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The acquisition of Honeywell’s Productivity Solutions and Services (PSS) segment by Brady Corporation was completed this week....
The acquisition of Honeywell’s Productivity Solutions and Services (PSS) segment by Brady Corporation was completed this week. Going forward, Honeywell PSS will operate under the name Brady Intelligent Productivity Solutions (IPS).
Brady brings over 100 years of experience in safety, identification, and compliance solutions to the table. This expertise, combined with the strengths of PSS, creates an excellent foundation for innovation and sustainable success – benefiting customers and partners alike.
What does the acquisition mean for you?
- No changes to current processes: For Honeywell PSS partners and you as a Jarltech partner, nothing will change for the time being – existing workflows and processes will continue as usual.
- Reliable service: Your current orders and quotes remain valid, and everything else you know from Jarltech also stays the same – fast deliveries, a wide product selection, and excellent service.
- Gradual integration: The Honeywell brand will be gradually replaced – don’t be surprised when you soon notice Brady in our online shop, in communications, or on products.
Do you have any questions? We’re happy to assist you with our expertise and service – let us know how we can best support you!
Sell the CipherLab RK96 mobile computer together with the Full Value Pack until ...
Sell the CipherLab RK96 mobile computer together with the Full Value Pack until December 31, 2026 and offer your customers more service at a special promotional price!
With the Full Value Pack, your customers receive an upgrade from the standard 3-year warranty to a 3-year Premium Warranty for the RK96. But that's not all: the package also includes 3 years of ReMoCloud Express and one operating system upgrade at no additional cost.
Contact your sales representative today and make sure to add the Full Value Pack to every RK96 order!
* Promotion valid until December 31, 2026, while stocks last and exclusively for resellers in the EMEA region. The promotional price for the Full Value Pack is only available in combination with the purchase of part number clrk96-5 (CipherLab RK96) and is limited to one Full Value Pack per device
Datalogic has informed us of an adjustment to the list prices for their portfolio, effective from the 1st of July 2026....
Datalogic has informed us of an adjustment to the list prices for their portfolio, effective from the 1st of July 2026. This adjustment results in price increases that vary depending on product categories.
Here is a breakdown of the relevant information for you:
- Mobile Computers: 8–15% increase.
- Fixed Retail Scanners: 5–15% increase.
- Presentation Scanners remain unchanged.
- Barcode-Scanners
- Gryphon 4600 & GFS Modules: 3% increase.
- QuickScan, Gryphon 4500 & PowerScan remain unchanged.
- Accessories: 5–15% increase.
- Services (Repair, EOC & Spare): up to 5% increase.
What the price adjustment means for your order:
- All new orders placed from the 1st of July 2026 onwards will be subject to the new list prices.
- All open orders received before 1st of July 2026 and delivered up to and including 31st of July 2026 will be invoiced at the current list prices.
- All special pricing arrangements, such as demonstration offers and promotional deals, will be subject to the price adjustment effective 1st of July 2026.
- All orders covered by an active Price Exception (PE) issued before 1st of July 2026 and shipped by 31st of July 2026 will remain valid until that date.
- PEs issued before 1st of July 2026 for affected products will expire on 1st of August 2026. For any orders that remain open or undelivered after this date, a new Price Exception must be requested from Datalogic.
- PEs issued on or after 1st of July 2026 based on the new pricing will remain valid for their standard validity period.
Details of the affected SKUs and the exact new prices are available upon request from your sales representative. Do you have any questions? We will be happy to assist you with our expertise and service – let us know how we can best support you!
Epson has informed us of an adjustment to the list prices for their portfolio, effective from the 1st of July 2026....
Epson has informed us of an adjustment to the list prices for their portfolio, effective from the 1st of July 2026. This adjustment results in price increases that vary depending on product categories.
Here is a breakdown of the relevant information for you:
- POS hardware & supplies: 5% increase.
- TM-L100, TM-T20IV, TM-m30III »Standard«, TM-P20II, TM-P80II, TM-P80II AC remain unchanged.
- ColorWorks media: 5% increase.
- DiscProducer supplies: 5% increase.
- LabelWorks supplies: 10% increase.
What the price adjustment means for your order:
- All new orders placed from the 1st of July 2026 onwards will be subject to the new list prices.
- All orders shipped up to and including the 30th of June 2026 will be invoiced at the current list prices.
- This also applies to orders that cannot be shipped until after this date due to limited product availability.
- Project prices will remain valid until their respective expiry date.
Details of the affected SKUs and the exact new prices are available upon request from your sales representative. Do you have any questions? We will be happy to assist you with our expertise and service – let us know how we can best support you!
Zebra has informed us of an adjustment to the list prices for their supplies portfolio....
Zebra has informed us of an adjustment to the list prices for their supplies portfolio. Depending on the item, this adjustment includes price increases of varying levels and will take effect from 6th of July 2026.
Here is a breakdown of the relevant information for you:
- All new orders placed from the 6th of July 2026 onwards will be subject to the new list prices.
- All orders shipped up to and including the 3rd of July 2026 will be invoiced at the current list prices.
- Open orders will be recalculated as of the 6th of July 2026 and a new order confirmation will be issued.
