products was founded as a print shop in Iola, Kansas, in 1963 by Vern Starks, father-in-law of Erik Crane, president of what is today CPI Technologies, headquartered in Springfield, Missouri, now with six locations serving 80 counties in four states. Those early days as a print shop changed when customers began acquiring copiers to take care of print jobs themselves. “It didn’t take long before Vern realized they were things he needed to sell,” says Crane. “He sold his first office machine — I believe it was an Apeco — in 1968. The company was off and running.”

Today, beyond Toshiba, Xerox and HP imaging devices, CPI, with around 55 employees, sells scanners, mailing equipment, digital displays, interactive whiteboards, IT services and Crexendo VoIP phone systems. The dealership sold its first VoIP system in 2019. “We typically do well over $1 million a year in [VoIP] contract revenue — that’s not revenue coming in, but contract value,” Crane explains. “That puts us in the top five to 10 in the country selling Crexendo.”

The VoIP systems are sold through CPI’s IT division. “Our IT sales team is going out every day looking specifically for non-imaging deals — VoIP, managed network services, displays, etc.,” Crane says. “We started our IT division about seven years ago. Last year it was about 23% of our total revenue. It has become a big piece of our business and VoIP is a large piece of that.”

While the IT reps sell VoIP, etc., all CPI sales reps are incentivized to sell or find leads for the dealership’s full product portfolio, Crane says. “If an imaging rep uncovers a lead and turns it over to IT and the deal closes, then they split the

commission, with 70% going to IT and 30% going to the imaging rep,” he says, noting that the inverse is true when an IT sales rep turns over a lead to an imaging rep. “What that does is it makes sure that everybody is out there selling everything we offer.”

CPI chose Crexendo “because it was a new venture for us and we were looking for ease of use; how can we get into this business the easiest way?” Crane says. “Crexendo makes it very easy. They sign the deals, program the phones, ship them, plug them in, bill the clients and we get commissions.”

Crane says that CPI has been particularly successful selling VoIP systems into the education market. “Schools must have great communication,” he says. “With Crexendo, this goes down to a very granular level. With a phone in each classroom, if a teacher or faculty member picks up a phone and dials 911, [the system provides the 911 operator] with not only the address, but the building and room as well [assuming each phone is registered with its current location for emergency purposes and the local public safety answering point (PSAP) accepts the information reliably]. It goes down to that level. Crexendo makes it very easy to do this.”

While Crane also singles out the legal market as another notable vertical for VoIP, he notes that the opportunity is actually very far reaching. Essentially any “down-the-street” company is a good prospect, he says. “Everyone is looking for a great communications option, asking ‘How can we communicate better and more efficiently?’”

While he cannot provide a percentage, “there are so many companies out there where there is an opportunity,” Crane says, indicating that about 25% of CPI’s installs replace older VoIP systems, with the remainder replacing legacy landline phone systems. “Every single business has phone and internet service, so the opportunity is only limited by how many cold calls you want to make and how hard you want to work.”

Crane encourages other dealers to consider VoIP as a component of their diversification strategies. “Everyone needs your [VoIP] product and IT, but not everyone needs

an MFP right now,” he says. “You are going to have to do something besides imaging if you want to grow your company from, say, $10 million to $20 million. Getting there with just imaging is nearly impossible. You’ve got to add other products.”

Loffler Companies

“Everyone needs your [VoIP] product and IT, but not everyone needs an MFP right now. You are going to have to do something besides imaging if you want to grow ... You’ve got to add other products.”

Jim and Darcy Loffler founded Loffler Companies (Loffler) in 1986, selling dictation machines out of their garage. Today, with 530 employees working from 18 locations in six states, their company cannot be compared to the vast majority of office technology dealerships. However, what is comparable to many others is Loffler’s focus on diversifying its product portfolio.

“We have diversified over the last 20 years into what I would call a complete IT solution stack,” says James Loffler, president of Loffler, headquartered in St. Louis Park, Minnesota. “We are still very strong in copy/print with Canon, Xerox, HP and Konica Minolta as our major lines, but we also have a number of IT practices. Each one of our practices has a dedicated team of specialists and support personnel. Those practices include unified communications (UC), IT managed services, cybersecurity, physical security and IT projects.”

At the foundation of the UC practice is VoIP phone systems. “The reason it’s called unified communications is because it’s not just delivering voice over an IP network,” Loffler says. “It’s about bringing in multichannel communications, whether they be voice, chat or collaboration. It’s unified communications in a single platform.”

Loffler’s primary VoIP phone system vendor is Intermedia, white labeled by the dealership as Loffler Elevate Unified Communications. “We lead with that solution,” Loffler says. “I would say 80% of our new implementations are Intermedia. There are two main reasons for that. One, it’s a good business decision because Intermedia is built for companies like Loffler, a managed service provider. And, two, they are 100% partner focused, which makes them one of Loffler’s top partners ... We trust that they are not going to take our customers.”

While Intermedia offers varying levels of support/involvement to its dealer partners, Loffler has brought most tasks in-house. “Through Elevate, we do all of the service, have control over all of the switching and do the billing,” Loffler says. “Intermedia’s billing system has direct integration with ConnectWise. They send us revenues and costs and then we use our ConnectWise system to generate bills based on that.”

