Why Resellers Struggle to Sell Solutions and What Can Be Done About It

For many office technology resellers, selling solutions is the most challenging part of scaling their business. Hardware is familiar. Software is abstract. When quotas, comp plans, and leadership attention remain focused on devices, solutions are pushed to the margins, even though they are essential for long-term growth.

That challenge was the focus of a recent presentation by Kristal Cook, a seasoned industry solutions expert and the founder of RockRoot, a new consultancy that helps small and mid-sized dealers develop sustainable solutions practices. Although Cook's background is rooted in print management and workflow software rather than production print, the obstacles she outlined apply broadly across the channel, including resellers of software from Rochester Software Associates (RSA).

From Vendor Advocate to Dealer-First Advisor

Cook spent nearly nine years at ACDI, a major distributor of print management software, including PaperCut, where she worked closely with independent dealers of all sizes.

"What I liked most about working at ACDI was helping small- to medium-sized dealers grow," Cook said. "As I moved into larger accounts, I missed focusing on developing and growing the small to medium dealerships. I also wanted to be able to recommend the right software products instead of pushing one product."

That experience led Cook to launch RockRoot, where she now serves as a "virtual solutions director" for dealers who lack the budget or scale to hire one internally. Her goal: align software portfolios, sales behavior, and leadership focus with dealer goals, not vendor agendas.

That perspective directly informed her breakdown of the seven most common reasons resellers struggle to sell solutions.

1. Too Many Solutions, Not Enough Focus
One of the biggest problems Cook sees is bloated solution portfolios. "If your sales reps haven't learned one software product well enough to discuss it comfortably, why do you have 10 in your portfolio?" she asked.

Without a solutions leader, dealers often sign up for software opportunistically, responding to one customer request here and another event-driven decision there, resulting in overlapping tools that never gain traction. Cook emphasizes narrowing portfolios to a manageable set aligned with vertical focus, OEM strategy, and annual sales goals. Here's where agnostic solutions such as those offered by RSA are an asset.

2. Sales Leadership Isn't Solution-Focused
"The hardest one is that sales leadership is just not solution-focused," emphasized Cook.

Leadership discussions naturally center on hardware because that's where quoting systems, forecasts, and metrics live. Software, however, requires a different approach—one rooted in conversation, workflow discovery, and problem identification. When leaders don't consistently discuss solutions in meetings, reps don't either.

3. Selling Hardware Instead of Solving Problems
Hardware sales are transactional. Software sales are consultative. "We have to get more into a problem-solving mindset," advised Cook. "The more you understand your customer's business, the more trust you build and the more they see you as a consultant rather than a salesperson."

This shift doesn't come naturally to many reps, especially without coaching and reinforcement.

4. Inconsistent Training and Support
Even strong vendors, such as RSA, can sometimes find it challenging to consistently support smaller dealers, particularly when volumes are low.

"It's hard to keep up with software updates, resources, and training," said Cook. "A lot of the time, dealers don't even know which software they want to present to a customer."

Without centralized enablement, reps are left piecing together information on their own or avoiding the conversation entirely.

5. Sales Reps Aren't Properly Motivated
"If you ask a rep how much they'll make on hardware, they know exactly," noted Cook. "But if you ask how much they'll make by adding software, they usually don't know."

When commissions, bonuses, and incentives aren't clear, or when vendor spiffs and rebate programs go unused, software becomes optional rather than essential.

6. Bad Installation Experiences
Poor implementation can sour a dealer's appetite for solutions.

"Often it's not that the software is bad," Cook explained. "It's that expectations weren't set properly."

Without clear ownership among the reseller, vendor, and customer, installations can feel slow or disorganized even when they're functioning as designed. Fortunately, for resellers of Rochester Software Associates' solutions, assistance is available for a successful installation.

7. No Dedicated Solutions Leadership
Finally, many reseller organizations don't have a solutions director and can't justify the $120,000 to $200,000 salary the role typically commands.

"Without someone focused on keeping all these pieces aligned, it's very hard to stay competitive," said Cook, especially when competing against larger dealer groups with dedicated software teams.

The Takeaway for RSA Resellers

For Rochester Software Associates' resellers, these challenges should sound familiar. Software solutions don't fail because the technology isn't strong; they fail because focus, structure, and confidence aren't in place.

As Cook put it, "Sales reps don't want to talk about something they're uncomfortable with. They'd rather not bring it up than sound dumb."

The path forward to successfully selling solutions is about simplifying, aligning, and supporting the ones that truly move the needle. And in an in-plant environment, that's where solutions from RSA can make a big difference.