- All special prices, such as Deal Registrations, Demo Vouchers and promotions are subject to the price adjustment as of the 6th of July 2026.
- Price Concessions and Custom Quotes will remain valid until their respective expiry date.
Details of the affected SKUs and the exact new prices are available upon request from your sales representative. Do you have any questions? We will be happy to assist you with our expertise and service – let us know how we can best support you!
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Distribution mechanics: The pull-forward effect – how a single announcement can distort an entire market
There is one moment in the distribution calendar that creates chaos with remarkable reliability, and it always begins with an innocent-looking email: »Beginning the...
There is one moment in the distribution calendar that creates chaos with remarkable reliability, and it always begins with an innocent-looking email: »Beginning the first of the month after next, we will be adjusting our prices.« A price increase announced well in advance sounds fair. Transparent. Easy to plan for. What follows is anything but. It's rather like somebody standing up in a packed cinema and shouting, »Last showing!«
Because from that moment onwards, everyone makes exactly the same calculation: what I buy today will cost four per cent more in six weeks' time. So everyone starts buying. Not what they need—what they can. Resellers bring forward orders they would otherwise have placed over the next three months. Their competitors do exactly the same. And we, as distributors, do likewise with the manufacturer, because the very same calculation applies one level higher up the supply chain. The result is a record-breaking month that everyone could celebrate – if it actually reflected genuine demand.
It doesn't. The pull-forward effect doesn't create a single additional order from an end customer. No warehouse scans more parcels. No checkout processes more sales simply because a list price has changed. Demand hasn't increased – it has merely been brought forward. And whatever is pulled forward is inevitably missing later. The record month is followed by a slump as predictably as a hangover follows a party. The stock hasn't disappeared – it has simply moved. Instead of sitting in our warehouse, it is now sitting on a reseller's shelves, paid for with the reseller's cash. And for the next few weeks, that reseller orders... nothing.
The real cost appears when the rest of the supply chain misreads what has happened. The manufacturer sees the sudden boom in the sales figures and may interpret it as genuine market growth. Production plans are increased. Additional components are ordered. Manufacturing ramps up. Two months later, all that newly produced stock arrives just as the market has fallen into the post-boom lull.
Warehouses are suddenly full. Inventory turns red on the balance sheet. And somewhere, somebody starts discussing special promotions and discount campaigns to clear stock that only exists because everyone bought early. One simple announcement is enough to set the entire supply chain swinging like a rope that has been struck – first upwards, then downwards, with every stage amplifying the movement.
Does that mean bringing purchases forward is a bad idea? Not at all. It depends entirely on what you bring forward. Buying genuine demand for the coming months at today's price, backed by sound planning and sufficient warehouse capacity, is perfectly sensible. We do exactly the same ourselves. The danger begins when speculation enters the equation – buying stock that has no foreseeable customer simply because it is expected to be »worth more later«. That assumption only holds up if the market behaves as expected. When the inevitable slowdown arrives, so does the pressure to clear stock. Suddenly, everyone is competing against each other with warehouses full of exactly the same products. The four per cent saving achieved before the price increase disappears remarkably quickly when you have to offer an eight per cent discount just to move the inventory.
That is why whenever a price increase is announced, we examine the numbers more carefully than almost at any other time. How much represents genuine demand? How much has merely been brought forward? And how much is pure speculation? Not because we distrust our partners, but because the month after the record month always tells the truth. Those who understand the pull-forward effect aren't surprised when the slowdown arrives. Those who don't mistake the slump for a crisis – and the boom for real growth. Both conclusions are wrong. And both lead to poor decisions.
So remember: »A price increase doesn't create demand – it merely borrows it from the future. And sooner or later, the future always wants it back.«
Distribution mechanics: The grey market – why the bargain from a broker could become the most expensive device you’ll ever buy
The offer usually arrives by email, sometimes even over the phone: 200 units of exactly the device you need, available immediately and priced eight per cent below your...
The offer usually arrives by email, sometimes even over the phone: 200 units of exactly the device you need, available immediately and priced eight per cent below your distributor’s quote. The sender? A company you’ve never heard of, often based somewhere you’ve never even visited. Welcome to the grey market. And before you click Reply, let’s take a moment to look at what you’re actually buying.
The first question – surprisingly few people ask it – is: Where did this stock come from? Brand-new products are not sold eight per cent below market price because somebody is feeling generous. There is almost always a story behind it. Perhaps it was a registered project that fell through, leaving special-priced inventory that now has to be cleared. Perhaps a partner secured a project price for 2,000 units but only deployed 800, leaving the remainder looking for a new home. Maybe the products originated in another region where the manufacturer operates a different pricing strategy. Or perhaps someone abused a Deal Registration simply to buy cheaply and resell at a profit. I’ve already written about project pricing in this series: it exists to protect the partner who invested the effort in winning the business. Grey market stock is very often nothing more than that protection being broken – and turned into cash.
The second question is: What is missing?