John Hastings, executive vice president at Loffler, offers high

— Erik Crane CPI Technologies

praise for Intermedia as well. “They’re probably one of our best partners when it comes to aligning with our sales force, making sure our reps are trained and up to speed,” he says. “They’ve been very good. We try to be fairly independent from our partners; we tend to rely on our own skill sets and people. However, I would say that with Intermedia, we rely on them more than anybody else.”

Any sales rep at Loffler can sell the Intermedia VoIP phone system, Hastings says. “We’ve unified our sales team,” he says. “Other than a customer success team that manages our current IT managed services customers, we have one sales organization that sells our entire product stack, including UC. We have subject-matter experts who assist in the sales process, but it’s one sales representation to the customer.”

Loffler offers advice and insight to fellow dealers seeking to diversify. “If you are looking at IT service, you may ask, ‘Should I get into phones, physical security or managed services?’” he says. “I would say that UC is the closest to selling MFPs; it’s easy to sell a phone system. You do need to be prepared to have a specialist on your team that your sales reps can bring on a call.”

In addition, “you need to set expectations,” Loffler says. “Realistically, if you’re just getting into VoIP, it’s going to take two or three years to get it to a profit center that is similar to what I will call a ‘best-in-class copy/print model.’”

Acknowledging that UC is “not as big as our imaging and IT managed services divisions,” Loffler says it is “an important part” of the dealership’s growth strategy. “We see double-digit growth for years to come in this space versus copy/ print, where we’re trying to get a bigger part of a shrinking pie,” he says. “UC is a great opportunity for us.”

UTEC

In 1975, UTEC, headquartered in Ann Arbor, Michigan, with a second location in Troy, Michigan, was founded as a typewriter repair business. In 2008, Kevin Van Kannel acquired the company. “He began leading it away from typewriters,” says Les Harris, vice president of sales and marketing. “We became an imaging dealership focused on copy and print; we carry three brands — Sharp, Kyocera and Epson.”

In addition, like many other dealerships, UTEC, with 53 employees, has embraced a diversification strategy beyond copy/print. “Diversification has been in our DNA from the

get-go, and we’ve done a pretty good job,” Harris says. “We have diversified into an MPS business, offering VoIP, networking and on-site technical help.” UTEC also sells document management software, mailing equipment and interactive displays/whiteboards.

It was about 12 years ago that the dealership began selling traditional phone systems. The level of success in the early years was negligible, says Dale Vanderford, chief information officer. “Then COVID arrived and we needed more communication solutions for people working from home, so we began selling VoIP services,” he says. “We’ve been doing that for about five years now.”

“We see double-digit growth for years to come in this space versus copy/print, where we’re trying to get a bigger part of a shrinking pie. UC is a great opportunity for us.”

— James Loffler Loffler Companies

partner to being the provider and handling installation,” Vanderford says. “When we first started with VoIP, we tried to go in and implement, design and do everything. We promptly fell flat on our face. We didn’t have the expertise.”

In 2021, UTEC transitioned to becoming an agent for Zultys, Vanderford says. “We are not doing the full implementations anymore,” he says. “We lightened it up, and it’s been great. So, it’s now a light touch, but we still get paid ... Zultys does the billing and everything. All we do is sign customers up; we’re at the table, but don’t have to do anything but make sure the customer is feeling comfortable if there are any issues.”

UTEC’s VoIP phone system vendor is Zultys. Initially, UTEC struggled to be successful. “There are different levels of involvement that most VoIP companies have, from agent to

Ready to grow your business?

Harris remembers the day the decision was made to become an agent. “We were talking in a meeting and Dale asked, ‘Do we really want to be telco specialists?’” he says.

ers’ needs,” he says. “If you don’t offer them, customers will go somewhere else. You want to make sure they are thinking of you when it comes to office technology. ‘We can do anything you need.’” n Brent Hoskins, executive director of the Business Technology Association, is editor of Office Technology magazine. He can be reached at (816) 303-4040 or brent@bta.org.

The Modern Print Platform

Why dealers cannot afford to ignore this shift

by: Jonathan Blakey, Technology Assurance Group (TAG)

Imagine waking up tomorrow, hopping into your car and reading the words “Update Completed” on your dashboard. You then realize your car now only drives in first gear. The engine still runs, the wheels still turn, but suddenly you are crawling down the highway at 15 miles an hour. That is exactly what many of your clients are about to experience once Microsoft fully launches its Modern Print Platform (MPP) in Windows 11.

This “update” will disrupt many of your clients’ businesses overnight. For organizations that rely heavily on printing — health care, legal, finance, government and education — the shift is not just inconvenient, it is harmful. Secure workflows, finishing options, watermarks and compliance features will vanish overnight the moment MPP is enabled. Your customers will assume they are enhancing their cybersecurity, but if they click the wrong buttons, they could cause tons of downtime for their organizations.

But here is the twist: While clients will feel the frustration of being stuck in first gear, dealers have the opportunity to step in as guides, preventing chaos and cementing themselves as indispensable advisors.

So, if you have not educated your clients on this pending change from Microsoft — which could cause major disruptions to their operations — would you prefer another office technology dealer do so? Or would you like to be the dealer they look for guidance from?

Microsoft is Working to Retire Legacy Print Drivers

Instead of each manufacturer offering its own driver with robust features, all devices will funnel into Microsoft’s IPP (Internet Printing Protocol) driver, which is based on Mopria standards. This means your clients that rely on advanced features (e.g., secure print, booklet making, watermarks, direct scanning, etc.) will click a button and that functionality could disappear. It also means that companies that rely on multifunction devices for their workflows in compliance-heavy industries (e.g.. HIPAA, payroll confidentiality, HR records, etc.) will break down instantly.

