Ian Wist underscores the importance of strong leadership when steering independent dealers through challenges and towards success.
by Kate Davies
Wist Business Supplies has been a staple of the US office supplies industry since its creation in 1955. Having served nearly 38 years in the company, owner and General Manager Ian Wist, grandson of founder Martin Wist, has grown the dealership into the largest privately-owned reseller in the southwest. He has expanded its offerings beyond traditional office supplies, while staying true to the operator’s roots and family values.
Wist’s leadership style is characterized by a willingness to innovate, complete confidence in his team and strong relationships across the industry. All of the above were recognized, for example, when he was named Professional of the Year at the North American Office Products Awards (NAOPA) in 2021.
Speaking to OPI’s Kate Davies, Wist reflects on the leadership qualities he has honed through his extensive involvement in roles within and outside of his own business.
OPI: First, can you chart your career path?
Ian Wist: I’ve spent my entire career at Wist Business Supplies, starting straight out of Arizona State University in 1987. I’ve held almost every role within the company, from sales to leadership, navigating transitions as the business evolved.I’ve been active in the buying group space for the past 15 years too, particularly at TriMega Purchasing Association which merged with Independent Suppliers Group (ISG) in 2019. This participation has been incredibly valuable to me and the amount I’ve learnt from other dealers is immeasurable. I’ve built strong relationships nationwide and now I know exactly who to call across regions. These connections wouldn’t exist without my involvement with ISG.
My advice to anybody in this business as we move away from traditional office products is to connect with fellow dealers, congregate and share best practices because this category is diminishing rapidly.
OPI: How would you summarize Wist Business Supplies?
IW: We’re based in Tempe, Arizona, with another facility in Tucson. While our main market is Arizona, we also serve national accounts such as furniture clients nationwide. We don’t necessarily chase businesses outside the state, but many companies are multi-location so we naturally go beyond Arizona.
This is another benefit of being part of a buying group. Thanks to industry connections, I can serve clients further afield, leveraging relationships with dealers in other regions to meet customer needs anywhere. It could be New York, Chicago or somewhere much smaller – the group is like a family where we all know what the other one needs.
OPI: What is your customer sweet spot?
IW: It revolves around Group Purchasing Organizations where others can piggyback on purchasing contracts. We have a couple that match our geography, including government, education and state municipality. In fact, over 50% of our business is from this area. The other half of our clientele is the private sector, but this is not our niche.
Ultimately, we focus on places where there will always be people, like manufacturing sites, for instance. If it’s decentralized, it becomes a tough fit for us. We know our market well; now our challenge is to make our services more convenient than Amazon’s and provide a better proposition than what Staples or Office Depot can offer.
OPI: How have your relationships with manufacturers and wholesalers evolved?
IW: It’s been largely outside our control. We’ve seen some manufacturers disappear, particularly in categories like binders, where we used to have several options. Of course, we still sell them, but technology has surpassed this segment along with many others.
Despite these changes, maintaining close relationships remains essential to be aware of market trends and then apply the information gleaned to our business model.
OPI: Essendant announced its 3PL initiative a while ago. How has this impacted you?
IW: I haven’t fully utilized it, but I see the value in keeping the wholesalers’ businesses healthy. Clearly, Essendant has the logistical power, so augmenting its business with 3PL hopefully makes it even stronger. At the end of the day, we need strong wholesalers.
Both Essendant and SPR have created virtual warehouses, allowing products to be shipped from countrywide distribution centers. While next-day delivery is less common now, having access to broad inventory across the regions is helpful to fulfil customer orders.
Diversification is also increasingly existential for customer satisfaction. I always tell my team: “There’s no plan B – we either expand into new categories and take market share or we don’t exist.” We’re working hard to get into areas such as breakroom, jan/san and MRO as well as products like snacks and other perishables to help companies incentivize employees back to the office.
OPI: I believe you do very well with water…
IW: We do. What started as a small front-page promotion ten years ago has grown drastically. In 2023, we sold 166 truckloads (40 ft containers) to a small group of clients.
Now available in refillable, recyclable aluminum bottles, water was our third largest SKU last year. We supply it to various places, from fire departments and heat stations to offices and the homeless, serving a wide range of needs.
OPI: What are the other best-selling SKUs?
IW: We still sell an awful lot of paper, although we haven’t aggressively pursued the low-margin truckload business. We didn’t find a lot of value in it, but it continues to be a big category and is reasonably expensive when you consider the cost of a case of paper.
Furniture, particularly with our partner The HON Company, has become a major category over the past decade.
We’re also expanding into the janitorial space, with strong sales of items such as bin liners, towels and tissues.
OPI: What about tech products and hardware – do they feature heavily?
IW: During COVID, we saw an increase in sales of consumable tech products including cameras, screens and monitor arms, but we’re not venturing into hardware like laptops or routers. We do have some printer sales, but the process is challenging due to the turnaround on promotions from OEMs such as HP.
I often don’t receive information from our wholesale partners in time to share it with my reps and effectively promote these products. With a better process, dealers could increase printer revenues, but for now, we’re not actively pursuing this category.
OPI: Talking of efficiency and processes, where do you stand on AI and how it can help streamline a business?
IW: While some believe AI will crush smaller businesses, I see it as a leveler that improves efficiency across the board. Although I may not use it to the same extent as multinational companies, it enhances my operations and I’m confident it can benefit everyone in our industry. There’s nothing to fear from embracing this technology.
