{"id":70189,"date":"2026-07-16T14:57:58","date_gmt":"2026-07-16T21:57:58","guid":{"rendered":"http:\/\/www.enxmag.com\/twii\/?p=70189"},"modified":"2026-07-16T14:57:59","modified_gmt":"2026-07-16T21:57:59","slug":"focusing-ai-dealers-seek-to-align-applications-with-business-strategy","status":"publish","type":"post","link":"https:\/\/www.enxmag.com\/twii\/the-week-in-imaging-twii\/editors-blog\/2026\/07\/focusing-ai-dealers-seek-to-align-applications-with-business-strategy\/","title":{"rendered":"Focusing AI: Dealers Seek to Align Applications with Business Strategy"},"content":{"rendered":"\n
\"\"<\/figure><\/div>\n\n\n\n

Do you remember your first encounter with the World Wide Web? It was an exciting time for many people who were itching to \u201cgo online\u201d and do some exploring. From my POV, the introduction occurred sometime during 1997. The publishing company I\u2019d then toiled for had the internet installed on our computers.<\/p>\n\n\n\n

It was definitely a novelty. Dancing babies were all over the place, as were stories about people waking up in hotel rooms sitting in tubs full of ice, because their kidneys had been harvested for the black market. People were mesmerized. The idea of making money was initially slow to take hold, but Web-based business would eventually follow.<\/p>\n\n\n\n

There was a similar period in the evolution of AI, when it was more of an entertainment vehicle and a curiosity. Actually, it still maintains that quality. The potential for work-altering applications quickly took hold, however. And while reels of kittens dancing in a conga line are still attention-grabbers, the focus has definitely shifted to streamlining work and developing tools that change the way we do business.<\/p>\n\n\n\n

While we\u2019re still only scratching the surface of AI potential, businesses that have incorporated it are taking great pains to ensure these initiatives align with broader business strategies. It\u2019s hard to resist experimentation, but a level of discipline needs to be applied to keep it limited in scope and personnel. Any tools developed internally must have a raison d’\u00eatre; cool though it may be, the purpose must be clear. This week\u2019s State of the Industry report delves into keeping AI on point and in line with strategy.<\/p>\n\n\n\n

\"\"
Sam Stone, Stone’s Office
Equipment<\/figcaption><\/figure><\/div>\n\n\n\n

It\u2019s helpful to have a set of standards to filter possible AI initiatives through, and that\u2019s the case with Stone\u2019s Office Equipment in Richmond, Virginia. Top exec Sam Stone uses three measuring sticks: does it improve the customer experience, does it improve operational efficiency, and does it augment team members and not foster dependency?<\/p>\n\n\n\n

\u201cIf it doesn\u2019t answer at least one of those clearly, we move on,\u201d he said. \u201cFor us, AI is not the strategy; it supports the strategy.\u201d<\/p>\n\n\n\n

The dealer\u2019s businesses are built around service, responsiveness, education and reducing customer frustration. As such, the company seeks AI applications that reinforce those pillars:<\/p>\n\n\n\n

  • Faster response times<\/li>
  • Better educational content<\/li>
  • Cleaner processes<\/li>
  • Improved visibility into operations<\/li>
  • Better forecasting and reporting<\/li><\/ul>\n\n\n\n

    \u201cWe avoid using AI simply because it looks impressive in a demo,\u201d Stone noted. \u201cEvery industry has plenty of \u2018glamour-shot burger\u2019 technology \u2014 looks amazing in the presentation and falls apart on Tuesday afternoon. The real question is whether it improves everyday execution.\u201d<\/p>\n\n\n\n

    Measuring Sticks<\/strong><\/p>\n\n\n\n

    \"\"
    Erik Braden,
    Braden Business
    Systems<\/figcaption><\/figure><\/div>\n\n\n\n

    Another dealer with a hard-wired litmus test is Braden Business Systems of Fishers, Indiana. Regardless of the AI initiative, it\u2019s held to the same standard as any investment, according to CEO and Managing Partner Erik Braden. The trio of questions are: does it serve a client outcome the dealer already care about? Does it strengthen something the company is currently accountable for, such as uptime, security, response time or predictability? And does it have a measurable return that can be defended a year from now? Even one \u201cno\u201d answer will torpedo the project.<\/p>\n\n\n\n

    \u201cThat sounds basic, but it is the discipline that keeps AI from becoming a side hobby,\u201d Braden said. \u201cI have watched dealers in this channel end up with a graveyard of pilots: a chatbot here, a summarization tool there, an analytics dashboard nobody opens, because each individual experiment seemed reasonable in isolation. Strategy is what connects them.\u201d<\/p>\n\n\n\n

    Further, Braden notes that AI is viewed as a capability that runs through its existing service lines as opposed to a separate offering. AI shows up inside the dealer\u2019s managed IT work, inside its cybersecurity practice, inside the support for print fleets, and inside how dealership operations are run.<\/p>\n\n\n\n