It also means that if any of your customers are running their businesses off of legacy printers, those printers may simply stop working altogether, halting their operations. It is not an exaggeration to say this is the biggest change in printing in more than 25 years.

Why is Microsoft Making the Move?

The answer is simple: cybersecurity. While a significant number of recent cybersecurity hacks came through unprotected printers, Microsoft has decided to mandate the updated printer protocol to secure devices. If you combine that with the fact that approximately 80% of breaches are tied to human error and 20% are tied to weak infrastructures, you can see why cybersecurity analysts are slamming the door on old printer drivers. The intention makes sense. Standardizing drivers equals fewer attack surfaces. But the price of stronger security is fewer features and more headaches for clients.

Why This Matters for Office Technology Dealers

Clients do not read Microsoft press releases. They are not combing through Mopria certifications in their spare time. They will simply hit “Use Windows Protected Print” one day

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and then call you in a panic when secure payroll printing no longer works.

But this does not need to be a negative thing. It is another chance to demonstrate your proactivity, leadership and technological expertise.

That is why this shift is a dealer’s opportunity. Here is how you can make this transition work for you:

n Educate your clients before it happens. Show them what is coming and how they can prepare.

But by alerting clients of this shift ... you begin to distinguish your company as one that has taken strategic ownership of their success via technology.

n Encourage clients to audit their fleets now. Identify compatible versus non-compatible devices so they can understand their costs before their organizations grind to a halt.

n Position yourself beyond hardware. If you have ever felt like your clients do not fully appreciate the full breadth and depth of your company’s product and services portfolio, this is a symptom of a larger problem. They do not view your company as a technology advisor, but just as an equipment provider. But by alerting clients of this shift — and other

technology shifts like it — you begin to distinguish your company as one that has taken strategic ownership of their success via technology.

In the modern workplace, MFPs are not just MFPs — they are the on-ramps to workflows, compliance and security. As your clients’ technology advisor, it is your duty to keep them protected, efficient and prepared for change instead of allowing them to be blindsided.

n Win competitive deals. If you can speak confidently about MPP while competitors are still selling transactionally, you are already miles ahead because you are demonstrating your expertise.

The Clock is Ticking

Right now, enabling MPP is optional, but the writing is on the wall that third-party drivers will be retired. That gives dealers a limited window to get ahead of this transformation. By reaching out ahead of time, you give your clients the opportunity to plan ahead instead of being hit with unplanned capital expenditures. Those who act early will become trusted advisors. Those who wait will be cleaning up the messes — and may even be blamed.

Final Thought

Printing has not fundamentally changed in 60 years. However, Windows 11’s MPP is rewriting the rules. For clients, it may feel like suddenly being stuck in first gear.

For you as a dealer, it is the perfect opportunity to step up, guide clients through the transition and prove your value as a technology partner — not just a hardware vendor. The dealers who own this conversation now will own their client relationships tomorrow. n

Jonathan Blakey is vice president of technology at Technology Assurance Group (TAG). He is responsible for driving the implementation of operational best practices, adoption of new technology and enhancing service delivery. TAG is an organization of managed technology service providers (MTSPs). Collectively, its members do more than $800 million per year in IT, cybersecurity, telecommunications, video surveillance, access control and MFPs. Dealers interested in joining forces with an organization of leading MTSPs in the United States and Canada are encouraged to reach out to TAG so their office technology dealerships can benefit from its collective expertise in providing technology solutions. Blakey can be reached at jonathan@tagnational.com. Visit www.tagnational.com.

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All in the Family

Preparing for the generational transfer of a dealership

by: Chip Miceli, Pulse Technology

Many owners of private businesses, in planning their eventual exits from their companies, might consider passing their businesses along to someone in the next generation of their families — sons, daughters, or even nieces or nephews.

Statistics suggest, however, that less than 30% of privately held businesses make it successfully into that second generation. There are a few caveats here. For example, that statistic specifically mentions “under the same name,” and it is not uncommon for a business to rebrand but still remain the same entity. By the time a business gets to a third generation, the statistics are even more daunting; many businesses, after several generational transfers, either merge, get acquired or close their doors.

Anecdotally, I have heard people seeking employees in the pharmaceutical industry say they place higher value on someone who has successfully sold MFPs, believing that if someone can sell them, they can sell anything. And to a degree, that is true. Selling MFPs is good training for sales in other areas. If one of the challenges of “keeping it in the family” with a business transfer is the ability to attract and retain salespeople, one point to consider is the way we train sales team members.

There are a number of very good reasons why a business in our industry — or any industry, for that matter — might want to transfer ownership within the family. For those considering doing so, there are ways that you, as a business owner, can “beat the statistical odds” and execute a successful transfer. First, let’s look at our industry and its challenges.

“You Want Me to Sell What!?”

A few years ago, I was on a panel at a Business Technology Association (BTA) event in Chicago, Illinois, that turned out to be more of a discussion with the attendees. Many in the audience were sons and daughters of dealers I know. I asked them about challenges they saw in the industry that might make them less likely to want to take over their family businesses. One recurring comment was that it is difficult to hire young people in this industry. I asked why they felt that way. “It’s not sexy to sell copiers [MFPs],” was a common answer. Younger people are more interested in selling technologydriven products and services: A/V and video walls, security cameras, etc. — things they find exciting. In some ways, people think selling IT is like selling insurance — you know you probably need it, but it is intangible. So, it can be difficult to convince younger people to sell copier/MFPs and related services.

