Independent Dealer March/April 2026

INDEPENDENT DEALER

the official publication of WSA

TECH DECK

Lisa Veeck talks to dealers about the tech-based providers helping their businesses thrive

MARCH/APRIL

Editorial & Contents

The novelist Arthur C. Clarke once said, “Any sufficiently advanced technology is indistinguishable from magic.” And reading some of the testimonials from dealers about the software systems they are using in their companies today, it seems he may have had a point.

The way we do business has changed fundamentally over the last two or three decades and it can be hard to keep up with the latest developments. But never fear: our annual technology update is designed to help you navigate this fast-evolving landscape.

We have spoken to dealers about the ways in which the technology solutions they employ— covering everything from accounting, CRM and marketing to pricing, purchasing and punchouts—help them operate more efficiently and effectively. So, if you have been thinking about upgrading your tech to give your business a boost, this article should be your first port of call.

Staying with Clarke’s point about the magical

Rowan McIntyre, editor and publisher rowan@idealercentral.com

nature of technology, West McDonald’s column this month outlines the key AI technologies available today and the best ways to deploy them.

If you need more help deciphering the mysteries of AI, you might want to consider attending OPI’s Global Forum, which takes place in Chicago this May. One of the main topics of discussion will be the impact of AI on e-commerce. Indeed, West McDonald will be one of the speakers at the event and will also run a roundtable discussion.

Discounted rates are available for independent dealers. For more information visit www.opi. net/gf2026 or email janet. bell@opi.net

Good things happening with independents

COVER STORY Tech on deck: Lisa Veeck talks to dealers about the tech-based providers helping their businesses

42 West McDonald: The AI stack you need

46 Marisa Pensa: Chameleon selling explained

48 Jennifer Vitanzo: Phygital marketing is here

50 Troy Harrison: Getting the most from “just-outs”

52 Tom Buxton: It’s about more than price—right?

Sustainability at every step.

In 2025, CCL Industries—parent company of Avery—earned a Silver Medal rating from EcoVadis, placing it in the top 15% of companies that are assessed across EcoVadis’ database 12 months leading up to the award. Avery takes sustainability seriously and, together with our parent company, we are committed to ensuring transparency across the value chain.

EcoVadis is a globally recognized leader in business sustainability ratings.

• Avery’s retail products are printed using water-based, UV, or UV-LED inks— never solvent-based inks

• Select labels are made with 100% recycled paper, including matte white and kraft

• Our EcoFriendly line includes dividers and badges made from 100% recycled paper

• All binder boards are constructed using 100% recycled paper

of our paper-based labels are made with materials certified to sustainable sourcing standards (FSC®, SFI®, PEFC®).

of our paper labels feature a recycle-friendly adhesive.

98%* 86%* 95%*

of our non-label paper-based products (dividers, cards, and tags) use sustainably sourced paper.

Certifications & memberships For more information about sustainability at Avery, visit avery.com/ecofriendly *Recyclability and sustainably sourced claims are based on our company’s internal assessments and methodologies, have not been independently verified or third-party certified, and may vary depending on local recycling capabilities, sourcing practices, and product type. Information current as of August 2025.

Winner’s Circle

LaSalle Printing and Office Supply celebrates 50 years

Fifty years ago, Bill and Johnnie Cockerham and their two sons, Dean and Mickey, celebrated New Year’s Day by opening LaSalle Printing in Jena, Louisiana. Armed with legal pads, the two sons were sent out to sell primarily print services. The company grew steadily, adding office supplies to its inventory and changing its name to LaSalle Printing and Office Supply to reflect this expanded offering.

After Johnnie passed away unexpectedly in 1979, the three men continued to run the family business. They built a new, larger store in 1983, eventually opening in two additional locations.

In 1990, Bill’s daughter Vicki joined the team and, for the next 15 years, worked to help develop the company’s printing and graphics division.

Other family members also contributed to the business over the decades—including Bill’s granddaughter, Leslie Calk, who has worked for LaSalle Printing & Office Supplies in various roles for more than 18 years, and three other grandchildren.

In 2002, the Cockerham family purchased the old Jena Post Office. Unfortunately, while the building was being renovated, Bill lost his battle with cancer and Dean and Mickey took over as co-owners. Today, the brothers still operate the family business with the same dedication, commitment and fiscal responsibility their father instilled in them—traits they believe have been key to the company’s longevity.

“Our father had a Depression mindset,” says Mickey. “His favorite saying was, ‘You’ve got to crawl before you can walk.’ I think that mentality of not overextending is part of what has kept our business healthy financially.”

The personal touch is another USP, he continues: “Personal relationships are probably the Number 1 reason we have remained successful. We were born and raised here, so there’s a trust factor. We have family and friends here. We are involved in a lot of local organizations and our customers know we are dedicated to the community.”

In fact, LaSalle Printing & Office Supplies was recognized last month during the LaSalle Economic Development District’s meeting in honor of its 50th anniversary.

This notwithstanding, Mickey acknowledges that the “Buy Local” mantra has lost some of its power in the digital age: “‘Buy Local’ doesn’t have as much of an impact as it did in the 1970s and 1980s because customers have more options. We’ve always had competition—

early on, it was mail ordering from Quill; then, in office products, Staples and Home Depot. Now it’s Amazon. The difference today, though, is technology. It’s affected the industry significantly, especially over the last few years. What used to be isolated small towns can now shop globally. And the younger clientele are used to computers and online ordering. Many don’t understand or want to meet face to face or to pick up the phone. They are more interested in convenience than in relationships.”

In fact, when walk-in business began to drop off, largely due to this shift in buying habits, the company adapted by consolidating its three locations into its Jena headquarters. Another seismic shift in customer buying patterns resulted from the COVID pandemic. “It changed

everything for us, and for just about all industries, and we haven’t fully bounced back,” Mickey admits, citing current annual sales of $700,000 to $800,000 versus just over $1 million pre-COVID. “We stayed open on a limited basis because we sell jan/san products like masks and disinfectant, but we let our employees come in on a voluntary basis.”

Looking to the future, Mickey tells a familiar tale: “I have four kids

and grandchildren, and none of them is interested in going into the business. And I think, whether big or small, others are in the same boat. We haven’t made a decision on the future yet; but we are 66 and 68, and we don’t see ourselves still working in 10 years’ time—so we might be interested in selling if the right offer came along. But we feel blessed to have been able to be in this business and industry for 50 years.”

Winner’s Circle

Office Central acquires Schoolhouse Products

Canadian independent dealer Office Central has expanded its presence in the education and hospitality segments.

The company has acquired the Canadian division of Schoolhouse Products, a business formed in 1989 that initially served the Ontario market but today is one of the country’s largest distributors of furniture for the education market, as well as hotels, conference centers and churches.

“The addition of Schoolhouse Products is a natural fit for Office Central, Baldwin School Supplies and Brant Basics,” commented Office Central. “This acquisition … enables us to provide customers with a more comprehensive, streamlined suite of solutions—delivered through a simplified, integrated experience.”

The company emphasized that the Schoolhouse Products name will remain in place, stating that it had earned a strong reputation in Canada and the US and that preserving its identity was a “priority.” It also confirmed that current customer relationships, contracts and service commitments will be “fully uninterrupted.”

Schoolhouse Products CEO Walter Posusta said the transaction “provides the scale, resources and expanded reach needed to support more institutions across Canada.”

Storey Kenworthy donates $10,000

plus food to those in need

Storey Kenworthy, Des Moines, Iowa, recently showcased its community spirit by hosting a food drive for families in need.

Alongside the generous donations collected, the Storey Kenworthy and Workspace Foundation proudly contributed $10,000, with $2,000 each going to Food at First, Polk County Northside Food Pantry, Urbandale Food Pantry, Hawkeye Area Community Action Program Food Reservoir and Northeast Iowa Food Bank.

McCartney’s Workplace Solutions president honored

Randy Green, president of McCartney’s Workplace Solutions, Altoona, Pennsylvania, has been named in the Pennsylvania Business Central Top 100 list, which

recognizes regional leaders for professional achievements and community involvement.

Green has also been honored as a Paul Harris Fellow—a distinction established in 1957 that recognizes individuals who support the Rotary Foundation through significant contributions and a commitment to service.

Green is an Altoona native who has worked in the family-owned business since he was 15. After earning a degree in business economics from Penn State University, he returned to help

lead McCartney’s Workplace Solutions, which is now celebrating 100 years of family ownership and nearly 140 years of serving Central Pennsylvania. In addition to heading up McCartney’s, Green has served on numerous local boards and organizations, as well as on a five-county “Buy Local” advocacy group.

“Randy’s leadership reflects the values that have guided our family business for generations,” said McCartney. “We are proud to see him recognized for both business excellence and community impact.”

Spry Inc. helps Homes of Hope Eakes duo make Top 35 Under 35

Spry, Inc., Anderson, Indiana, has enthusiastically partnered with Youth With A Mission on its Homes of Hope project, which saw six homes built in just two days for families in need in San José, Costa Rica. Sixteen Spry teammates and guests transformed concrete slabs into finished spaces with three rooms, a metal roof, fresh paint and a furniture package. Each home became truly livable and a source of hope. In addition to volunteer labor, Spry supported the build with program fees, materials costs and contributions for furniture packages and essential household items.

“At Spry, we believe giving back should be more than just writing a check; we want to serve in a way that is personal, relational and hands-on,” said chief people officer Derek Gillam. “The Homes of Hope experience allows our teammates to step outside their day-to-day roles and directly impact families by helping provide something as foundational as a safe place to live. Experiences like this strengthen our culture, remind us of our shared responsibility to others and reinforce the idea that business can be a powerful force for good when people are willing to show up and serve.”

Megan O’Neill, purchasing manager, and Kalynn Sharp, furniture specialist, at Eakes Office Solutions, Grand Island, Nebraska, have been included in the 2026 Grand Island Top 35 Under 35.

“Eakes is incredibly proud of Megan and Kalynn for being named among the Grand Island Area Economic Development Corporation and Chamber of Commerce’s Top 35 Under 35,” said managing partner Paul McKinney, who became president and CEO of the company effective September 2026. “Their leadership, community impact and dedication to excellence exemplify the values we strive for as an organization. This recognition reflects not only their personal achievements but also the positive influence they bring to our team, our clients and the greater Grand Island community.”

Guernsey COO named Young Professional of the Year

Jake Mages, chief operations officer at Guernsey, Inc., Dulles, Virginia, was named Young Professional Leader of the Year at the Loudoun Chamber of Commerce’s 2026 Community Leadership Awards.

“I’ve run out of superlatives to describe Jake,” admitted CEO and president David Guernsey. “He’s

young, smart, energetic, makes commitments and follows through on those commitments. He is a rare talent and we’re blessed to have him on the Guernsey team. And I should mention also that Jake’s a dedicated family man, joining his wife, Lindsey, as they raise two young children.”