I consider myself an early adopter of AI technologies and have experimented with these tools to find which work best for me. For example, I’ve used AI to quickly draft job descriptions, saving me a lot of time.
OPI: How is your business differentiating itself from the competition?
IW: Competition has increased, especially with more independent dealers closing or being acquired. Staples, Office Depot and Amazon remain active in my market, with Amazon being particularly concerning due to its market share. We’re focused on navigating these competitors in the office and education sectors while at the same time expanding into jan/san and MRO.
We’re also butting heads with BradyPLUS. However, I’m pursuing the opportunities that arise. When distributors like BradyIFS and Envoy Solutions go through mergers, blending cultures, staff and inventory can cause disruptions, resulting in dissatisfied customers seeking alternatives. This positions Wist well to attract new clients and manufacturers.
By closely engaging with customers to understand their needs, we’re leveraging these types of situations to differentiate ourselves and accelerate growth.
OPI: How would you describe your leadership style?
IW: Finding good people who I can align with as well as trust is crucial. I focus on empowering capable people to take ownership of their areas. I don’t want to chase anyone. Instead, I prefer to give them something to call their own; something that is as important to them as it is to me.
We’ve built a long-standing, tenured team at Wist. When there’s a poor fit, it disrupts the dynamic. My role is to create an environment where our staff feel valued, not only through compensation but through personal and professional fulfilment.
OPI: Has your position as Chairman of former independent dealer group TriMega and your involvement with ISG affected your leadership?
IW: I’ve benefitted not just professionally, but personally. It allowed me to build valuable relationships with industry leaders, including Mike Maggio, Lyle Dabbert, Dave Kenworthy and Yancey Jones Jr.
My interactions with these great entrepreneurs have made me smarter. Their insights have taught me to ask better questions, gain fresh perspectives and refine my business strategies, all in all benefitting my profitability and ability to support staff.
OPI: You have also been quite involved with City of Hope over the years.
IW: I have. At Wist, we host events to fundraise for this incredible organization. One of our standout initiatives is a golf tournament held during the Phoenix Open, which draws over 100,000 people each day. This event not only provides a chance for industry engagement, but also raises funds for a cause we’re all passionate about.
Typically, we donate between $50,000 to $70,000 which is a significant contribution for a business of my size.
OPI: On a completely different topic, how big a focus is sustainability for Wist?
IW: We’ve seen the emergence of green committees influencing purchasing decisions, particularly within government sectors. Although their impact can still be limited, it’s a noteworthy shift from the past when there was no voice representing sustainability.
I mentioned our aluminum water bottles that are reusable and keep water cool. Yes, they are more expensive, which creates a push-pull dynamic, but they are 100% recyclable and there are many effective ways to collect them.
OPI: What about the broader business supplies sector – how much traction is the concept gaining in the US?
IW: While the US is not as advanced in all things sustainability as Europe, we are seeing progress, particularly with compostable food service items – these are improving in quality and availability. The movement is certainly gaining momentum, but it’s without a doubt slower than in Europe.
There’s also a generational element within this shift. Change often starts at the grassroots level, driven by individuals eager to find better solutions. For example, my daughter actively looks for sustainable practices to pursue, reflecting a growing awareness among younger generations.
OPI: What are some of the biggest challenges Wist is facing? And how are you preparing to overcome them?
IW: We’re going through a succession shift at Wist, that’s probably the biggest challenge. My brother Robert, who is our President, is nearing retirement. With several long-term employees also retiring, I often think about who will fill which roles and whether we will still be doing things the same way or adapting with new talent and ideas. It’s crucial for our planning and we’ve started to address the succession topic.
Attracting young talent to our industry is essential. As a distributor with a diverse product range, we have expanded beyond traditional office supplies, which requires the recruitment of individuals with wide-ranging skills and an innovative approach. The challenge is to find forward-thinking, customer-centric people who are keen to support local business and their community.
I’m regularly reminded how quickly things change. I watched a movie set in a 1980s office recently and realized how many products I used to sell no longer exist. While it’s nostalgic and perhaps a little sad, it’s a reminder that we need to adapt. I won’t be leading the future, but I’m committed to putting the right people in place today, so that Wist can continue to thrive in the coming decades – just in new ways.
OPI: What is your short- and medium-term outlook for Wist?
IW: We have a solid plan for the next five years, guided by the Wist Advisory Group. While some might say we should be more aggressive with our growth targets, I’m conscious of the ongoing decline in OP and how quickly this could accelerate. Even with people returning to offices, they aren’t using supplies like before because of digitization and changes in workplace protocols.
It’s tough seeing the decline, but I’m excited about the opportunities, particularly in the jan/san sector. However, I want to be realistic about how quickly we can grow in this category. I wish we were five years further into the transition, but we have a clear path forward, and we’re committed to getting there.
OPI: What is in store for the IDC overall?
IW: The next few years will look quite different. Dealers are no longer a homogenous group. While facing similar challenges, many are exploring diverse business models. And as the industry evolves, they will increasingly need to differentiate their offerings.
Each business will be guided by the categories they find opportunities in. This product mix will vary from region to region, but the core business fundamentals will remain the same. I’m also hopeful we will continue to collaborate and support each other.
This story was originally published as premium content by our sister publication OPI.
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