Yes, we are selling MFPs and printers, but training should emphasize the bigger picture, which is to say that we should view a customer’s lease or purchase of an MFP as more than just a transaction — the customer is buying into the idea that the equipment will solve a problem it has, will reduce its costs overall and improve efficiencies.

So, before getting to some key steps that you might take to make a dealership seem more appealing for an interfamily transfer, let’s remember that we can “keep our houses in order” by making sure that our businesses are as appealing to the next generation (both families and employees) as possible.

n Emphasize selling solutions, not equipment.

n Invest in your employees through training, recognition and valuing their input.

n Do not be afraid to get creative in recruiting new talent. Sometimes you may find candidates in places you would not think of — a waiter/waitress, someone who sells clothing at a big box store or even a coffee shop where the barista tries to sell you (in a polite way, of course) more than just the $5 coffee that you ordered. Listen, watch and have conversations.

Like the Boy Scouts, Be Prepared!

As a former Boy Scout leader, I am a fan of the Scout motto, “Be prepared.” It is sound advice for anyone looking to prepare to exit a business, whether selling to a family member or an outside buyer. A study from 2019 by the Exit Planning Institute revealed that 83% of owners surveyed either had no transition plan or one that was undocumented and

not communicated. Similarly, 40% of those surveyed had no plan to cover a forced exit due to the owner’s illness or death. A survey from 2023 showed that nearly 70% of owners spent minimal time on exit planning because they were too busy or believed that it was too early.

Business owners may not have an advisory team (made up of a business coach, banker, accountant, attorney and potentially business broker) to plan for the exit. So, be prepared if you are thinking about a transfer:

The power and importance of planning can also help in the event of one of the “five Ds”: death, disability, divorce, distress and disagreement ...

n Have a plan in place. Begin with forming an advisory team if you do not have one already.

n Strike the phrase “It’s too early to begin planning” from your vocabulary. Most business brokers and other advisers will tell you to plan five years in advance.

n During this preparation time, assess and evaluate your business operating practices. If there are areas of weakness, this is a good time to improve those so your company is in the strongest position it can be.

n One study revealed that owners who rush their exit planning can lose 20% to 50% of their business’s potential value.

The power and importance of planning can also help in the event of one of the “five Ds”: death, disability, divorce, distress and disagreement, which account for about half of all business transitions. Without a plan, these events can force a rushed, and often unfavorable, exit.

Keeping It All in the Family

I have firsthand experience in generational transfers. My father launched my company 70 years ago under the name Des Plaines Office Equipment out of the garage at our family’s home. I joined the company in its early stages, largely in sales. However, by the time my father decided it was the right time for him to retire, he had already had me doing much of the day-to-day work of the business, so I felt ready to step in.

However, there were two brothers in the succession and I learned a valuable lesson that it is important to share: When the business is passed on to the next generation, if more than one family member is involved, my advice is to avoid 50-50 ownership. One person should have a majority interest in the company, even if it is only 51% to 49%.

Fifty-fifty ownership can stall action on important items of the running of the business — from purchase of inventory to finance to the expansion of the business. Sometimes it will be written into an agreement that in the event of a deadlock there is a third-party mediator who will break the tie. It is easier to avoid potential conflict by having someone in a majority ownership position.

How do you decide who should be the majority owner?

Evaluate who will play the predominant role in the business. Who has the vision to lead the company forward? Once you have determined that, act accordingly. In family transitions, both sides need to listen to each other. No son or daughter will view how to run the business the same as the father or mother does. So, it is important for both sides to have open, frank discussions about the direction of the company. The next-generation owner should listen to and benefit from the experience of the older generation, just as the selling family member needs to understand that it is OK to “let go” and allow the next-generation owner to make his (or her) imprint on the family business.

Planning for the Next Owner

When you are considering an intergenerational transfer of ownership, begin early with a few guidelines:

n Identify your successor(s).

n This may sound obvious, but ensure the successor(s) is really invested in taking over. There is a big difference between owning a business and working in one.

n Spend time discussing the roles they will fulfill within the business in detail. Ensure the next-generation leader(s) possesses the necessary technical and leadership skills.

n Decide — and be sure to get buy-in from the next generation — what role, if any, you plan to have within the business under new ownership. Will you be a chairman? An informal advisor? Or do you plan to step away and into the next chapter of your life, whatever that may be?

n Have frank discussions about what the future of the business should be.

n You should always be training someone to do your job — even if you have no immediate plans to transition ownership.

What If No Family Member Wants to Take Over?

If there is no one in your family interested in carrying the business forward, you have other options, including a merger or sale. Much of the advice about preparing your business still applies. Or there is always the employee stock ownership plan (ESOP), where employees buy in and take over the company. Whatever your succession plan is — particularly when bringing in the next generation — be deliberate, be strategic and be prepared. n

Chip Miceli is CEO of BTA member Pulse Technology, headquartered in Schaumburg, Illinois, with additional locations in Indiana and Wisconsin. He can be reached at chip@pulsetechnology.com. Visit www.pulsetechnology.com.

Economy-Proof Marketing

How smart brands are doing more with less

by: Jenna Miller, Emerald Strategic Marketing

Why Traditional Marketing Fails During a Downturn

Traditional marketing often falters during economic downturns due to its rigid, one-size-fits-all approach. Many of these strategies rely heavily on high-budget campaigns that are not sustainable in tighter financial times. Additionally, traditional marketing lacks the flexibility needed to respond to rapid market changes.

