The Dealer of The Future
The office furniture industry stands at a critical juncture as we navigate through the challenges of 2025. In a recent conversation with Shelley Rosetta, Principal at Solomon Coyle, we explored the evolving landscape of dealerships, leadership approaches, and innovative strategies for sustained growth in an uncertain market.
Shelley's journey into the industry began with a childhood passion for space planning her bedroom, which eventually led to formal training in interior design. Her career path took her from design to sales leadership, dealership ownership, and eventually to consulting with Solomon Coyle. This trajectory highlights an important reality of our industry – there are numerous career paths available beyond what students are typically exposed to in design or business programs. As Shelley noted, "They don't really mention that you can be a rep, you can go work at a dealership, you can be at SolomonCoyle. There are just so many different avenues that you find out after you graduate."
The conversation brought to the surface a critical need for industry stakeholders to engage with educational institutions at both the college and high school levels. By introducing students to the breadth of opportunities within the office furniture ecosystem, we can cultivate the next generation of talent and ensure the industry's continued vibrancy. The current disconnect between educational programs and real-world career options represents a significant missed opportunity for both students and industry alike.
Solomon Coyle's work exemplifies the evolving nature of the industry. As a consultancy that serves the entire ecosystem, they provide financial benchmarking through extensive dealer surveys, compensation data analysis, management training, and peer group facilitation. Their newly launched sales leadership program demonstrates how traditional in-person training has evolved into blended learning models that combine virtual cohorts with in-person instruction – a direct response to post-pandemic realities.
The discussion about the "dealer of the future" yielded three essential qualities for success: flexibility, operational excellence, and adaptability. As the industry continues to transform, with manufacturers occasionally selling direct and the lines between traditional roles blurring, dealers must develop strategies that anticipate change rather than merely react to it. This includes embracing digital transformation through meaningful social media engagement that showcases people and processes rather than just products.
Perhaps the most compelling conversation centered around artificial intelligence and its implications for the industry. The insight that "AI won't replace your job, but the person who learns and leverages AI will replace your job" underscores the urgency of embracing these tools. From streamlining RFP responses to enhancing customer service through better information retrieval, AI offers tangible benefits across the entire quote-to-invoice process. Creative applications, such as Chipotle's "Ava Cado" scheduling tool, demonstrate how businesses can develop customized solutions that address specific operational challenges.
Looking ahead, the conversation explored how dealers might diversify their offerings beyond furniture sales. By teaching clients how to use workspaces effectively and developing service-based revenue streams, dealers can create "stickiness" with customers that transcends traditional product sales. As Shelley noted, "Distribution companies are procurement and logistics experts. There is no one out there that does it better than our dealers in our industry." Leveraging these core competencies could open new revenue opportunities in adjacent industries like hospitality, healthcare, or higher education.