    \u201cIt is not a standalone product,\u201d he added. \u201cThat structural choice keeps it tied to the outcomes we have always sold\u2014efficiency, risk reduction, predictability\u2014rather than chasing trends. It also keeps us from creating a separate AI sales motion that competes with the rest of our portfolio.\u201d<\/p>\n\n\n\n

    What\u2019s really telling is Braden truly feels the discipline of saying no to interesting-but-unaligned AI projects has been more valuable than the discipline of saying yes to the right ones. \u201cFocus is the multiplier. Especially in this channel, where every vendor at every conference now has an AI story, the dealers who win will be the ones who pick a small number of bets and execute them well,\u201d he said.<\/p>\n\n\n\n

    \"\"
    T.J. DeBello, Stargel
    Office Solutions<\/figcaption><\/figure><\/div>\n\n\n\n

    Keeping AI usage tethered to business priorities is a necessity for Stargel Office Solutions. The standards that need to be met are improving customer communication, supporting sales growth, strengthening SEO and digital visibility, increasing marketing consistency, improving proposal quality and helping employees work more efficiently, according to T.J. DeBello, vice president of sales for the Houston dealership.<\/p>\n\n\n\n

    Frankly, any AI use case that doesn\u2019t advance those goals is more than likely a distraction, he said. \u201cWe are not interested in using AI simply because it is trendy,\u201d DeBello remarked. \u201cWe\u2019re interested in using it where it creates measurable value, whether that is saving time, improving content quality, helping sales teams communicate more effectively, or giving leadership better-organized information for decision-making.<\/p>\n\n\n\n

    \u201cThe most important thing is making sure AI is embedded into real workflows. It should support the work we are already trying to improve, not become a separate experiment with no clear owner or purpose.\u201d<\/p>\n\n\n\n

    Guiding Light<\/strong><\/p>\n\n\n\n

    \"\"
    Jake Elliott,
    Spectrum Technologies<\/figcaption><\/figure><\/div>\n\n\n\n

    Companies such as Spectrum Technologies are intentional about keeping AI tied to the broader business strategy. The El Paso, Texas-based dealer doesn\u2019t approach AI as a side project or a collection of disconnected experiments. Senior leadership, regular C-suite conversations, department heads and the people closest to the work are dictating AI terms.<\/p>\n\n\n\n

    According to Jake Elliott, vice president and CRO, that corporate guidance is essential, as AI-related expenditures can billow if they\u2019re not connected to a concise business outcome. \u201cIt is easy to chase something that has a lot of sizzle but does not actually move the business forward,\u201d he said. \u201cWe try to avoid that by starting with the business problem first, then evaluating whether AI is the right way to solve it.\u201d<\/p>\n\n\n\n

    Outside of general productivity tools employees may use for things like writing, summarizing, or organizing ideas, Elliott cautions against having AI being implemented in silos. \u201cAnything operationally meaningful needs to be aligned with leadership, department needs, customer experience goals, and measurable business impact,\u201d he said.<\/p>\n\n\n\n

    \"\"
    Nate Schaf, Eakes
    Office Solutions<\/figcaption><\/figure><\/div>\n\n\n\n

    The genesis of AI alignment begins with leadership conversations about where automation and insight gaps exist today, notes Nate Schaf, CTO for Eakes Office Solutions of Grand Prairie, Nebraska. Dealers must make sure their committee prioritizes efforts based on operational impact, scalability and ROI, without regard for novelty.<\/p>\n\n\n\n

    \u201cThis ensures AI remains an embedded capability within the business, not a side project or disconnected toolset,\u201d Schaf said.<\/p>\n","protected":false},"excerpt":{"rendered":"