In challenging economies, consumer behavior shifts significantly. People become more valueconscious and prioritize essential spending. Traditional marketing often fails to address evolving priorities, which makes it less effective. As a result, maintaining customer engagement through these methods can be difficult. So, what strategies should you implement to transition from traditional to economy-proof marketing?

Data-Driven Decisions

to informed resource allocation, which boosts efficiency and effectiveness.

To leverage data effectively, you should:

n Collect: Gather diverse data from multiple sources.

n Analyze: Use tools to interpret the data collected for actionable insights.

n Predict: Utilize predictive analytics to foresee trends in your market.

Data is king, full stop. You must harness it to drive resilient marketing strategies. Analyzing consumer behavior allows you to stay ahead, adapting to changing preferences with precision.

Data-driven decisions start with understanding customer insights. By tracking buying patterns, companies can tailor offerings to meet demand. This customization ensures relevance and keeps consumers engaged, which is crucial during economic shifts.

Predictive analytics takes it a step further. It empowers you to forecast trends, anticipate disruptions and adjust your marketing strategies proactively. This foresight leads

n Adapt: Quickly implement changes based on the findings from the data.

By embedding data into every decision, you can enhance your resilience.

Building Brand Loyalty

Brand loyalty is the cornerstone of sustained business success. Cultivating it requires genuine connections with consumers. During economic downturns, these relationships can be the bedrock for survival.

Consistency in communication plays a pivotal role. By maintaining regular interactions with your customers, you

reinforce trust. This trust often converts into repeat business and advocacy, even in challenging times.

Personalization further strengthens bonds with customers. Tailoring experiences or messages to individual preferences fosters deeper connections. Such efforts highlight a brand’s attentiveness, enhancing customer satisfaction and loyalty.

To build and maintain these relationships, consider the following strategies:

In a quickly changing economy, adaptability is key. Traditional, lengthy planning can hinder responsiveness, making more agile methods invaluable.

n Listen: Actively engage with customer feedback.

n Communicate: Inform customers about changes.

n Reward: Implement loyalty programs to incentivize ongoing engagement.

n Appreciate: Show gratitude with personalized touches. By investing in brand loyalty, businesses create a resilient customer base.

Cost-Effective Tactics

In an uncertain economy, maximizing resources is key. Cost-effective marketing ensures you thrive without spending too much. It is about smart allocation and creativity.

Digital marketing offers high returns with minimal investment. From social media to email campaigns, digital tactics stretch budgets. Online channels allow precise targeting, reducing waste.

Implementing the following tactics can make a difference:

n Social Media: Utilize social media platforms to engage and inform your audience.

n Email Campaigns: Leverage personalized messages to boost engagement.

n Search Engine Optimization (SEO): Optimize your content to increase visibility in search engines.

By combining these tactics, brands not only save on costs, but also enhance their market presence.

Diversifying

Diversifying marketing channels is essential for resilience. Relying on one channel can be risky, especially during economic downturns. A multichannel approach spreads the risk and increases reach.

When diversifying, consider both online and offline avenues. Each channel offers unique advantages and audiences. Explore social media, podcasts and video platforms for varied reach. Coupled with traditional outlets like print or events, this approach maximizes brand visibility. Here is how to begin:

n Explore New Platforms: Tap into new social networks.

n Product Bundling: Create packages to offer more value.

n Subscription Models: Provide continuous value for consistent income.

By diversifying, you not only mitigate risk, but you can also uncover new growth opportunities.

Agile Marketing

Agile marketing is about flexibility and rapid response. In a quickly changing economy, adaptability is key. Traditional, lengthy planning can hinder responsiveness, making more agile methods invaluable.

The essence of agile marketing lies in feedback. Regular evaluations help businesses pivot quickly. This approach means adjusting strategies based on real-time data and market feedback. It reduces time to implement changes, often leading to better alignment with consumer needs.

You need to embrace experimentation when adopting agile marketing:

n Short-Term Campaigns: Test different messages quickly.

n Feedback Loops: Gather insights from each iteration of a campaign.

n Cross-Functional Teams: They can facilitate fast decision-making.

By practicing agile marketing, you maintain relevance.

Brands That Thrived

During economic downturns, some brands emerge stronger by crafting economy-proof marketing strategies. Their success stories offer valuable lessons in resilience and innovation. Lego, for example, thrived during the 2008 financial crisis by continuously investing in product innovation. The company focused on its core products while incorporating innovative ideas and key partnerships.

Similarly, Netflix turned the dot-com bust into an opportunity. By shifting its focus from DVD rentals to streaming, Netflix anticipated market changes, positioning itself as an industry leader. Its success underscores the power of adaptability and vision.

During the downturn in the early 2000s, Apple focused on product differentiation and brand identity. The iconic Apple products we know today were introduced when other companies were struggling.

Key tactics used by these brands include:

n Product Innovation: Continuously evolve offerings to meet consumer demands.

n Market Adaptability: Pivot strategies in response to changing conditions.

n Strong Branding: Maintain a clear and compelling brand identity.

These cases highlight how strategic foresight and adaptability can enable brands to not only survive economic

pressures, but also to flourish and lead in their industries.