Nothing obvious. That’s the deceptive part. The box looks exactly as it should. What is missing is invisible. Take the warranty, for example. Many manufacturers tie warranty entitlement to the authorised distribution channel, and the serial number tells the full story of where a device has travelled. If the manufacturer’s system shows that the unit was supplied for Project X in Country Y, and you suddenly submit it for repair from Germany, the conversation quickly becomes uncomfortable.
And it doesn’t stop there. No RMA support through your distributor. No eligibility for deal registration on future opportunities. No price protection. No reliable firmware or configuration history. You own the hardware – but none of the infrastructure that surrounds it. And that infrastructure is exactly what this entire series is about.
Now let’s honestly calculate the bargain. Two hundred devices. Eight per cent saved. Let’s call that €8,000. Sounds attractive. Then, in the second year, five units fail. Warranty? Rejected because the products came through the wrong channel.
Five replacement devices, plus an uncomfortable conversation with your end customer explaining why their rollout equipment cannot simply be exchanged – and suddenly those €8,000 have disappeared. If the manufacturer is having a particularly bad day, they may even block the serial numbers from technical support or software access. That isn’t a theoretical risk; it happens. Try explaining to your customer that, officially, their devices should never have been in circulation in the first place.
The third cost is the quietest – and arguably the most damaging.
Every grey market purchase helps undermine the very system your business depends on. Every deal weakens deal registration, the mechanism that protects your own projects. It tells manufacturers that channel discipline is breaking down. Their response is predictable: tighter rules, stricter documentation, more administrative work and more bureaucracy for everyone. The honest partners end up paying the price for somebody else’s bargain.
That, too, is a distribution mechanic – just a destructive one.
Don’t get me wrong. I understand the temptation. Margins are tight, pricing pressure is real, and eight per cent is still eight per cent.
But the grey market only sells you half the product. You get the box, but not the safety net beneath it.
As long as nothing goes wrong, you’ll never notice the difference. But you’ll notice it on the day something does. And in our industry, sooner or later, something always does.
So remember: »The grey market sells you the device without the safety net – and the discount is worth exactly as much as the safety net you’ve just given up.«
Distribution mechanics: EOL – Products don’t die overnight, they die with plenty of warning
Sooner or later, every device reaches the same point: End of Life. The manufacturer announces its discontinuation, the product disappears from the price list, and somewhere in a meeting room an end customer utters the sentence every reseller dreads: »What do you mean it’s no longer available? We have 3,000 of them in operation.« Today is about why that sentence should never have to be spoken. Because products in our industry do not disappear overnight. They come to the end of their life with a long, public announcement – you simply have to pay attention.
First of all, why would a manufacturer discontinue a product that is still selling well? Rarely out of choice. More often, it is not the product that has reached the end of its life, but something inside it: a chipset that is no longer manufactured. A display that has gone out of production. A wireless certification that no longer complies with new regulations. An operating system that no longer receives security updates. The manufacturer is not saying, »We don’t want to make it anymore.« They are saying, »We can no longer produce it at a commercially viable cost.« That is simply how the industry works – and, more importantly, it is predictable because it follows a defined sequence of stages.
Those stages all have names, and understanding them is the real trick. First comes the End-of-Life announcement. Then comes the Last Buy or Last Time Buy period, during which the product can still be ordered. Next comes the final shipment. Only years later does service finally come to an end – the point at which repairs are no longer offered and spare parts are no longer stocked. There are often five years or more between the initial EOL announcement and the end of service. That is not a guillotine; it is a long, orderly farewell. If you know all four dates, you do not have an EOL problem. But ignore the first one, and eventually all four arrive at once.
EOL becomes particularly critical wherever large volumes and standardisation meet: during rollouts. An end customer with 3,000 identical devices across 400 stores does not want device number 3,001 to be different. Their software has been validated for that specific model. Their mounting brackets fit that housing. Their employees know those buttons by heart. For them, an EOL announcement is not simply a catalogue update – it is a project. Either they secure enough stock during the Last Buy window to support the remaining lifecycle – replacement units, expansion, contingency stock – or they begin migrating to the successor product in good time. Both are sensible options. Only the third option is a bad one: doing nothing and being caught by surprise.
This is precisely where distribution comes into its own, because this is where we sit closest to the source. We receive EOL notifications first. We know the product roadmaps. We know which successor is genuinely compatible and which merely carries a similar name. A good distributor contacts you before the problem exists: »Your rollout device is being discontinued. The Last Buy window closes on this date, this many units remain available, and here is the recommended migration path.« We consolidate Last Buy quantities across multiple resellers, reserve remaining stock for ongoing projects, and hold inventory for the customer who inevitably realises – after the final sales date – that they still need another 50 units. It is not glamorous work, but it becomes invaluable on the day it saves an end customer’s rollout.
So here is my advice, without making it more complicated than it needs to be: do not treat product discontinuations as an inconvenience. Treat them as a sales opportunity. Every EOL announcement creates a natural reason to speak with your customer – about migration, successor products, contingency stock or the next project. The resellers who understand this benefit twice from every discontinuation: once from the final purchase of the outgoing product and again from the first purchase of its successor. Everyone else is left explaining to their customer why the project can no longer continue.
So remember this: »A product dies twice – once in the price list and once in the field. Miss the first death, and you’ll face the second completely unprepared.«