DeliveringHope

As the 2026 Spirit of Life honoree, Greg Welchans reflects the speed, service and integrity that define the Business Products Industry. Together, we’re accelerating research breakthroughs, advocating for veterans, advancing whole‑person care and strengthening a legacy of generosity that has shaped our industry for decades. Join the industry in bringing hope to life. cityofhope.org/NBPI

GREG WELCHANS PRESIDENT, DISTRIBUTION MANAGEMENT

2026 SPIRIT OF LIFE® HONOREE, NATIONAL BUSINESS PRODUCTS INDUSTRY

EZ Office Products Secrets of Success

For Gary Molz, vice president of EZ Office Products, the secrets to the company’s success are rooted in how “success” itself is defined.

“I’m not sure we are successful by normal standards— financially or in that we drive expensive cars,” he muses. “For us, success means contributing more to society than we take away. Our philosophy is not to sell things, but to help people buy what they need. If EZ Office Products didn’t exist, would our community be missing something? We believe the answer is yes; and we believe that is what makes us successful.”

According to Gary, this value includes giving back to the community through actions like sponsoring the local school’s softball team, buying 500 boxes of Girl Scout cookies to give to customers and donating to nonprofits such as the Black Man’s Coalition for underprivileged children and United Way. “These are the things that drive us and make business rewarding,” he explains. “Of course, I am a capitalist because you can’t do these things if you don’t make a profit. But our business model follows the ‘three Ps,’ in this order: do we treat our people well? Yes. Do we do our best to be good to the planet? Yes. Do we make a profit? Most of the time!”

A stint in a furniture factory with a toxic work environment prompted Gary’s father to open his own furniture business, despite a lack of both funds and sales experience. After school, his father would pick up Gary and the two would make deliveries together. When his father retired early for health reasons, Gary took the reins and grew the company into the largest of its kind in Pennsylvania. Later, he met his wife, Rose, and in 2002 he left the family business to help her start EZ Office Products in Madison, Wisconsin.

Today, however success is defined, Gary believes the key is straightforward: “There’s no secret to being successful—just hard work, something I learned from my

father. Especially in this industry, you have to work hard; not just today, but tomorrow and the next day and the day after that. Consistency is essential. The day you stop consistently working hard is the day you start sliding backwards. If you’re willing to work harder than anyone else, you will continue to do better than the competition.”

Gary also urges other dealers to keep up to date with emerging trends and industry developments. “Always find a way to stay relevant,” he elaborates. “Also, like my father used to say, ‘Never give up.’ There have been times in this industry when I thought we might not make it, but we kept going and came through. We’ve had competition all our lives—Staples; now Amazon—and we are still in business, which I think is a form of success in itself.”

Indeed, Gary suggests that the opportunities for dealers to succeed have never been better, thanks to—rather than in spite of—the recent shakeup in the market: “I believe as an industry we relied too much for too long on wholesalers. Essendant going away forced us to look way outside the box and now we are able to better chart our own course.” Company info

Headquarters: Madison, Wisconsin

Top management: Rose Molz, president; Gary Molz, vice president

Number of employees: 14

Annual sales: $6.5 million

Percentage of sales by category: Office products 40%; janitorial 40%; food service disposables 12%; furniture 8%

Canadian dealers regroup under Novexco Industry News

Canada’s leading independent dealers have joined forces under the auspices of Novexco.

Rumors had been circulating for several months that changes were imminent in the Canadian IDC. Finally, on February 5, multichannel operator Novexco confirmed the addition of 90 dealers from Canadian Workplace Solutions (CWS) and Guild Stationers to its network.

The development—described as a “transformative milestone”—marks the end of CWS as a standalone dealer-owned buying group and consolidates the bulk of Canada’s independent dealer base under the Novexco umbrella. The enlarged organization comprises close to 140 dealer members operating approximately 220 locations across all 10 provinces.

Including dealer staff, Novexco and its members now employ more than 4,000 people and generate aggregate group sales of about C$750 million (US$549 million)—split roughly 50-50 between the dealer network and Novexco’s other operations, such as wholesaling and national contracts.

CWS itself was only formed three years ago from the merger of the CIS and Basics groups, with Guild joining as a shareholder. This combination was triggered by growing pressures on the local dealer community—not least because of Staples Canada’s acquisition of leading Basics member Denis in 2022, which removed a significant chunk of Basics’ volume overnight.

It didn’t take long for IDC stakeholders to realize that further rapprochement would be beneficial for the channel. In late 2023, CWS entered into a purchasing alliance with Novexco, allowing the two

parties to negotiate jointly with vendors while remaining legally separate entities.

At the time, both organizations stressed there was no intention to merge. However, the economics of running a standalone buying group in a shrinking and cost-intensive market proved difficult to sustain for CWS.

With the purchasing agreement working well, Novexco CEO Denis Mathieu said that he had started the ball rolling on bringing the organizations even closer together during an incentive trip with dealers in March 2025. It was a strategic idea—Mathieu referred to it as the “logical next step”—which was received positively by all stakeholders and the wheels were then put in motion to bring CWS into the Novexco fold.

Under the new arrangement, CWS members have become shareholders of Novexco. CWS is set to be wound down once remaining administrative matters—including final rebate settlements—are completed. Its dealers will now

operate within Novexco’s structure, primarily under the Basics and Office Plus banners.

Guild Stationers is taking a slightly different, but equally significant, path. While it will remain a separate entity and continue to manage its Office Pro dealer network, it has joined the Novexco ecosystem as a single shareholder—similar to its previous relationship with CWS. At the same time, it has sold its warehouse facility to Novexco in order to focus on areas such as marketing and accounting. The new structure is designed to preserve local brand equity while centralizing purchasing, data, category management and logistics. From a supplier perspective, it creates a single national point of negotiation covering the overwhelming majority of Canada’s independent dealer volume. For independents, it promises greater buying power, broader assortments and access to a robust delivery platform that would be impossible to replicate individually.

“This development represents far

more than organizational growth,” added Mathieu. “It reflects our belief that the future of the industry lies in smart alliances which combine national reach with local roots.”

As part of the transition, Angie Bukta, who first led CIS and then became president of CWS, has joined Novexco as SVP of dealer development and strategy. Reporting directly to Mathieu, she will act as a dedicated liaison for the expanded dealer community, focusing on onboarding, program development and alignment across the different banners.

Novexco says the enlarged network will operate under several complementary go-to-market brands. Hamster serves as the “national pillar,” while Basics and Office Plus provide continuity for former CWS dealers. Office Pro will continue as

the Guild banner for its mostly smaller businesses.

How these brands will evolve remains to be seen. Novexco has invested significantly in raising the profile of the Hamster name among Canadian consumers over the past six years, increasing its brand awareness in Quebec from 6% to 60% and countrywide from 1% to 20% in that time. It will be down to individual former CWS dealers to decide whether they want to tap into this marketing effort.

Strategically, the move protects volumes within the Canadian IDC and will likely make it more difficult for the likes of Staples and Grand & Toy (part of The ODP Corporation, now owned by Atlas Holdings) to acquire dealers. Perhaps with these US-owned competitors in mind, Novexco highlights its

Canada-based governance and decision-making model, which enables it to remain “closely connected to the economic and operational realities of the regions it serves.”

Notwithstanding Novexco’s Canadian roots, Mathieu firmly believes its increased scale will enable the company and its resellers to compete more effectively with large international players—which, naturally, include Amazon.

Looking ahead, Mathieu said a priority is to diversify into adjacent product categories, admitting that Canadian dealers are probably still too reliant on core stationery and office products lines. This should give Novexco’s independent resellers a good runway for growth in segments where the group as a whole is seeing increases of up to 25% a year.

Industry News

WSA announces scholarship applications

The Workplace Solutions Association (WSA) is now accepting applications for its annual scholarship awards.

Created more than 50 years ago, the WSA Scholarship Fund has now awarded nearly $3 million in scholarships to families of office products and office furniture dealers and is supported entirely through individual and member contributions.

Employees and immediate family members of all WSA member companies are eligible to apply for this year’s scholarships until April 30. Candidates must have graduated from high school or its equivalent before July 1 of the year in which they would use the scholarship and have an academic record sufficient to be accepted by an accredited college, junior college, technical institute or accredited trade school.

“The future of our industry depends on the next generation,” said WSA president Elena Wuchner. “We encourage members to share this opportunity with their teams and invest in developing the skills and potential of young learners who will lead our industry forward.”

More details can be found here

City of Hope recognizes GOJO and Jaros

The City of Hope Facilities, Breakroom and Safety (FBS) executive board has selected GOJO and its CEO, Carey Jaros, as the 2026 HOPE Awardee.

This distinguished recognition from the emerging jan/san, industrial, foodservice and packaging sectors of the National Business Products Industry (NBPI) will be presented between May 26-27 at the Firestone Country Club in Akron, Ohio.

Jaros and GOJO have been dedicated supporters of City of Hope for more than a decade through the annual NBPI fundraising campaign. Over the years, GOJO has partnered with and contributed to City of Hope in numerous ways, including participating in NBPI and FBS events, hosting GOJO-sponsored activities, leading product-based fundraising promotions and supporting the Direct Mail Corporate Matching Gift Program.

“We are fortunate to have a strong roster of potential HOPE Award candidates, but honoring Carey and GOJO this year— especially at their home venue—was an easy and unanimous decision,” said FBS executive board chair Nick Lomax, SVP at S.P. Richards. “There is no more deserving recipient and we look forward to a tremendous turnout from the FBS community as we celebrate City of Hope, FBS, Carey and GOJO.”

To learn more and register for the 2026 FBS HOPE Awards dinner and golf outing, hosted by the City of Hope’s FBS executive board, please visit https://onecau.se/fbsawards

Double acquisition for ORS Nasco

US jan/san, industrial, safety and MRO wholesaler ORS Nasco has announced two acquisitions.

The distributor—formerly owned by Essendant—has purchased AD Member Supply, the US warehousing division of Affiliated Distributors. The deal comprises the AD warehouse facility in Indiana, which will now be operated by ORS Nasco.

The other transaction involves Alliance Distribution Partners, a Tennessee-based national redistributor of industrial and safety products.

ECI publishes AI readiness report, appoints CTO to drive strategy

Technology services provider ECI says SMB principals are bullish on AI, but many are not yet prepared to turn it into measurable outcomes.

That was one of the key takeaways from ECI’s newly released AI Readiness Report: Data, Trends and Real-World Challenges, which was based on a survey of more than 550 SMB leaders across the US, Canada and Australia.

With labor shortages and operational complexity rising across manufacturing, distribution and field service, SMBs are looking to AI for relief, but gaps in data readiness and internal expertise are slowing adoption and impact.

Key findings from the survey—which details where AI is being applied and what is blocking progress—include:

• Optimism is high, execution is uneven: More than 70% of SMB leaders hold a positive view of AI, but adoption and maturity are uneven.

• Demand is concentrated in core operations: Among SMBs

using or planning to adopt AI, 60% identified data analysis and reporting as a key focus, followed by content creation and marketing at an average of 49%, customer service at 42% and inventory management at approximately 34%.

• Results are not guaranteed: Nearly 40% of respondents said they have not yet seen measurable results from AI initiatives.