Actionable Steps

Crafting a resilient marketing strategy is essential for surviving economic fluctuations. Begin by understanding your audience’s shifting needs and tailor your messages accordingly. This ensures your brand stays relevant and aligned with consumer sentiments.

Continuous adaptation, diversification and innovation are keys to thriving ... these elements will equip your brand to maintain stability and achieve success.

Second, focus on building a diverse marketing plan. Utilize various digital channels to reach broader audiences with minimal investment. This mitigates risks associated with dependency on a single platform, enhancing brand visibility and reach.

Finally, regularly evaluate your marketing metrics and adjust your strategies based on performance data. Here are some steps to consider:

n Leverage Analytics: Use data insights to optimize your campaigns.

n Enhance the Customer Experience: Prioritize personalized interactions with your customers.

n Adopt Agile Methodologies: Stay flexible and ready to pivot.

Continuous adaptation, diversification and innovation are keys to thriving despite economic challenges. As you build a robust marketing foundation, these elements will equip your brand to maintain stability and achieve success.

Future resilience lies in your ability to remain agile and attuned to market dynamics. n

Jenna Miller is the CEO of Emerald Strategic Marketing, a digital marketing agency in Tampa Bay, Florida, that delivers bespoke solutions like SEO, social media management and other marketing services. She can be reached at info@emeraldstrategicmarketing.com. Visit www.emeraldstrategicmarketing.com.

HELPING DEALERS

Billing for Supplies

How dealerships are managing freight costs

Compiled by: Elizabeth Marvel, Office Technology Magazine

Following are two related questions submitted by a dealer member as part of BTA’s Dealers Helping Dealers resource and many of the answers received. These answers and others can be found in the members-only section of the BTA website. Visit www.bta.org/Dealers HelpingDealers. You will need your username and password to access this member resource.

Are any dealers billing freight for contracted supplies? If so, do they manage this transactionally and add the freight costs to their individual zero-dollar sales orders, or do they aggregate supplies shipments and add the total cost of freight to the customer’s contract invoices?

“We add a line item to the customer’s contract invoice for this and base it off a percentage of its invoice to cover shipping. We switched to a delivery-person strategy for supplies delivery a couple of years ago rather than pay a ton to UPS or whoever. Clients love it and we get a lot of good information back from them about things, as well as get excess supplies back.”

Ron Hulett, president

U.S. Business Systems Inc., Elkhart, Indiana

“[We] add the total cost of freight to the customer’s contract invoices.”

Jose Hernandez, owner

JCM Copiers, Miami, Florida

“[It is] added to the monthly contract as a processing charge, both for fuel and freight.”

Anthony Donnellon, vice president of operations

Donnellon McCarthy Enterprises Inc., Cincinnati, Ohio

“We bill and use CEO Juice’s alert to add a flat fee to a customer’s monthly contract invoice.”

Sheryl Gregory, accounting analyst

TTS Group Inc., Hanover Park, Illinois

“Yes. We bill freight for contracted supplies using a tiered system. Freight charges are applied based on predefined tiers rather than individual transactional costs. This approach

simplifies billing, ensures consistency and makes freight costs predictable for both the dealership and the customer.”

Tony Sanchez, president C3 Tech, Santa Ana, California

“No, but we try to deliver when we are in the same area to engage with the customer and make sure the supplies get to the correct machine.”

Michael Hicks, president Electronic Business Machines (EBM), Lexington, Kentucky

“Freight is charged to customers as transactional charges.”

Mike Boyle, president Base Technologies, Bethel, Connecticut

“Yes. $9.95 per shipment.”

Chip Miceli, CEO Pulse Technology, Schaumburg, Illinois

“We bill $9.95 a month on the lease that GreatAmerica bills for us.”

Chap Breard, owner MOEbiz, Monroe, Louisiana

“No, but we may have to with the increased cost of freight.”

Scott Grace, president EDGE Office Products, Longview, Texas

“We are looking at doing this. I know many dealers already are. CEO Juice offers the aggregate option, but I have heard customers are wary of a varying amount on the invoice each month. We are looking at adding a specified amount to each contract invoice that goes out.”

Jeffrey Taylor, president Kingsport Imaging Systems Inc., Kingsport, Tennessee

“We bill a $5-per-month supply freight fee per machine under contract.”

Brian Olson, vice president Kopy Kat Copier, Aurora, Illinois n Elizabeth Marvel is associate editor of Office Technology magazine. She can be reached at (816) 303-4060 or elizabeth@bta.org.

Aggressive Sales Tactics

Ensure employees do not make defamatory remarks

by: Greg Goldberg, BTA General Counsel

The two calls were strikingly similar. In the first instance, a salesperson wrote to customers of a competitor claiming the competitor’s business was in turmoil. He warned customers that the competitor was shedding key employees, losing market share and actively seeking to be acquired. In the second instance, a salesperson wrote to customers of a competitor after the competitor’s relationship with an OEM was terminated. The salesperson stated the competitor would no longer be able to service existing machines in the field or provide access to parts and supplies with preferred pricing. All of these allegations were categorically false.

Although it is the Business Technology Association’s (BTA’s) default position to remain neutral in disputes between members, both situations presented irrefutable written proof of clear wrongdoing. Fortunately, when the respective company owners were made aware of the false claims spread by their salespeople, they pledged to immediately put an end to the practice. But with reputational damage already at stake, deeper questions remain unanswered, such as why were salespeople spreading falsehoods in the first place, and were they aware of the risk of committing actionable defamation?

