It’s time to replace your worn out, ink-filled 2025 desk calendar and drop a 2026 version in its place on your workstation. Look at it. You see sheets that represent months, rows that represent weeks and boxes that encapsulate days. Lines upon empty lines, just waiting for you to jot down appointments, reminders and great ideas. We’ll pretend that you don’t have all of this info stashed in your CRM, Microsoft Outlook and the like. We’re old school!
Each block on that calendar represents an opportunity. It’s a white brick road that leads to your goals. Populate it with purpose. Make sure everything that you input represents another step toward winning. You can’t hit a grand slam with no one on base, so set the tone every step of the way. It’s about creating a path to successful outcomes.
We’re kicking off the January trends and predictions State of the Industry report with suggested keys to success from the folks who help office technology dealers reap those outcomes: the OEMs, leasing companies to specialty product manufacturers and the like. Stay tuned for a companion piece outlining the thoughts of the dealer community.
Mike Marusic, Sharp: If dealers want to see better outcomes in 2026, it’s time to get serious about diversifying what you offer and who you partner with. Sticking to the same old playbook just isn’t going to cut it. The dealers who are winning are the ones expanding into IT, displays and other adjacent markets—making themselves indispensable to their customers. But it’s not just about adding new products; it’s about building strong relationships with reliable partners and investing in your people and your processes. Lean management isn’t just a buzzword—it’s a way to drive efficiency and keep your service levels high, even as you grow. The market is shifting, and those who move quickly to adapt, innovate, and future-proof their businesses will be the ones who come out ahead. The opportunity is there, but it’s up to us to grab it.
Karl Boissonneault, Xerox: The most successful dealers will be those who invest in building expertise around AI, automation and data analytics through ongoing education and certification in these areas. Dealers can also achieve greater success through vendor collaboration, geographic expansion and co-innovation. Partnering with suppliers to develop tailored client solutions and expanding regional coverage will be key to driving growth and differentiation.
Steven Sauer, Toshiba: Success will hinge on three pillars:
- Talent Strategy: Modernize recruiting by partnering with trade schools and business programs. Offer mentorship, flexibility and clear career paths to attract and retain top talent.
- Customer-Centric Innovation: Invest in customer relationship management (CRM) systems and reward teams for nurturing new business. Use AI and cloud tools to solve real-world challenges and deliver measurable value.
- Dealer Enablement: Provide tailored support—whether it’s sales and marketing resources, training for new tools, or HR programs—to meet dealers where they are and help them grow.
Laura Blackmer, Konica Minolta: Dealers’ greatest growth opportunities lie in net-new business. While maintaining existing relationships is vital, relying solely on them risks stagnation. New customers bring fresh revenue streams, reduce dependency and open doors to emerging markets.
Selling vertical solutions that address workflow and security – especially amid rising cyber threats – creates high-value opportunities aligned with evolving demands, helping dealers stay competitive and ahead of industry trends.
Jose Estebanez, Kyocera: As a manufacturer, we know this entails more than just the products we launch. To enable our dealers to truly grow and compete in today’s market, we must build strong, tailored technical and sales training programs that help dealers win in the marketplace; offer targeted sales incentives aligned with strategic growth; and present a clear, compelling roadmap for our products and solutions. We must also help dealers explore high-value segments adjacent to traditional printing, like commercial printing, graphic arts and others.
Anthony Sci, Keypoint Intelligence: Like with any year, it’s all about the customer. We have excellent communication year-round with our clients to gauge how we are doing, what they like and what we can approve upon. This happens through customer quarterly meetings, dealer council meetings and surveys to make sure we are meeting their expectations. These are not just words but an important component to our success, not just in 2026 but for years to come.
Mitch Leahy, GreatAmerica Financial Services: Businesses can achieve stronger results by expanding their hiring footprint, equipping teams with consultative skills and deploying automation. Streamlined billing and workflow tools free capital for reinvestment. Training programs and career pathways build trust and motivation for employees. Strategic planning for 2026-2028 is well worth the time investment to align management and front-line team members. Acting with intention and planning for sustainable growth positions technology providers to navigate uncertainty while capturing new opportunities in a competitive environment.
Chenyi Chiu, Katun Corp.: Manufacturers and dealers who embrace change and adopt a growth mindset will be best positioned for success in 2026. Agility is essential, as quick, informed decision-making will help address customers’ evolving needs. Growth comes from focusing on what customers require today rather than relying on what worked in the past. To succeed, office equipment providers must deliver true support and simplification, not just a device.
Mike Hannon, FP Mailing Solutions: Success in 2026 depends on staying focused on the areas that have the greatest impact.
- Invest in innovation that simplifies the customer experience and reduces unnecessary complexity.
- Strengthen dealer enablement by providing clearer messaging, better training and the tools needed to communicate value with confidence.
- Improve alignment across global teams to ensure consistency and reduce inefficiencies that slow progress.
Most importantly, success requires staying close to customer needs. Their expectations will continue to evolve and the organizations that listen carefully and respond quickly will build stronger relationships and deliver better results.
Bill Vanek, eGoldFax: Customers are faced with addressing workforce challenges, including remote employees, financial pressures and operational demands. Move away from “old school” selling practices and innovate with new technology and practices to deliver solutions customers really need and can benefit from.
Kimberlie Sutterfield, Brother International: Success will come from proactively assessing client environments, capturing unmanaged A4 fleets and standardizing distributed print infrastructures. Dealers should strengthen operational efficiency through automation, cross-trained technicians, predictive maintenance and remote diagnostics. Expanding into managed IT, cloud backup and security services will deepen customer relationships and generate reliable recurring revenue. Unifying data from ERP, service and fleet tools will improve forecasting, renewals, and opportunity prioritization.