• Readiness gaps are a bottleneck: Lack of in-house expertise, data readiness and clarity on where to begin are the miain barriers to adoption.

• Pressure is accelerating timelines: Leaders in manufacturing, field service and distribution reported heightened urgency driven by labor shortages and ongoing operational challenges.

Meanwhile, ECI’s new Chief Technology Officer (CTO) has been tasked with driving the company’s AI

development strategy globally.

Jack Wood brings more than 25 years of engineering leadership experience, including roles at Wayfair and Bells Labs. Most recently, he was head of engineering at US financial firm Symetra.

“We have strong momentum in applying AI across ECI and now we need to drive scalable execution,” said CEO Trevor Gruenewald. “With Jack’s leadership, we will accelerate platform modernisation and deliver practical AI that’s reliable in production and has tangible impact to our SMB customers.”

Lores leaves HP

HP Inc has announced that CEO Enrique Lores has left the tech giant after more than 35 years with the firm.

After beginning as an engineering intern, Lores—who grew up in Spain— rose through the ranks at HP, becoming CEO in 2019. His achievements in the top job included fending off a hostile bid from Xerox, steering the company through the COVID pandemic and repositioning HP’s product and services offerings for the hybrid workplace.

In a press release, HP revealed Lores had departed to “pursue another professional opportunity” – with PayPal confirming he will become its CEO on March 1, after it fired Alex Chriss. HP board member Bruce Broussard has been appointed as interim CEO after Lores’ sudden exit while the PC and print vendor searches for a permanent successor.

Haworth acquires in Canada

There has been further consolidation in the office furniture supplier channel.

Global Number 3 commercial furniture giant Haworth has acquired a majority shareholding in Tayco, a Canada-based maker of office furniture and case goods.

Tayco—founded in 1975 and headquartered in Toronto—will continue to operate independently under the leadership of Bill Melnik and its senior management. It will maintain the same team, business model and “open-line” approach to the market. Existing customers and dealer partners can expect full continuity in products, services, programmes and relationships, Haworth stated.

The US firm said its Canadian

dealer network can now provide furniture and interior solutions that incorporate locally manufactured products. It pointed to additional benefits, including shorter lead times on key product lines, improved supply chain resilience and stronger ESG and local economic impact reporting.

“Our dealers are trusted partners to governments, institutions and businesses in their communities,” said Susan Carpenter, regional VP for Canada at Haworth. “This acquisition gives them a stronger story to tell about local investment, jobs and Canadian-manufactured options within the Haworth portfolio.”

WHERE INDEPENDENT DEALERS FIND THEIR ADVANTAGE

“We joined AOPD in 2015 to fill a coverage gap, and it quickly became clear it was the right fit for Office360. Since then, we’ve grown significantly, expanding our technology and focus on large, multi-location accounts. Winning the IHN Vizient account with AOPD is something I’ll never forget.”

Steve Nahmias

Principal, Office360 AOPD Member since 2015

HNI sees positive RTO trends

Office furniture manufacturer HNI has highlighted heightened return-to-office (RTO) activity and improved leasing trends as key drivers behind a more optimistic outlook for the workplace furnishings market.

On its latest earnings call, management revealed office leasing activity reached a post-pandemic high in the fourth quarter of 2025, with annual leasing up more than 5% and net absorption of office space turning positive— historically an indicator of future industry demand. The company added that while new office supply remains a headwind, it is seeing multiple cyclical growth drivers beyond new construction and expects remote working levels to decline further in 2026.

The improving backdrop is also visible in HNI’s order pipeline. Executives cited strong bidding activity and pre-sales metrics, particularly in large contract projects, as well as solid hospitality demand and growing a need for design support services.

For its legacy workplace furnishings business, 2025 organic net sales rose 6% year on year to $1.98 billion. Growth was driven by strong contract brand performance and an additional week in the fiscal year.

Profitability improved more sharply. The segment’s adjusted operating margin increased 100 basis points to 10.5%, reaching HNI’s stated double-digit margin target. Over the past three years, operating margin has expanded by nearly 900 basis points as the company reaped the benefits of productivity initiatives, price-cost recovery, portfolio actions—including the ramping up of its production facility in Mexico and the offloading of HNI India—and synergies from the earlier Kimball International acquisition.

HNI expects further improvements ahead, forecasting

mid-single-digit organic revenue growth and continued margin expansion in workplace furnishings in 2026 despite a soft first quarter due to shipment timings and ongoing investments.

Commenting on the recent Steelcase acquisition, HNI CEO Jeff Lorenger said the combination “will not only transform our company, but also the workplace furnishings industry.”

The deal closed on December 10, 2025 and gives the combined company pro forma revenue of more than $5.8 billion, with around $670 million of that from HNI’s residential fireplace business.

HNI is targeting $120 million in synergies from the acquisition, focused primarily on the Americas, and expects the transaction to become modestly earnings-accretive in 2026.

Lorenger stressed that integration will prioritize continuity for customers and the channel, noting there are no plans to change dealer partnerships, sales forces or brand distribution. Early feedback from dealers and customers has been positive, he added, citing complementary brands, geographies and go-to-market capabilities.

GP Pro promotes Medina

Georgia-Pacific has appointed Nate Medina as SVP and general sales manager of its GP Pro B2B unit.

In the role, Medina will oversee field sales, national accounts and distribution teams, with responsibility for commercial execution and customer relationships across the professional products business.

Medina has been with Georgia-Pacific for 14 years and has held a number of leadership positions within the Consumer Products group, spanning sales, strategy and commercial finance. He previously served as VP and general manager of the Retail Tissue, Towel and Napkin business and most recently led GP Pro’s Towel and Napkin division.

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Industry News

BradyPLUS and Imperial Dade confirm merger closing

The merger of jan/san and facilities giants BradyPLUS and Imperial Dade has closed.

The companies announced the news in a press release published on March 12. Their intention to join forces—creating a $10 billion-plus distribution powerhouse—was revealed last August. At the time, they said the transaction would take “several months” to complete.

That has now been achieved, although details of how the

combined business will operate going forward were scant.

Imperial Dade’s Jason Tillis will lead the company as CEO, while BradyPLUS CEO Ken Sweder has a seat on the board “to support a smooth leadership transition.”

It was also announced that Manny Perez de la Mesa—already a director at Imperial Dade—will chair the new board. Bain Capital, Kelso, Advent International, Warburg Pincus, FEMSA, the Tillis

Family and company management are among the shareholders that will also have board representation.

Other information—such as key leadership roles—the company name and the location of the head office, was not provided.

Emerald Ecovations expands facility

Sustainable materials manufacturer Emerald Ecovations has expanded its manufacturing operation in Arkansas.

The enlarged site now spans approximately 75,000 sq ft and will serve as a combined manufacturing and distribution hub for the company’s miscanthus-based fiber. The expansion—which will double fiber output—is intended to strengthen domestic supply as distributors and manufacturers seek alternatives to traditional pulp sources.

Emerald said the additional capacity will support customers in sectors including packaging, foodservice, janitorial and consumer packaged goods, while also helping improve supply-chain reliability amid tighter global fiber markets. The company positions its material as a US-grown, tree-free alternative designed to reduce reliance on imported products.

The project is expected to create new roles across plant operations, logistics and sales.

According to CEO Ralph Bianculli, the investment aims to provide distributors and converters with greater stability and access to domestically produced sustainable materials.

The expanded facility is scheduled to come fully online in the near future.

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Cintas snaps up UniFirst after improved offer

Almost a year after abandoning its attempt to acquire uniform rental and facility services rival UniFirst, workwear giant Cintas has confirmed a deal has finally been agreed.

Cintas will purchase UniFirst in a cash and stock transaction that values the latter at $5.5 billion, some $400 million higher than Cintas previously offered. The price represents a UniFirst share value of $310, over 50% higher than its closing price on March 9.

“This transaction follows a thoughtful and thorough evaluation by our board, leadership team and members of the Croatti family [who control around two-thirds of UniFirst’s voting power], and we are unanimous in our conviction that this transaction is in the best interests of UniFirst and all our stakeholders,” commented UniFirst Chairman Joe Nowicki.

Together, Cintas and UniFirst have annual sales of more than $13 billion and serve around 1.5 million customers in the US and Canada. Operating cost synergies of $375

million have been targeted by the fourth anniversary of the closing of the acquisition—expected to be by the end of this year. Cintas said the “overwhelming majority” of UniFirst’s 16,000-plus employees are expected to have opportunities in the combined company.

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Paul A. Miller, legislative counsel, Workplace Solutions Association

The small business policy environment in 2026

Small businesses are facing a mixed policy environment shaped by aggressive regulatory restructuring, tax changes, immigration enforcement and renewed debates over competition policy. For policymakers, the central question is not whether small businesses remain the backbone of the US economy—they do—but whether current federal actions will strengthen entrepreneurial growth or create new headwinds.

Congress and the Trump administration are pursuing an agenda focused on deregulation, tighter immigration controls, targeted tax incentives and a reorientation of federal small-business support programs. While many proposals promise relief and competitiveness, others raise concerns about access to capital, workforce availability and market stability.

The policy landscape suggests there are significant opportunities for some small firms—particularly domestic manufacturers and tech innovators; but also new risks for immigrant-founded businesses, service firms dependent on labor and companies reliant on federal assistance programs.

Access to capital and SBA restructuring

Perhaps the most consequential development is the administration’s overhaul of the Small Business Administration (SBA).

Recent actions include:

• planned workforce reductions of roughly 43% at the SBA as part of broader federal downsizing;

• proposed FY’26 budget cuts of $167 million to entrepreneurial development programs and $111 million in administrative reductions; and

• the potential elimination of many counseling programs, such as women’s business centers, SCORE chapters and veterans’ business outreach centers.

Supporters argue the moves will:

• refocus the SBA on core lending;

• reduce federal overhead; and

• streamline bureaucracy.

Critics warn the cuts could:

• reduce technical assistance for startups;

• harm underserved entrepreneurs; and

• slow small business formation in rural and minority communities.

Congressional outlook: Expect bipartisan scrutiny. Even many Republicans historically support SBA counseling networks in their districts.

New SBA loan eligibility restrictions

One of the most controversial 2026 policy changes is the administration’s decision to bar businesses with non-citizen ownership from SBA loans.

Key facts:

• Effective March 1, 2026.

• Requires 100% US citizen ownership for SBA loan eligibility.

• Reverses prior policy allowing limited foreign ownership.

• Could affect millions of legal immigrant entrepreneurs.

Potential benefits for small businesses:

• Prioritizes domestic ownership.

• Aligns with “America First” economic policy.

• May redirect capital to US-born entrepreneurs.

Potential risks:

• Noncitizens operate about 15.9% of non-employer businesses.

• Could reduce startup formation.

• May particularly affect the hospitality, retail and franchise sectors.

• Risks limiting job creation in immigrant-heavy regions.

Congressional outlook: Expect sharp partisan divide. Democrats are already signaling pushback, while many Republicans support the restriction.