Defamation

The elements of a defamation claim include: (1) a false statement of fact; (2) published to a third party; (3) fault on behalf of the publisher; and (4) damages or harm to reputation.

In B2B sales, where reputation is currency, even a single email containing a false claim can satisfy the test for defamation. When a salesperson tells a competitor’s customer that the competitor is about to be acquired or that the competitor is unable to perform a core service — when neither is true — those are false statements of fact, not mere puffery or opinions. Sending an email to a third party is considered “publication” and if the recipient of the email decides to move his (or her) business based on the misinformation, the harm is both real and measurable. The line between persuasion and defamation is one that cannot be crossed without serious legal jeopardy.

Training salespeople on the legal and ethical limits of competitive messaging is critical. Knowingly or negligently making false statements about a competitor may result in substantial legal penalties, including general, special or even punitive damages. Salesperson training should include clear definitions of defamation using real-world examples like the cases above and establishing guidelines for reviewing messages before they are sent.

Artificial Intelligence (AI) Implications

AI introduces another important wrinkle in sales-related messaging. In one of the incidents described, a company owner offered a surprising explanation: the emails containing false statements were written with ChatGPT.

While AI can be a powerful tool for sales and marketing, it can just as easily produce false or misleading content. Thus, every organization — especially those in competitive markets — should consider implementing an AI policy that outlines acceptable and unacceptable uses of generative AI content. Key provisions may include:

n Prohibiting the use of AI-generated content without verifying the facts.

n Requiring human review of external communications that were generated using AI.

n Establishing clear accountability for AI-generated communications.

False claims — whether drafted by a human or an algorithm — are no less damaging when sent via email. In a highly competitive industry like ours, the temptation to undermine a rival to gain market share may be strong. But crossing the line and defaming competitors can be a costly mistake that ultimately does more harm to the reputation of the perpetrator than the victim. The solution is not to pull back from competitive marketing; it is to market smarter, ethically and with a full understanding of the risks. Educating sales team members, implementing responsible AI policies and prioritizing truth in messaging should be core to any modern sales and marketing strategy. n

Greg Goldberg, partner at Barta | Goldberg, is general counsel for the Business Technology Association. He can be reached at ggoldberg@bartagoldberg.com or (847) 922-0945.

BTA HIGHLIGHTS

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

Dealer Members

deRenzy Document Solutions Inc., Springfield, MA

HBM Technology Partners, Reno, NV

Vendor Member

PrintReleaf, Boulder, CO

For full contact information of these new members, visit www.bta.org.

Collection Services

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Explore how communication options provided by C2C Resources keep you up to date as it makes progress on your accounts, as well as how its weekly remittance program gets you money quickly once it does collect. Most importantly, learn how licensing helps protect your business during the recovery process.

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BTA members receive a discounted rate.

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

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

Each month, BTA features two of its vendor members in this space. The association recommends due diligence when choosing a technology partner.

PrintReleaf offers a software solution that helps companies meet their sustainability goals by automatically reforesting the equivalence of their paper consumption and offsetting the carbon emissions associated with the paper’s production. The solution analyzes paper data and makes it actionable, offering a scalable sustainability solution for any size company and a quick add-on for all end-user accounts. PrintReleaf was founded by printing-industry and clean-tech veterans, and has already been adopted by industry leaders who rely on it to provide a nexus of partnerships involving forestry, technology and business.

https://printreleaf.com

DLL is a global asset finance company that enables businesses to more easily access equipment, technology and software to help them grow. The company has a managed portfolio of more than $40 billion. Founded in 1969 and headquartered in Eindhoven, the Netherlands, DLL provides financial solutions to the office equipment, technology, agriculture, food, health-care, clean technology, construction, transportation and industrial industries in more than 30 countries. www.dllfinance.com

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

PRINCIPAL ISSUES

NEXT 2025

Sharp hosts national dealer meeting Oct. 7-9

by: Brent Hoskins, Office Technology Magazine

Sharp Imaging and Information Company of America (SIICA), a division of Sharp Electronics Corp. (SEC), hosted a national dealer meeting, NEXT 2025, Oct. 7-9 at the Rosen Shingle Creek in Orlando, Florida. There were nearly 300 dealership personnel in attendance, representing 130 Sharp-authorized dealerships.

The meeting featured General Sessions on both Oct. 8 and 9, as well as a variety of Workshop Sessions, ranging from “Building a Profitable A/V Display Practice” to “Dynabook Into Your Base: Build Profitable Growth” to “Smarter Service Delivery in an AIFirst World.” Of particular note were sessions that featured a total of seven Sharp dealers as presenters.

Among the speakers in the opening General Session was SIICA President and Chief Executive Officer Mike Marusic, who provided an overview of how Sharp will help its dealers ensure that their businesses continue to prosper in an ever-changing environment. “We’re not in the pages business now, although printing pages is a wonderful way to make money,” he said. “We’re actually in the information business or, more specifically, the business of sharing information. That’s really what NEXT [the meeting theme] is all about. How do we continue to grow around the information industry and print but, more importantly, in a business about information sharing?”

The industry is comprised of many “creatures of habit” who “like things tried and true,” Marusic said. “We like the methods that have worked for us in the past and, honestly, they continue to work for us,” he said. “Over the next couple of days, I want to share with you some ideas of adjustments we see in the business that can help us prosper.”