    Do you remember your first encounter with the World Wide Web? It was an exciting time for many people who were itching to \u201cgo online\u201d and do some exploring. From my POV, the introduction occurred sometime during 1997. The publishing company I\u2019d then toiled for had the internet installed on our computers. It was definitely a novelty. Dancing babies were all over the place, as were stories about people waking up in hotel rooms sitting in tubs full of ice, because their kidneys had been harvested for the black market. People were mesmerized. The idea of making money was initially slow to take hold, but Web-based business would eventually follow. There was a similar period in the evolution of AI, when it was more of an entertainment vehicle and a curiosity. Actually, it still maintains that quality. The potential for work-altering applications quickly took hold, however. And while reels of kittens dancing in a conga line are still attention-grabbers, the focus has definitely shifted to streamlining work and developing tools that change the way we do business. While we\u2019re still only scratching the surface of AI potential, businesses that have incorporated it are taking great pains to ensure these initiatives align with broader business strategies. It\u2019s hard to resist experimentation, but a level of discipline needs to be applied to keep it limited in scope and personnel. Any tools developed internally must have a raison d’\u00eatre; cool though it may be, the purpose must be clear. This week\u2019s State of the Industry report delves into keeping AI on point and in line with strategy. It\u2019s helpful to have a set of standards to filter possible AI initiatives through, and that\u2019s the case with Stone\u2019s Office Equipment in Richmond, Virginia. Top exec Sam Stone uses three measuring sticks: does it improve the customer experience, does it improve operational efficiency, and does it augment team members and not foster dependency? \u201cIf it doesn\u2019t answer at least one of those clearly, we move on,\u201d he said. \u201cFor us, AI is not the strategy; it supports the strategy.\u201d The dealer\u2019s businesses are built around service, responsiveness, education and reducing customer frustration. As such, the company seeks AI applications that reinforce those pillars: Faster response times Better educational content Cleaner processes Improved visibility into operations Better forecasting and reporting \u201cWe avoid using AI simply because it looks impressive in a demo,\u201d Stone noted. \u201cEvery industry has plenty of \u2018glamour-shot burger\u2019 technology \u2014 looks amazing in the presentation and falls apart on Tuesday afternoon. The real question is whether it improves everyday execution.\u201d Measuring Sticks Another dealer with a hard-wired litmus test is Braden Business Systems of Fishers, Indiana. Regardless of the AI initiative, it\u2019s held to the same standard as any investment, according to CEO and Managing Partner Erik Braden. The trio of questions are: does it serve a client outcome the dealer already care about? Does it strengthen something the company is currently accountable for, such as uptime, security, response time or predictability? And does it have a measurable return that can be defended a year from now? Even one \u201cno\u201d answer will torpedo the project. \u201cThat sounds basic, but it is the discipline that keeps AI from becoming a side hobby,\u201d Braden said. \u201cI have watched dealers in this channel end up with a graveyard of pilots: a chatbot here, a summarization tool there, an analytics dashboard nobody opens, because each individual experiment seemed reasonable in isolation. Strategy is what connects them.\u201d Further, Braden notes that AI is viewed as a capability that runs through its existing service lines as opposed to a separate offering. AI shows up inside the dealer\u2019s managed IT work, inside its cybersecurity practice, inside the support for print fleets, and inside how dealership operations are run. \u201cIt is not a standalone product,\u201d he added. \u201cThat structural choice keeps it tied to the outcomes we have always sold\u2014efficiency, risk reduction, predictability\u2014rather than chasing trends. It also keeps us from creating a separate AI sales motion that competes with the rest of our portfolio.\u201d What\u2019s really telling is Braden truly feels the discipline of saying no to interesting-but-unaligned AI projects has been more valuable than the discipline of saying yes to the right ones. \u201cFocus is the multiplier. Especially in this channel, where every vendor at every conference now has an AI story, the dealers who win will be the ones who pick a small number of bets and execute them well,\u201d he said. Keeping AI usage tethered to business priorities is a necessity for Stargel Office Solutions. The standards that need to be met are improving customer communication, supporting sales growth, strengthening SEO and digital visibility, increasing marketing consistency, improving proposal quality and helping employees work more efficiently, according to T.J. DeBello, vice president of sales for the Houston dealership. Frankly, any AI use case that doesn\u2019t advance those goals is more than likely a distraction, he said. \u201cWe are not interested in using AI simply because it is trendy,\u201d DeBello remarked. \u201cWe\u2019re interested in using it where it creates measurable value, whether that is saving time, improving content quality, helping sales teams communicate more effectively, or giving leadership better-organized information for decision-making. \u201cThe most important thing is making sure AI is embedded into real workflows. It should support the work we are already trying to improve, not become a separate experiment with no clear owner or purpose.\u201d Guiding Light Companies such as Spectrum Technologies are intentional about keeping AI tied to the broader business strategy. The El Paso, Texas-based dealer doesn\u2019t approach AI as a side project or a collection of disconnected experiments. Senior leadership, regular C-suite conversations, department heads and the people closest to the work are dictating AI terms. According to Jake Elliott, vice president and CRO, that corporate guidance is essential, as AI-related expenditures can billow if they\u2019re not connected to a concise business outcome. \u201cIt is easy to chase something that has a lot of sizzle but does not actually move the business forward,\u201d […]<\/p>\n","protected":false},"author":166,"featured_media":70190,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[4595,80,1650,82,1638],"tags":[2519,2020,3940,1480,3436],"_links":{"self":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/70189"}],"collection":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/users\/166"}],"replies":[{"embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/comments?post=70189"}],"version-history":[{"count":2,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/70189\/revisions"}],"predecessor-version":[{"id":70192,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/70189\/revisions\/70192"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media\/70190"}],"wp:attachment":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media?parent=70189"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/categories?post=70189"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/tags?post=70189"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}