Tax policy and the “One Big Beautiful Bill” Act

The major 2025 tax package continues to shape the 2026 small-business environment.

Key small business provisions:

• Permanent 100% Section 179 expensing for qualified property.

• Full expensing of domestic R&D costs beginning in 2025.

• Retroactive R&D expensing option for qualifying small businesses.

• Expansion of opportunity zones and low-income housing tax credit incentives.

Potential benefits for small businesses:

• Strong incentives for capital investment.

• Boost for domestic manufacturing.

• Improved cash flow for innovative startups.

• Enhanced tax certainty.

Potential risks:

• Benefits skew toward capital-intensive firms.

• Service-sector small businesses see less direct relief.

• Deficit concerns could trigger future tax fights.

Congressional watch item: Whether lawmakers extend or modify pass-through deductions remains unresolved.

Regulatory relief vs. market uncertainty

Reducing regulatory burdens remains a top priority among small firms—88% say it should be a major focus for policymakers.

The Trump administration is pursuing:

• broad deregulatory initiatives;

• agency workforce reductions;

• a review of financial and AI rules; and

• a federal “AI Action Plan” emphasizing innovation over precaution.

Potential benefits for small businesses:

• Lower compliance costs.

• Faster permitting.

• Less paperwork burden.

• More room for AI adoption.

Potential risks:

• Regulatory uncertainty.

• Patchwork state rules (especially on AI).

• Increased litigation exposure.

• Market volatility during transitions.

Antitrust

policy

Interestingly, some business groups are urging the Trump administration to increase antitrust enforcement to combat market concentration. In particular, market consolidation in the technology, payments, healthcare and grocery distribution sectors has been cited as squeezing smaller competitors.

WSA Focus

The administration now faces competing pressures, including:

• a pro-business deregulatory philosophy;

• a conservative populist push against monopolies; and

• tech competitiveness concerns.

Congressional outlook: Bipartisan appetite exists for targeted competition reforms, especially in digital markets.

Trade, tariffs and supply chain pressures

Trade policy remains a major wild card.

Small businesses have expressed concern about:

• rising tariffs;

• slowing global growth;

• supply chain instability; and

• immigration policy impacts on labor supply.

Meanwhile, bipartisan lawmakers have introduced the Trade Review Act of 2025 to reassert congressional oversight of tariffs.

What to watch in 2026:

• Potential new tariffs.

• Congressional pushback.

• Reshoring incentives.

• China competition policy.

Workforce and labor policy shifts

Labor policy changes are quietly reshaping the small business landscape. Key developments include the following:

• Union election activity fell significantly after changes at the National Labor Relations Board.

• The administration has taken steps that critics say have weakened organized labor’s enforcement capacity.

Potential benefits for small businesses:

• Reduced union pressure in some sectors.

• Greater employer flexibility.

• Lower compliance risk.

Potential risks:

• Continued labor shortages.

• Ongoing wage pressure.

• Worker retention challenges.

• Customer service risks in understaffed firms.

Innovation policy

Congress is still actively considering ways to strengthen the innovation pipeline. The Small Business Innovation Research Administrative Funding Act aims to improve long-term planning for federal small business innovation programs. The Small Business Innovation Research/Small Business Technology Transfer programs:

• support high-growth startups;

• fuel defense and health innovation; and

• provide non-dilutive capital.

Congressional outlook: This is one area with strong bipartisan support and likely incremental expansion.

Cross-cutting risk factors for small businesses in 2026

Immigration policy

Tighter immigration enforcement and loan eligibility rules could:

• reduce entrepreneurial formation;

• tighten labor markets;

• increase wage pressure; and

• reshape the franchise and service sectors.

Federal budget pressures

With ongoing deficit concerns:

• SBA funding fights are likely;

• tax provisions could be revisited; and

• grant programs may face scrutiny.

Technology

and AI disruption

The administration’s pro-innovation AI stance may:

• help tech-enabled small firms;

• increase competitive pressure on traditional businesses; and

• accelerate workforce displacement debates.

Who wins and who faces headwinds

Likely winners include:

• domestic manufacturers;

• AI-enabled startups;

• capital-intensive small firms;

• defense and innovation contractors; and

• firms benefiting from expensing provisions.

Potentially vulnerable players include:

• immigrant-founded businesses;

• labor-intensive service firms;

• rural entrepreneurs reliant on SBA counseling;

• franchise operators; and

• small retailers facing consolidation pressure.

What to watch on Capitol Hill in the next 12 months

High-probability action areas:

• SBA funding fights.

• Antitrust legislation.

• AI regulatory framework.

• Tax extender debates.

• Trade/tariff oversight.

Wild cards:

• Immigration-linked business policies.

• Second round of major tax reforms.

• Federal workforce reductions affecting permitting.

• State-federal AI conflicts.

Bottom line: is the policy environment pro-small business?

The honest answer in 2026 is it depends on the business model.

The pro-growth case

The Trump administration’s agenda is clearly designed to:

• lower regulatory costs;

• accelerate domestic investment;

• promote innovation; and

• reduce federal footprint.

For many growth-oriented firms, particularly in manufacturing and technology, the environment may become more favorable.

The cautionary case

At the same time, several policies could create friction, in the form of:

• reduced SBA support infrastructure;

• stricter immigration rules;

• workforce pressures;

• market concentration concerns; and

• policy volatility.

Small businesses in 2026 are navigating one of the most

consequential policy transitions in a decade. Congress and the Trump administration are pursuing an agenda that prioritizes deregulation, domestic ownership and capital investment incentives.

For well-capitalized, innovation-driven small firms, the environment may become more competitive and opportunity-rich.

For labor-dependent, immigrant-founded or federally supported small businesses, the policy shift introduces real risk.

The next year will determine whether Washington can strike the right balance between deregulation and support—or whether policy whiplash will create new uncertainty for America’s entrepreneurs.

WSA and ILSR partner to help dealers protect their public sector business

Mike Tucker, executive director, Workplace Solutions Association

Early in my career as executive director of the Workplace Solutions Association (WSA), I was introduced to a nonprofit called the Institute for Local Self-Reliance (ILSR). One of ILSR’s key focuses is supporting local retail and fighting big-box dominance. I shared much of its research in presentations given at Industry Week and other industry events. I warned dealers of the harm Amazon was doing to small businesses of all types, not to mention their local economies. Tips were shared on how to educate customers and employees in the hope this awareness would slow the growing loss of business. But then came the COVID pandemic and other industry challenges, and these presentations ended.

During the second half of last year,

there was growing concern among dealers over the loss of market share to Amazon. Their public sector customers have become a major target of Amazon’s efforts. Around the same time, ILSR was working on a new webinar, entitled “How to Help Your Local Government Stop Buying from Amazon, Save Money, and Support Local Business.” This webinar was presented on February 13 and was viewed by dozens of WSA members. The content, data and “how-tos” shared from ILSR’s research present dealers with a wealth of material on how to reclaim their public sector accounts. WSA is currently working on a strategic partnership with ILSR to educate and support dealers in this battle. In the coming weeks, we will be announcing a series of webinars,

roundtable discussions and other communications covering topics such as:

• Amazon’s growth in the public sector;

• Amazon spending data;

• the truth about dynamic pricing;

• how public agencies are unusually vulnerable to abuse;

• how to find out whether and how much accounts buy from Amazon;

• how to access and share information;

• how to request public records for Amazon purchases; and

• successes and challenges.

Stay tuned for more information on this and other WSA programs throughout the year. If you have any questions in the meantime, you can contact me at miket@issa.com

Lisa Veeck talks to dealers about the tech-based providers helping their businesses thrive

by Lisa Veeck

TECH DECK

TECH

AOSware

New York City-based Jason Office Products began looking for a new software provider because its existing system was expensive and unstable and didn’t have the capabilities and value that others seemed to offer. Vice president Jason Novatt was investigating alternative platforms when he met Sonny Arora, a managing partner of AOSware. Novatt liked what he saw and signed up with AOSware on December 1. The new site went live exactly one month later.

Novatt suggests that the key features of AOSware are its ease of use and expanded product selection: “The site is self-explanatory: customers can easily find what they need with the improved search engine. Purchasing is better now: we can track customers’ buying history, account pricing and bulk savings opportunities. Previously, we could only show certain vendors’ products,

ECI

Emerald Business Supply, Philadelphia, Pennsylvania, has been using ECI software for a while, but was keen to upgrade its user experience for existing and potential customers. Last year, at an industry event, Emerald management heard some dealers discussing ECI’s EvolutionX and decided to contact the company to request a live demonstration.

“The greater functionality—having more control over the visuals and greater overall customization capabilities—was appealing,” explains vice president of sales and marketing Jaret Lyons. EvolutionX is a B2B-specific e-commerce

but now customers can search all manufacturers, including new items like ISG furniture and janitorial supplies.”

“You don’t have to, but we use QuickBooks for our accounting,” he continues. “AOS interfaces easily with QuickBooks, but the actual statements are generated through AOS. So if customers say they didn’t get an invoice, we can check and see exactly when it was sent. Punchouts are also integrated seamlessly. Our old system charged us $3,000 to set up, but AOS included it when we switched. The team created the punchout in two days and it has been working flawlessly ever since.”

Novatt and his team also appreciate the system’s intuitiveness: “We received training, but it’s still different once it goes live, especially for actions you don’t do often. Within two days, though, we were comfortable and able to do

everything we needed to.”

And should any problems arise, AOSware is extremely responsive. “Sonny is always available by text or phone,” says Novatt. “So far, there hasn’t been anything major; but if there is an issue, it is usually resolved within a couple of hours.”

Novatt would recommend AOSware without reservation, reiterating: “The AOS team uploaded two years of data—including pricing, customer contracts and order history—and got all that information in the system and the new site up and running in one month!”

platform that integrates with most leading enterprise resource planning systems to create a seamless online shopping experience.

Over the following months, ECI had weekly meetings with Emerald during which they studied other websites and identified the pros and cons of each, analyzing everything from functionality to imagery. “It was a lot of work,” Lyons admits, “but the final product is worth it. We’ve built a website and storefront that have taken us to the next level. It tells a better story, showing what our company has achieved and is capable of. And at the end of the day, it provides a better experience

for our customers. They can find their products more easily. If they want to check out and pay, they can do this effortlessly and get on with their day.”

EvolutionX makes it possible to create landing and other pages in-house, explains Lyons. “I also like the analytics tab, which tells us what customers are searching for and if they found it. The analytics help

Cover Story

us maximize our goals of putting customers first.”

Customer service is another plus, especially the chat feature: “The responses are AI-generated, but there is a real person overseeing it.” In fact, Lyons suggests that one of the most attractive attributes of the software overall is its human element. “Shawn Westphal is by far one of the best representatives for EvolutionX,” he enthuses. “In fact, he is one of the reasons we came on board. He is one of the nicest, most

incredible people. He got on weekly calls—sometimes more often—and made the whole experience the best it could be.”