Marusic shared the analogy of how driving in the wrong lane of the highway can slow you down, but moving to another lane can get you to your destination more quickly. “That’s kind of what we’re asking you do to,” he said. “You don’t have to change your destination ... Just make a slight shift, adjust

your thinking and move into a new lane. Let’s get to our destination faster.”

Today’s customers are “more knowledgeable than ever before and they are looking at technology in a more holistic approach,” Marusic said. “They are now considering the combination of A3 versus A4 and what’s needed in the businesses they operate. They are also looking at how their people work and what their needs are today and, honestly, what they can do to draw people back to the office.”

At Sharp, “we’re not only talking about A3 and A4 print devices, we’re also talking about all the devices your customers want,” Marusic said. “It could be a conference room display. It could be laptops or even desktop displays. We’re going to continue to invest in the technology that your customers need. More importantly, we also want to talk about the business models and how you can grow your business in new technologies and continue to grow your revenue and profitability.”

Marusic was referencing Sharp’s Dynabook laptop computer offerings from its acquisition of Toshiba’s laptop business. He was also referencing the joint venture combining NEC Display Solutions with Sharp.

“If you begin to service your customers with all of our technologies [Dynabook laptops and displays included], it makes it a lot easer for you to retain your customers and retain your current print business at higher margins,” Marusic said. “Simply stated, [it means] fewer competitors that can meet the needs [of customers] like you would be able to do. You’ve made yourselves more valuable to your customers.”

Later in the General Session, Mark Quiroz, SIICA senior vice president and general manager of display solutions, spoke about the display and laptop opportunity for Sharp dealers. “There’s a tremendous opportunity for us to work together and build a collaborative approach in how we diversify your businesses,” he said. “Over the past 12 months, more than 100 dealers have diversified and sold A/V [displays] ... already in the first half of the year, the top dealer in 2025 sold $1 million in displays.”

The display market is a large market globally and “continues to grow,” Quiroz said, noting that the global display market will have a CAGR of more than 4% through the 2030 period. “It’s a huge market,” he said. “It’s got some great opportunities as it relates to the different sectors that are very easy to penetrate — corporate education, government ... conferencing, collaboration and, of course, security. These are

Mark Quiroz

Mike Marusic

all areas that are going to be huge opportunities for that global display market and things you can tap into with our support.”

Quiroz noted that Sharp has the “broadest display line in the industry,” including dvLED [Direct View LED] technology, “the future of the display market,” across the full line of Sharp display models. “Our total cost of ownership is industry leading,” he said. “We have that key differentiator, not only in the cost itself, but also in the warranties that we provide ... Over the last five years, we’ve shipped over a quarter million large-format displays. The failure rate on those displays is around a half a percent. What that means is happy customers at higher service margins; that’s what’s it all about in this display business.”

“You’re already the trusted provider for your customers on the document side, which makes adding notebooks just natural.”

Shifting gears to Sharp’s laptops, “our Dynabooks by Sharp have all the capabilities that today’s B2B customers need,” Quiroz said. “The quality is unmatched. We’re the only PC manufacturer that engineers, tests and builds our own laptops, resulting in some of the lowest failure rates in the industry.”

There is currently an opportunity to “capitalize on the major refresh that’s coming in the notebook space,” Quiroz said. “You’re already the trusted provider for your customers on the document side, which makes adding notebooks just natural.” He noted that,

globally, there are about 67 million Windows education laptops that will soon be refreshed as a result of the COVID-19 pandemic era, when there was a “rush to go out and get computing capabilities.” With the end of Windows 10 support and what AI is now doing with the requirements for computing capabilities, “you have about another 90 million devices [globally] that will be refreshed,” he said. “So, we’re talking about 157 million devices [globally] that [will be] required to be refreshed over the next 18 months.”

Quiroz closed his presentation by emphasizing that the goal with displays and notebooks is to add “incremental business and growth to your great dealerships.” Sharp’s dealers are “already the consultative sales experts,” he said. “So, these are a couple of new technologies that allow you to add to that ... We’re here whether you need all the help in the world to deliver on an A/V or PC deployment, or if you just want some guidance. But that’s the key and that’s what you’ve heard throughout the entire day today — that Sharp is here, we will be here and we’re here to support you long term.” n

Brent Hoskins, executive director of the Business Technology Association, is editor of Office Technology magazine. He can be reached at brent@bta.org or (816) 303-4040.

ADVERTISER INDEX

2 • 2026 BTA Events (800) 843-5059 / www.bta.org/BTAEvents

25 • BPO Media

www.workflowotg.com / www.theimagingchannel.com

18 • BTA Service Troubleshooting Training (800) 843-5059 / www.bta.org/STT

31 • Crexendo (833) 744-2500 / www.crexendo.com/partners

14 • DocuWare https://start.docuware.com

15 • eGoldFax www.egoldfax.com

31 • ENX Magazine (818) 505-0022 / www.enxmag.com

3 • Epson https://epson.com

13 • FMD Distribution (201) 997-8100 / www.fmddistribution.com

32 • GreatAmerica Financial Services www.greatamerica.com/1nvoice

9 • HP www.hp.com

5 • Image Star www.imagestar.site

11 • Intermedia (800) 300-1310 / www.intermedia.com/resellers

19 • International Digital Solutions (888) 372-3700 / https://idswc.com

17 • Lexmark www.lexmark.com/9-Series

21 • ProFinance (800) 843-5059 / www.bta.org/ProFinance

7 • Zultys www.zultys.com

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