While training was provided, Lyons acknowledges that uptake is often a matter of personal preference: “We have a mix of employees— some are more old school and don’t really want to learn a new system and would rather use our older interfaced systems. However, a lot of our employees are really taking to the new system. It’s a learning

process because it offers much more functionality.”

“The return on investment is worth it,” he asserts. “It’s a great refresh—a whole new look for the site—and the feedback we’ve received from customers has been phenomenal.”

So, would Lyons recommend the software for other dealers seeking to enhance their customer website experience? “Based on the success Emerald is having, including having more control over the site and the enhanced functionality, 1,000% yes!”

Fortune Web Marketing

Core Office Interiors in San Antonio, Texas, wanted to switch to a web services provider with more advanced sectoral insight. In March 2025, it engaged Fortune Web Marketing—a full-service agency in Asbury Park, New Jersey, specializing in digital presence, search engine optimization (SEO), social media and inbound strategies.

“Fortune has extensive experience in the independent dealer channel, so it is more aligned with our industry and has more knowledge in the furniture vertical and in general marketing,” reveals vice president of marketing and IT Travis Metheny. “We started using Fortune for SEO. Now we use it to create better content. I manage the email and social media in-house, but we use Fortune to supplement our content. We use programs like HubSpot and the integration is seamless.”

According to Metheny, Fortune is great at helping Core stay ahead of the curve: “Last year, Fortune started talking about AI and the need to adapt. Their team helped us start optimizing our website so we will appear in AI search results.”

Metheny also appreciates Fortune’s input on the e-commerce side: “Fortune has helped us grow. I get feedback from other dealers who refer to our site as the standard they want for their own sites.”

Indeed, Core’s website is a visual feast, starting with a landing page that portrays a breathtaking local nature scene, through a number of office interior shots interspersed with San Antonio landmarks, and into a young worker arriving at his desk on a scooter. Popping out of the background is Core’s branding, “Pioneering Tomorrow’s Work Environment, accompanied only by a “Start a Proposal” call to action. In addition to

Core’s product offerings, searchable by product and manufacturer, the site includes industry news, insightful blogs, case studies and financing terms. All of this is served up in a crisp, clean format that allows customers to find what they need—and discover options they had not considered—swiftly and smoothly.

Metheny reports that Fortune’s pricing is also competitive, especially considering the payoff: “They have different levels of service. We use their SEO services and ongoing site management. We are adding email consulting so they can take that over, allowing us to focus on other areas. We are also working toward having them manage our advertising budgets for platforms like LinkedIn and Google.”

But where Fortune really excels, suggests Metheny, is customer service: “Our previous web company was not responsive. A lot of its team didn’t understand the industry. Fortune has great people—a fantastic team, who are all very knowledgeable—and their responsiveness is incredible. If I call to change a strategy, Fortune gets it done. In today’s modern digital space, you need to move fast. It can be hard to do, but Fortune’s team recognizes this need. It’s a pleasure to work with them.”

GOPD

Given the speed at which modern technology moves, any software company that can retain clients over two decades must be doing something right. For Cody Martin, president of Martin’s Office Solutions, Granbury, Texas, GOPD is one such provider. Martin’s Office signed up with GOPD in 2006 and has been delighted with its service ever since.

“We needed more features and a more robust platform than our former provider offered,” recalls Martin. “We chose GOPD and have been very pleased. It’s a good fit for a company of our size. GOPD has continued to make enhancements over the years and the system has the flexibility that allows us to grow.”

According to Martin, the system is straightforward to use for both employees and customers: “The software allows a high degree of

customization, so we can easily change the look and behavior of the program without having to hire a full-time tech person. If we want to change colors or content, we can do this ourselves. If a more extensive design change is needed, GOPD will do it for us. Our customers also like its flexibility and ease of use. Overall, it has improved and enhanced our e-commerce capabilities.”

GOPD also dovetails neatly with other programs, reports Martin: “GODP links seamlessly to QuickBooks, which makes it easy for our accounts receivable and payables. We outsource these functions, which means we don’t have to maintain an in-house server. They do it for us. The GOPD platform also interfaces with our wholesaler. We were an Essendant first call. Switching over wasn’t painless, but

GODP helped us make the transition in three weeks.”

GOPD’s superlative client care is another plus. “I’ve heard horror stories of dealers posting a problem to their supplier and being unable to get a reply or get hold of anyone,” says Martin. “The GOPD team has always been responsive, sending us an answer immediately or in a few hours—never days or weeks. They excel in that regard.”

Meanwhile, pricing is keen and doesn’t involve any add-ons, although different packages are available.

“I would highly recommend GOPD to other dealers,” concludes Martin. “I’d tell them what I’m telling you and why GOPD lists us as a reference. We are pleased with the software and find it a good fit for us; we’ve stayed because if something’s not broken, why fix it?”

Cover Story

Interbiz Group

When prices started fluctuating weekly, daily and even hourly during the COVID pandemic, Walker’s Supply Co., Rocklin, California, knew it needed help with keeping up its margins.

“Before COVID, my brother and I would come in on weekends and review S.P. Richards’ and Essendant’s matrices and update our pricing,” says president and co-owner Jarrod Anderson. “It was not fun and not something we wanted to do. Then, when COVID hit, prices went crazy and became so volatile that we couldn’t keep up.

Walker’s turned to Interbiz Group, a consulting firm that examines companies’ profit and loss statements, margin trends and customer loyalty indicators to help them work out how best to improve their overall profitability.

“We look at Interbiz as our margin maintainer,” continues Anderson. “When our price goes up, our customers’ price needs to go up. It lets me decide things like ‘I want this manufacturer’s prices raised 2%; and this one, where we are not as competitive, lowered by 5%.’ I am very particular about the manufacturers I lead with and want a very specific price structure for the top 2,000 items. For the others, I want

to be sure I don’t look bad, so that if someone searches for a metal filing cabinet, they won’t find a price that is way out of line. Interbiz enables me to have my pricing philosophy carried out by someone else.”

And Anderson reports that Walker’s has reaped impressive benefits from the move. “I’m a big proponent of outsourcing,” he says. “Some dealers want to control things by keeping everything in-house. When we started out, we lacked the resources to outsource. Now we have them, and I’m always trying to do more with fewer people. If I can outsource something and am happy with the results, that’s one less thing that we have to do. With Interbiz, I just upload one file a month and a quarterly business review. It gives me great peace of mind knowing the pricing is being done right and that it stays competitive. It gives us an outside perspective—third-party confirmation that I am not giving margins away.”

Anderson also applauds Interbiz for its superior customer service: “If there is something on my brother’s or my mind, or something we don’t want, we just pick up the phone and call, and we work it out. They are very responsive.”

“I would absolutely recommend Interbiz,” he enthuses. “If people are good at pricing and spreadsheets and enjoy it, that’s one thing. But it’s not what I like doing. Interbiz’s pricing is reasonable and I don’t mind paying someone for things I’m not good at or don’t want to do. Pricing is very important, but it’s not something I enjoy. So I procrastinate. Letting Interbiz handle this for me makes us proactive rather than reactive with our pricing. When I started out in business, I thought I had to do it all myself. But good management delegates. I read in a book that if someone else can do a job 80% as well as you can, you should delegate that task; and Interbiz does it 100% better.”

Logicblock Cover Story

Rod Manson, a subject-matter expert at Rapid Supplies in New York, is no stranger to Logicblock, having used the software platform for 10 years at his previous company. He helped transition Rapid Supplies to the software in 2019–20, when its owners were looking to expand its offerings.

“Initially, Rapid specialized in unique labels and papers and carried about 2,000 SKUs,” explains Manson. “One of the owners had a janitorial background and wanted to bring on janitorial and other products, so they needed a more robust system. They chose Logicblock and now Rapid offers about 185,000 SKUs.”

A more sophisticated system required a revamped website, and Logicblock was ready to assist. “Logicblock has always been ahead of the curve—the capabilities built into the system are unbelievable,” says Manson. “Whenever we ask them, ‘Can we do this?’ the answer is yes. ‘Can we have a Google feed that updates every hour and connects to our analytics?’ Yes. ‘Can we track which customers are buying and which aren’t selling in real time?’ Yes. ‘Can we integrate this software with other programs we use to make our job easier?’ Yes. They tell us where to find it and how to use it; and it doesn’t cost an arm and a leg because the features are already included.”

According to Manson, Logicblock’s integration with other software is a dream: “We are an Amazon seller and the communication between the two is excellent. Amazon order detail pages flow seamlessly into the Logicblock system, and we can pack and ship them mimicking the exact Amazon experience for customers.” He also highlights its integration with QuickBooks—which helps

with hiring too, since so many recruitment candidates today are familiar with the program.

Logicblock’s “amazing customer intelligence dashboard” is another favorite feature: “The dashboard identifies customers at risk, showing products they should have been buying and in what timeframe, but are not. It highlights when a customer’s order is overdue—for example, if a customer should be buying a particular product every 60 days and it’s now 41 days past the due date, that customer is clearly at risk and it glares at you from the dashboard in bright red. Or you might find the customer is only 12 days past its usual order for labels, but 160 days over for copy paper. You don’t have to guess or pull a report. It’s all right there. But if you want, you can dig deeper; the order numbers and product details are all hyperlinked.”

Meanwhile, a product intelligence dashboard “tells me what we sell, how often and where. It shows products that are overdue to buy and flags ones that should be selling but maybe aren’t; so it really helps us with our inventory, so we don’t over or understock items.”

Manson goes on to hail Logicblock’s dedicated customer service and competitive pricing, given everything it includes without costly add-ons. “I would highly recommend Logicblock for any dealer who is looking for economies and who wants to retain and attract new customers,” he concludes.

Built to Fit, Priced to Grow

Your business isn’t one-size-fits-all and your ecommerce platform shouldn’t be either. Logicblock delivers the customization, support, and scalability you need to grow, without locking you into overpriced plans or cookie-cutter templates.

Take a 30-day test drive with real data, real support, no surprises.

OP Software Cover Story

Gregory Modica—CEO and owner of Government Supply Services (GSS) LLC, El Dorado, Arkansas—initially planned to pursue a career in aviation after his military service, but the need to care for his ailing mother prompted a rethink. Instead, he launched an office product business from home 17 years ago. As a veteran-owned company, GSS soon began earning commercial and government contracts; but Modica gradually discovered that using Excel and ledgers to handle pricing was laborious and time consuming. He began researching software programs and, in 2012, signed on with OP Software LLC. What he didn’t realize at the time was that he wasn’t just getting pricing assistance; he was gaining a partner.

“All small businesses need support

and their team—especially Lori, who is my contact—are likable, knowledgeable and available,” says Modica. “I email them for routine support and Lori gets back to me in a few hours or maybe overnight. But if it’s something more pressing, I can call; and if Lori or someone gets back to me in 35 or 40 minutes, the issue will be taken care of. I look at OP Software as a partner. They really understand and believe in small businesses. They are a smaller company and they understand the vital role small businesses play in the economy. They want us to

be successful. Our relationship goes beyond being a satisfied customer; it’s a joint venture—a true partnership.”

Modica is also full of praise for OP Software’s tools, particularly its pricing capabilities: “I get pricing for 100,000 to 200,000 items from a supplier and my pricing depends on the sector—government versus educational institutions, for example. Also, we sell a wide range of products beyond office supplies across different industries. Lori puts in the product numbers and pricing for each of my vendors. The software checks what competitors in the specific industry are charging— commercial versus government, for example. We’ll add, say, 2% for freight and 3% for credit cards, since the ordering is online. It will add these and put in the percentage of profit I want to make—say, 15% on all items—and it has a floor to make sure I don’t sell items below cost. What used to take me three months to do takes 30 minutes with the software. It’s a gamechanger for a small business like mine.”

“It also helps with larger resellers like Office Depot, Staples and Grainger that want to know you have the capacity and ability to sell online like other bigger entities—OP Software gives you those capabilities,” he continues. “A lot of independent dealers aren’t aware that OP Software is available, so I like to spread the word. It’s a terrific resource that I highly recommend.”

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Cover Story

Prima Software

Daniel Bayman, the president of Lee Office in Valdosta, Georgia, acquired the company in January 2025 and quickly recognized the need for a more flexible and sophisticated software provider. After in-depth comparisons, Bayman opted for Prima—a robust system well suited to challenges such as drop shipping and future expansion. Lee signed with Prima, received training in September 2025 and went live the following month.

“The company has been around for 78 years and was still using a software ledger before we switched to QuickBooks and Prima,” explains Bayman. “We have employees who have been here 20–40 years and not all of them loved the transition, but we worked it out.”

According to Bayman, Prima has been fueling Lee Office’s prodigious growth, including a rise in annual sales from $1.5 million in 2025 to $3.3 million and an increase in employee numbers from seven to 17.

“Prima has helped transition our customers from calling to going online, which has freed up our sales and customer service reps

SSI

Total Office Source, Cincinnati, Ohio, had been considering switching software providers for a couple of years, but president Dave Siefring admits that he missed his first opportunity to do so: “Our previous provider was very expensive; and we wanted a more user-friendly site with greater control and a fresh look. However, I missed the renewal deadline because I wasn’t watching the

to sell more,” he reports. “It’s much more useful than the software Lee was using and offers a great online experience for customers, which was one of the main reasons we switched to it. We have integrated other software with Prima, but it’s seamless—so when customers visit our website, they see one consistent shopping environment. It allows our site to function more like a big-box website, which helps us compete.”

“We also like the accounting features,” he adds. “It integrates easily with QuickBooks, which saves us a lot of time. It allows us to match sales and send invoices, and lets customers track their invoices, accounts payable etc. through the system. It also allows us to track shipments, send pictures of delivered product and communicate with customers in real time, versus delivering product and having to wait

for paper signatures.”

Prima is now collaborating with Lee Office to build its first punchout, scheduled to go live June 1, and thus far the process has been “pretty seamless.”

Bayman is also effusive about Prima’s stellar client care and can-do attitude: “Most important are the team’s quick—usually immediate— response times and constant drive to improve. Prima offers robust 24/7 support across three time zones, so if there’s an issue, someone is always working on it.”

“I would recommend Prima to other independent dealers,” he asserts. “It’s set up to interact with customers in a way that makes them comfortable buying from our company and allows us to reach a broader audience. Prima not only meets our current needs, but also where we are headed.”

calendar.” In October 2024, with the contract due to clock over in the new year, he realized he needed to take swift action to avoid getting locked in for another 12 months.

“A friendly local competitor suggested software he was using. I looked into it, but I had some questions and concerns. Then someone else suggested I look at SSI.”

The compressed timeframe

initially seemed a challenge. “SSI said switching takes four months, so with only 60 days until January 1, I voiced my concerns,” recalls Siefring. “SSI, through my rep

Cover Story

Shawla, committed to meeting the tighter schedule—though it warned there might be a few hiccups.”

True to SSI’s word, the site went live on January 1, 2025, with minimal hiccups, and Siefring couldn’t be happier with the outcome: “The navigation is easy, I like the look and feel of the site, and it fits our budget. It’s web-based, so working remotely is easy, and it lets you grant different levels of access to different people.”

“SSI’s customer service is outstanding,” he continues. “They are very responsive—I appreciate being able to pick up the phone and get an immediate answer. I have the direct cellphone numbers of most

RISING

representatives, making it easy to reach them. SSI also handles tasks that many other dealers expect to take care of in-house.”

“I also like the pricing and customer contract features. Pricing updates daily from vendors that offer it and creating contracts just take a few keystrokes. It is so much faster and easier to create and customize the customer experience. Punchouts are also easy to create. Also, we sell a wide range of products, including janitorial and medical supplies, and the site is optimized for the various categories. And we used to use QuickBooks, but now we don’t need to, so there is one less software system to keep

updated and pay for.”

And what do customers think of the site? “They like it and find it easy to navigate; they say it has a ‘softer feel’ to it,” replies Siefring. “Of all our customers, I’ve only had one person say he missed the old site, and I think that was just a case of me sitting down with him for 15 minutes to show him how easy the site is to use.”

As a caveat, Siefring clarifies: “We have five employees and annual sales of $2.5 million. If you are a dealer with 150-plus employees, you might need something different. But if you are a dealer like us with 25 or fewer employees, I would highly recommend SSI.”

SSI delivers complete dealer software with no item file loads, a fast B2B web store, responsive support, regular releases of new features, and much more —priced for the independent dealer.

ANNUAL TECHNOLOGY UPDATE: THE AI STACK THAT HELPS PROVIDERS WIN IN 2026

Amazon Business made our jobs as “independents” a little harder in late 2025 when it rolled out new AI tools aimed at speeding up procurement and tightening purchasing oversight for organizations. That is the direction the majors are going in—faster execution, less friction and more automation.

Here’s the thing: your customers are being trained to expect that.

The good news is that you don’t need a massive tech budget to respond. You need a practical plan, a handful of trusted tools

and a way to pick the right workflows to automate first.

That is what this update provides—a 2026 AI tech review you can actually use.

The 2026 shift: from “AI experiments” to “work that ships”

In 2024, we all played with prompts.

In 2025, businesses started piloting tools. Some got real value. Many got a graveyard of subscriptions.

In 2026, the winners are doing something different. They are wiring AI into

workflows so work moves forward without a human pushing every step.

Let’s look at the tools we have green-listed and why they matter for your business and your customers. These are not the only tools out there; but they are the ones we keep seeing and recommending to drive AI adoption and real return on investment for independent providers.

ChatGPT Business Edition—the best $25 a month you will spend If you’re going to start anywhere, start here.

ChatGPT Business is the best all-round large language model for work that we use day to day. Yes, Claude can be excellent for certain reasoning tasks. Yes, Gemini has been leading in video generation. But for the broad “daily driver” use case, ChatGPT Business keeps winning because it is flexible and easy to apply across roles.

Here are a few provider use cases that show up immediately:

• Sales: Prospecting research at scale. Find the right stakeholders,

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.

validate email patterns, pull context on what the company is prioritizing and generate hyper-personalized outreach that sounds like you did your homework.

• Ops: Turn messy standard operating procedures into clean checklists. Draft internal training documents. Build a simple process map from a brain dump.

• Customer service: Create response templates for common issues like returns, substitutions, backorders and delivery questions.

• Leadership: Summarize long documents. Turn notes into plans. Build a simple action list with owners and timelines. One quick rule that helps a lot: don’t ask ChatGPT to “be smart.” Ask it to do a job. And be very specific— as specific as you can.

Here is a prospecting prompt pattern your sales team can copy and paste: Act like a B2B account researcher. The company is [COMPANY NAME] and the target role is [ROLE]. In 10 bullets: summarize what they likely care about this quarter, what operational friction they might be facing and what office product and workplace services risks they might be trying to reduce. Then suggest three outreach angles tied to those priorities. Keep it specific, not generic. End with a 90-word email that references one real company fact and asks one simple question. That is when it starts paying rent.

Timeless.day: meeting notes are nice; follow-through is money Most businesses do not

West McDonald

have a meeting problem; they have a follow-through problem. Decisions get made. Tasks get assigned. But then the week gets busy and the value of the meeting evaporates.

Timeless.day (formerly TimeOS) is a simple daily driver for turning meetings into action. It captures what was said, summarizes the key points and helps you organize next steps in a way most people will actually use.

The big reason Timeless matters in 2026 is integration. When meeting notes live in someone’s notebook, they die there. When they flow into the systems you already run, they turn into execution.

Timeless integrates with leading CRMs like HubSpot and Salesforce, so meeting notes and next steps do not get lost—even when the person who was supposed to log them gets pulled into the next fire drill.

If you want to put Timeless to work inside your organization, start with:

• sales discovery calls;

• service dispatch calls;

• account review meetings; and

• internal weekly leadership huddles.

Your goals are simple. Fewer “What did we decide?” emails. Fewer dropped balls. Faster momentum. The platform does a lot more than this, but it’s a great place to start.

CustomGPT.ai: the “source of truth” chatbot your team will trust Every provider has the same hidden tax: your best people answering the same questions over and over.

• “What is our returns process?”

• “What is the correct toner for this model?”

• “How do I handle this service ticket?”

• “Where is that policy again?”

• “What does the manual say?”

CustomGPT.ai is a retrieval augmented generation platform. In plain English, you feed it your documents and knowledge base, and it becomes a chatbot trained on your stuff.

Where it stands out is trust. CustomGPT includes a PDF viewer function that lets the user see exactly where the answer came from. That matters— especially for technicians, operations and anyone who has been burned by a confident AI answer that was wrong.

Practical use cases include:

• customer service support trained on policies, forms, procedures and common questions;

• technician support trained on manuals, installation guides and troubleshooting documents;

• internal HR support

West McDonald

trained on onboarding, benefits and internal policies; and

• sales enablement trained on product lines, vendor programs and vertical playbooks. Start small: pick one library of content; get it working; then expand.

Gamma.app: stop sending 50-page PDFs that no one reads I am going to say something that might sting. If you are still delivering materials in the form of a lengthy Word document, you are making it harder for your customer to say yes.

Customers want clarity. Executives want highlights. Teams want action steps.

Nobody wants to dig through a wall of text. Gamma started for us as a better way to build PowerPoint presentations. Then it became the way we build proposals, statements of work (SOWs), assessment summaries and even websites. In fact, BizVantage.ai was built using Gamma.

Why does it work so well for providers? Because you don’t need to be a designer. Gamma helps you produce clean, modern deliverables that are easy to consume. You can still attach the full detail document for the people who want it. But the executive story becomes obvious.

Use Gamma for:

• quarterly business review decks that people actually pay attention to;

• assessment summaries that lead to action, not confusion;

• proposals and SOWs that look like you are playing in the big leagues; and

• internal training and enablement documents that don’t feel like homework.

In 2026, presentation is not fluff. Presentation is throughput. It speeds up decisions.

BizVantage.ai: do the readiness work first, then pick the right AI Most businesses approach AI backwards: they

buy tools, then look for problems. That is how you end up with five subscriptions and no measurable outcome.

BizVantage.ai flips the model. It starts with an AI readiness assessment. You interview employees and departments about the workflows that waste time or block high-value work. BizVantage takes raw interview transcripts and produces a full enterprise-grade AI readiness assessment in about 10 minutes.

GoWest.ai started conducting assessments for clients three years ago and this assessment generation used to take us four days to a week to complete. We built

GoWest.ai helps independent office product dealers use AI in practical, business-ready ways. We focus on sales enablement, marketing, operations and training, with one goal in mind: helping independents move faster, compete smarter and protect margins in a changing market.

BizVantage.ai and now assessment output takes just 10 minutes.

And here’s the bigger point: we didn’t build BizVantage just for us. We built it for partners, including independent office products providers, so they can:

• assess their own operations and find the fastest wins;

• offer AI readiness assessments to customers as a new service line;

• get tool recommendations based on actual workflow pain, not hype; and

• build a roadmap that ties to real savings and service improvement. We took a complex workflow that was hard to replicate and made it easier for everybody. That’s the standard you should apply to every AI decision you make.

One more category to watch: AI orchestration

I kept this out of the Top 5 list because it’s not for everyone. But it is

very powerful for those looking to build systems to compete with Amazon and other big-box players.

AI orchestration platforms, like EnhancedAI, are where AI stops being a helper and starts being a workflow engine.

Here’s an example of what it looks like in the real world:

• A customer emails asking about product availability.

• The system checks vendor feeds and your enterprise resource planning.

• It suggests a substitute if stock is low.

• It drafts the response.

• It creates the quote.

• It can even push the order through once approved.

No human searching. No back and forth. No waiting two days for a reply that should have taken 10 minutes.

And here’s where this really matters: not just low-volume orders— low-margin, low-price orders. The kind where even

the smallest human touch can put you underwater. If a $14 order takes five minutes of manual effort across quoting, checking and follow-up, the math gets ugly fast.

Orchestration is how providers protect margin while still being fast and responsive.

The catch is simple: it’s a bigger jump. You need to be clear on the workflow, the systems involved and the guardrails. But if you want to compete on speed without burning out your team, orchestration is where this is headed.

What to do now: assessment first, then tools

If you want a practical way to act on this tech update, do this in order:

• Start with an AI readiness assessment for one department. Pick one— sales; customer service; purchasing; service; finance. Do not boil the ocean.

• Use BizVantage.ai to capture interviews and

generate the assessment. The value here is speed and structure. You get clarity fast.

• Pick one workflow that is painful and measurable. If you cannot measure the before and after, it will turn into a “nice idea” instead of a win.

• Choose one green-listed tool and deploy it with guardrails. Train the team. Set expectations. Keep it simple.

• Turn the win into a repeatable play. Once you can repeat it internally, you can package it for customers. That’s how providers grow revenue while helping customers modernize.

Because here’s the real warning for 2026: standing still is no longer neutral; it’s sliding backward. Start small. Start today. And if you want help building the assessment and roadmap, maybe we can help.

Reach out at west@ gowest.ai or visit www. gowest.ai

Marisa Pensa

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

CHAMELEON SELLING:

THE FOUR CUSTOMER SPEEDS

Picture two buyers during a business review. One leans forward, glances at their watch, and says, “Just give me the bottom line.” The other leans back and asks the salesperson to slow their pace and go over each detail by category and spend. Same company size. Same category mix. Very different expectations.

If you walk into both meetings with the same pacing, the same presentation and the same style, one of those buyers will disengage.

Today, this matters more than ever. Research from Salesforce reveals that 88% of customers say the experience a company provides is just as

important as the products they buy. In other words, how you sell matters. Yet most of us default to selling the way we prefer to buy—and we often don’t even realize we’re doing it.

This is where chameleon selling—a sales training approach developed by Merrick Rosenberg— comes in. The idea is simple: the most effective sales professionals learn to adapt their communication style to reflect how the buyer prefers to engage. In a market where products can often be matched, adaptability becomes your edge. The best sales professionals learn to read the room and adjust accordingly.

Here’s a simple guide to

recognizing four common customer speeds and how to adjust your approach.

Fast and task focused (the “Let’s go!” buyer)

• What this looks like:

o Short, direct responses.

o Immediate pricing questions.

o Minimal small talk.

o Visible urgency.

• They care about:

o Efficiency.

o Results.

o Getting back to work.

• Do:

o Lead with the bottom line.

o Be concise.

o Confirm specs quickly.

o Solve efficiently.

• Don’t:

o Tell long backstories.

o Oversell.

o Slow them down.

This buyer values clarity over connection. The faster you get to relevance, the stronger your credibility. In other words: get to the point and help them move forward.

Fast and people focused (the energized buyer)

• What this looks like:

o Talks quickly.

o Big gestures or animated tone.

o Jumps between ideas.

o Enjoys interaction.

• They care about:

o Energy.

o Connection.

o Feeling heard.

• Do:

o Match their enthusiasm.

o Ask engaging questions.

o Maintain momentum.

o Share quick wins or success stories.

• Don’t:

o Overload with technical detail.

o Shut down their excitement.

o Stay overly rigid

These buyers often decide quickly, especially when they feel engaged and understood. If the conversation seems flat, the deal probably will fall flat too.

Steady and people focused (the relationship buyer)

• What this looks like:

o Calm tone.

o Polite and measured.

o Loyal to current vendors.

o Hesitant to push change.

• They care about:

o Trust.

o Stability.

o Reassurance.

• Do:

o Slow your pace.

o Ask about their team and processes.

o Reinforce long-term support.

o Acknowledge the impact of change.

• Don’t:

o Rush decisions.

o Apply pressure.

o Become overly transactional.

Independent dealers often win here. These buyers value partnership but only when they feel secure. This is where trust, consistency and reliability really matter.

Steady and task focused (the detail buyer)

• What this looks like:

o Reviews specs carefully.

o Asks comparison questions.

o References research.

o Requests documentation.

• They care about:

o Accuracy.

o Data.

o Risk reduction.

• Do:

o Be precise.

o Provide documentation.

o Offer clear comparisons.

o Admit what you don’t know—and follow up.

• Don’t:

o Hype.

o Guess.

o Be vague.

o Rush the evaluation.

This buyer isn’t difficult— they’re minimizing risk. Precision and details build trust. The more clarity you provide, the more comfortable they become moving forward.

The real skill

Great sellers don’t change their personality; they change their speed. They adjust the length of their emails, the structure of their proposals, the pace of their presentations and

the depth of detail they provide. And they do this intentionally.

It’s a small shift that makes a big difference in how buyers experience you.

Your competitive edge Independent dealers already compete on service and relationships. Adaptability multiplies that advantage.

Here’s a simple challenge: think about your top 10 accounts. Can you clearly identify how each prefers to buy? Are you adjusting your communication style or defaulting to your own? Before your next sales call, pause and ask: “Who is this buyer and what speed do they operate at?” Then adjust accordingly.

In a competitive market, you don’t always need sharper pricing or a new product line to win more business. Sometimes, you just need to sell at the right speed.

BEYOND THE SHOWROOM:

HOW PHYGITAL MARKETING IS TRANSFORMING OFFICE FURNITURE AND SUPPLY BRANDS

“Phygital.” You may have heard the word bouncing around lately and wondered what it means. “Phygital”—a portmanteau of “physical” and “digital”—describes a marketing approach that merges in-person and online experiences into a unified customer journey. To break that down further, it relates to the commingling of the physical elements and digital elements we use to consume information and connect with the world around us. For example, when we shop online,

we use both the physical (a laptop or cellphone) and the digital (an app or platform). That’s phygital.

In the marketing context, “phygital” refers to finding ways to bridge the gap between the physical and virtual worlds to boost engagement by creating personalized customer experiences that are both seamless and immersive. For example, to continue with the shopping theme, imagine being in a dressing room, trying on clothes. You like the shirt you have, but it’s the wrong size and color.

Rather than having to get changed and go back out on the floor to search for the correct item, you use augmented reality to find the right color and size and see how it looks on you—all without having to leave the dressing room.

By blending physical and digital touchpoints in one experience, phygital marketing is reshaping how businesses discover, evaluate and purchase office furniture and supplies. Unsurprisingly, the brands that embrace it are pulling ahead fast.

Why phygital marketing matters

Rather than treating a brick-and-mortar showroom and an e-commerce website as separate channels, phygital marketing connects them, allowing customers to move fluidly between both worlds. In the office furniture and supply space—where purchasing decisions are often tactile, expensive and research intensive—this convergence is not just convenient; it is a competitive advantage.

Bridging the gap between touch and click

Office furniture buyers face a unique challenge: they want to feel a chair’s lumbar support or test a desk’s height adjustment before committing to a

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.

large purchase order, but they also want the convenience of browsing hundreds of configurations online. Phygital marketing resolves this tension by embedding digital tools into physical environments and vice versa. It’s a way to test out the merchandise without having to physically be present.

Consider a QR-enabled showroom in which a customer sitting in an ergonomic chair can instantly pull up a product spec sheet, watch a video on adjustment features or add the item to a digital quote—all without leaving their seat. Or augmented reality configurators on a brand’s website that allow a facilities manager to virtually place a collaborative workstation layout inside a photo of

their actual office before a single piece is ordered. These touchpoints do not replace the showroom or the website; they amplify both.

Driving smarter B2B buying decisions

The office furniture and supply sector is heavily B2B. Procurement teams, office managers and interior designers are the primary buyers; and they demand detailed information, multiple approval stages and reliable vendor relationships. Phygital marketing is particularly powerful in this context because it supports the entire decision-making cycle, not just the moment of discovery.

Digital tools like interactive product catalogs, 3D room-planning software and live chat support give buyers the information density they need early in their research. Meanwhile, physical experiences— trade show booths with embedded tablets, sample programs with digital follow-up sequences and smart showrooms with heat mapping that track which products a visitor spent the most time with—allow brands to collect behavioral data and personalize follow-up communications at scale. The result is a sales process that feels attentive and human while being powered by data.

Reducing return rates and boosting satisfaction

One of the most tangible benefits of phygital marketing in this category is a reduction in costly returns and post-purchase regret. When buyers can virtually visualize how a standing desk fits within their office’s footprint or use an online ergonomic assessment tool to identify the right seating solution before placing an order, they arrive at purchase decisions with far greater confidence. Fewer surprises mean fewer returns, lower customer service costs and stronger long-term brand loyalty.

Office supply brands are also leveraging phygital approaches to maintain engagement after the sale. Smart reorder systems that track supply consumption and trigger digital reminders, loyalty apps that reward repeat purchases both in-store and online, and post-delivery digital onboarding guides for complex furniture assembly all extend the brand relationship well beyond the transaction.

Personalization at scale

Perhaps the most compelling promise of phygital marketing is the ability to personalize at scale. A regional office furniture dealer, for instance, can use in-store foot traffic data combined with CRM insights to send highly targeted follow-up emails

featuring the exact product categories a prospect explored in the showroom. A national supplies retailer can pair online browsing history with in-store purchase behavior to build richer customer profiles and recommend genuinely relevant products.

As hybrid and remote work continue to reshape how offices are designed and equipped, buyers’ needs are more varied than ever. Phygital marketing gives brands the flexibility to meet each buyer where they are—no matter if that is a corporate procurement team outfitting a new headquarters, a small business owner upgrading a home office or a facilities director managing a multi-site portfolio.

Looking toward the future with phygital Phygital marketing is not a gimmick or a trend reserved for consumer retail. In the office furniture and supply space, it is becoming a strategic necessity. Brands that invest in connecting their physical and digital touchpoints will not only deliver better buying experiences, but generate richer data, reduce inefficiencies and build the kinds of customer relationships that generate repeat business for years to come. The office of the future will be designed, purchased and serviced through phygital channels. The question is which brands will lead that shift.

Troy Harrison

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.

HOW TO RAMP UP

“JUST-OUT” SALESPEOPLE:

WHY

YOUR

ONBOARDING PROCESS ISN’T BUILT FOR THEM

There’s a generational trend reshaping B2B sales hiring and most companies aren’t prepared for it. You probably aren’t.

More organizations are hiring “just-outs”: salespeople just out of college in their first professional job. This isn’t a typical entry-level hire who worked through college or spent time in another industry. These are people who went from graduation to the sales floor with essentially no meaningful work experience. And if companies treat these people like traditional entry-level hires, they’re setting them up to fail.

The critical difference between today’s just-outs and yesterday’s When training a just-out, the company isn’t just teaching them how to sell a product or navigate a sales process. It’s teaching them how to be a professional salesperson. How to manage time. How to handle rejection. How to prioritize competing demands. How to conduct themselves in business conversations. In reality, Gen Z is probably less prepared for this than past generations, but Gen-Z hires can be big wins, too.

Past entry-level salespeople might have been young and inexperienced, but they

knew how to show up, manage a workload and handle professional interactions. Just-outs don’t. They’re bright, enthusiastic and eager; but they’re starting from zero.

This distinction is crucial for onboarding, training, coaching and ramp-up expectations. The onboarding process that works for someone with two years of experience will not work for someone whose previous job was organizing study groups.

What companies are getting right

Companies hiring just-outs are likely selecting well. These young professionals are intelligent, coachable

and genuinely enthusiastic about learning. They’re not jaded. They haven’t picked up bad habits from previous sales roles.

More importantly, just-outs crave structure, knowledge and training. They want experienced mentors—probably to a greater degree than past generations. They’re not resisting accountability or metrics; they’re actively seeking them.

This is an invaluable asset. The window to capitalize on this eagerness is narrow. Companies need to act before frustration sets in or bad habits develop.

Where

most companies

go wrong

Compressed onboarding

The biggest mistake is rushing just-outs into live prospect interactions. Some companies put young salespeople on the phone making cold calls within their first week or two.

While this might work with experienced hires, it’s disastrous with just-outs who lack the foundational knowledge and professional confidence to handle live conversations. The result is persistent insecurity rooted in “not knowing what they don’t know.”

Lack

of structure and tools

Just-outs understand they need to hit activity metrics and they like the roadmap that comes with good activity metrics (which you have, right?). What they don’t have is the process knowledge and tools to consistently achieve those targets. They need documented processes, quick reference guides, standard timelines and procedures, and a structured weekly routine. Without these, they are constantly making decisions that experienced salespeople make instinctively. Just-outs don’t have those instincts yet.

The mentorship gap

Leadership has good intentions, but multiple responsibilities mean accessibility becomes an issue. Just-outs generate a high volume of questions about process, products, pricing and professional norms. They need someone they can go to without worrying about interrupting something more important. Without that designated

resource, they either hesitate to ask and make mistakes or interrupt leadership constantly and slow everyone down.

Action steps that actually work

Create quick reference resources

Develop internal guides covering products, services and common FAQs. Include product attributes, common objections and responses, pricing guidelines and answers to questions that come up on most calls. These should cover 80% of what just-outs will encounter in their first six months. Call them FAQ guides; call them cheat sheets; call them whatever you want—just make them available.

Document the sales process

Write down all the steps and stages from initial outreach through close. Include standard timelines, clear definitions of each stage and criteria for moving opportunities forward. A documented playbook becomes a training asset for every future hire.

Establish a structured prospecting cadence

Create a defined outreach cadence incorporating phone, LinkedIn and email. Specify timing, sequencing and messaging for each touchpoint. Just-outs struggle with “What should

I do next?” A structured cadence removes that ambiguity.

Build a buddy system

Pair each just-out with an experienced salesperson who serves as their designated go-to for day-to-day questions. Formalize this with scheduled ride-alongs, call observations and regular check-ins. The best learning happens when just-outs can shadow experienced salespeople and debrief what they observed.

Invest

in real sales training

Roleplaying exercises are useful, but they’re not a substitute for structured sales training. Just-outs need formal instruction in prospecting methodology, discovery questioning, objection handling, LinkedIn outreach and full-cycle sales management.

Define a weekly routine

At this stage, just-outs need structure. Define what a productive week looks like: daily LinkedIn engagement, dedicated prospecting blocks, field time for in-person visits, networking events and sufficient activity to generate meeting targets. Providing this structure isn’t micromanaging; it’s responsible development

Give them real-world experience

If the company sells trade show exhibits, send them to trade shows. If it sells manufacturing solutions, get them on factory floors. Just-outs can’t sell with conviction when they haven’t experienced the environment their prospects operate in. This experiential learning accelerates development more than any training manual.

The wins are there to be had

Just-outs require more investment upfront than traditional entry-level hires, but they bring enthusiasm, coachability and fresh energy that experienced salespeople often lack. The companies that figure out how to properly onboard, train and develop just-outs will build loyal, high-performing sales teams. Those that treat them like traditional hires will burn through talented young people who deserved better.

The difference isn’t the people being hired; it’s the infrastructure being built to support them. Get that infrastructure right and eager college graduates will become productive salespeople faster than expected. Get it wrong and companies will wonder why these smart young professionals can’t figure it out.

The choice—and the responsibility—belong to leadership. That’s you.

Tom Buxton

YOUR BUSINESS IS ABOUT MORE THAN PRICE—RIGHT?

that and go bankrupt or sell out, as so many dealers are doing?

Or possibly, you and your sales team could proactively speak to your customers about the products that are important to them before they leave for another company. Have a discussion about emotional items like the following:

Most independent dealers have a database of approximately 60,000 items. Some, who have a full line of furniture or janitorial/foodservice products, might list over 100,000.

Think about that for a moment. Is there a need to be lower or even “competitive” on all of them? From my experience of more than 37 years in the office products business—including owning an office products company, managing sales and profit for one of the most successful divisions of a Fortune 500 company, bidding hundreds of requests for proposals for various dealers and owning a margin company that manages $300 million-plus in current sales—I have discovered something that you might need to learn.

Price doesn’t matter as much as you think it does. And let me add this caveat for those of you who think I’m crazy. There may be a few items that are

“emotional” for a prospect or customer, like copy paper or their favorite 3M Post-It notes; but overall, most business entities don’t need the lowest price to buy from you.

You know how I know that? Your company is still in business. Many or most of the products that you buy to resell are not purchased on a direct basis and your buying power will never come close to matching that of our large competitors. And here’s the good news you are proving every day that you open your doors: people still buy from you. Some may buy less than they have in the past, but that may have more to do with a secular decline in the office products space than the price you charge for a pen.

But, just for a second, let’s go with the alternative view that a higher price has lost you a customer or many customers. Should you lower all your prices in order to retain customers? Sure—why don’t you do

“What should we (you and I) do when a person or a website offers a lower price on something like copy paper? Should I lower the price to meet theirs and make it up on other items, like they will? Or what else should we do—because I want to make sure that you are always paying a fair price, but I won’t always have the lowest price on every item?”

That one question expanded the trust that my customers had in our company and made them nearly impossible to convert to competitors. How do I know that? Because there was a bidding war for my company and the group that won told me, “We bought you because we can’t beat you.”

But if you and your reps aren’t asking tough questions and possibly adding emotional items to a custom contract, you are right to cut all your prices. Go ahead and play the match game against our bigger competitors. It won’t help you stay in business, because most of the best types of customers aren’t leaving you because of

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

lower prices. They are leaving you either because they are too small to value good service (businesses with up to 30 employees and no complexity) or because your company hasn’t engaged with them properly.

Here’s my summary sales pitch. I am passionate about helping independent dealers thrive. And you can still make a bunch of money in this business right now—and even grow. But create custom contracts for the customers you want to keep and use high-margin matrixes to improve your margins. My company is the only one that customizes margins for each dealer, every month, so that margins can grow over time. We also will provide some free consulting on how to stop losing money and customers while increasing your overall sales. Contact me for references, because I can promise you: our dealer customers are making more money than they were last year.

NORTH AMERICAN OFFICE PRODUCTS

Enter now!

In their 16th year, these awards honour excellence in the products, companies, and individuals in the business supplies industry. Winning brings industry-wide recognition and can significantly benefit your business. Don’t miss this opportunity to gain the recognition your team deserves.

Award Categories

• Best Product - Core Business Product

• Best Product - Furniture

• Best Product - Facilities

• Best Product - Technology

• Product Innovation of the Year

• People’s Choice

• Young Executive of the Year

• Professional of the Year

Free and simple to enter

Both entries and nominations are accepted to ensure the industry’s best are rewarded

The awards will be presented at Industry Week ’26 taking place from November 1-5 In San Diego.

The deadline for entries is 15th May. Enter now at www.opi.net/naopa2026

• Industry Achievement

Your Supply Chain Resource

NATIONAL DISTRIBUTORS

Fulfillment Partner for Tier 2 Brands (Oddballs)

eCommerce Fulfillment Partner SUPPORTING

Customer/Branch specific requirements.

Combined brands for faster fulfillment.

Help rationalize inventory investments on low velocity items.

ERP + eCommerce platform

Launch an AI-powered web store in weeks and turn your inventory into a 24/7 revenue engine — manage everything in one system:

MROCOMMANDER.COM

Started as Industrial wholesaler, now serve diverse channels:

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Over 300 best-in-class brands Support for the long tail 3PL, custom stocking & light assembly

Strong E-commerce & EDI platforms.

Sales growth – 5 Yr. CAGR – 23%.

Financial strength & flexibility to get things done.

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Wholesale only – Never your competitor.

Financial strength & flexibility to get things done.

Wholesale only – Never your competitor.

Vendor consolidation, lower TCO.

Flexibility to address your pain points: logistics, products, programs & systems.

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Flexible operations support: shipping, EDI, reporting, labeling, etc.

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Faster order fulfillment.

Flexible operations support: shipping, EDI, reporting, labeling, etc.

Enter new markets easily.

More cash, reduced inventory costs.

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Scale up or down with fewer hassles.

Enter new markets easily.

Scale up or down with fewer hassles.