10 minute read
Glad to Have a Job Bermuda dealer shares his pandemic story
by: Ian Nash, A.F. Smith
It has been more than six months since the beginning of the COVID-19 pandemic. The market is slowly revealing where it may be going or how long this might last — we think. Those of us in the office technology industry are trying to be optimistic, as the future of our companies is under attack, right? Not only are we under attack from the competition, but from a force we still do not understand. The pandemic has thrown the world and the economies of all countries into chaos.
As the vice president of technology for A.F. Smith, located in Hamilton, Bermuda, in this article I will outline some of the things that my company has done to reduce some of the risks, as well as to capture as much revenue as possible. Perhaps you will find my comments and advice to be of interest and useful.
January to March
I noticed stories coming out of China in January that a new strain of the flu was possibly spreading in the central part of the country. Of course, like everyone else, I paid no mind to the news at first. But when a few more channels and the WHO started getting more involved, it really made my ears perk up a little. I certainly did not have the forwardthinking knowledge at that time to buy and sell stock, but thought about smaller things — like what products we could sell at A.F. Smith that might be hot for our market. Luckily, we did jump on the face mask and hand sanitizer bandwagon early, but still had large back orders due to other like-minded people considering their future needs, too.
My company has been very distinct over the past 47 years. Taking care of an entire country has demanded that we expand our product portfolio. One year ago, we had $0 in infrared thermometers; this year we sold hundreds of units as a brand-new category. That brings me to one of my first points for this article: Diversify, if you can.
We have a large product offering that is sold through our technology, supplies, retail and furniture departments. Even under each of these departments, it seems the product offering is expansive. Our technology department alone A.F. Smith’s headquarters in Hamilton, Bermuda. has us selling Ricoh, Xerox, HP, Frama, RPost, Seclore, PaperCut, Equitrac and DocuShare — and the list goes on. Of course, each one of these companies or solutions produces multiple other products that we sell as well.
I have always tried to pick the best products for the changing times, get the team involved and push forward with them for a period to see if they fit the local market or help support some of the international business here in Bermuda. It helps that I have a great team of technicians, account managers and an owner who is open to change.
In the early stages of the pandemic, the owner and the managers started to discuss possible issues that our company could face. Two questions — “What products are we selling now?” and “What should we consider selling?” — were the main topics at each of our weekly meetings. Our communication with each other was a key factor in being slightly prepared. I say “slightly” because we had no idea things would be as bad as they are now around the world.
April to June
As the country slid into a full lockdown by the end of March, we had our thinking caps on 24/7 in terms of how we were going to manage the company, continue bringing in revenue, pay companies that we buy from and see which employees in the business were most versatile. Personally, I think this time period had extra stressors considering what
we had to do was at the forefront of all of added work; that will also reduce stress. our conversations. It is never easy to make During the April-to-June time frame, we
It is never easy to make difficult dedifficult decisions did not always get it right, but when we cisions about employees, especially those who have been with the business for many years. These tough decisions about employees ... These tough decisions did, it was noticeable, and people rallied. During these months, our company also had a mandatory three-week layoff helped us save more cash and prepared helped us save more for all employees. Once again, it was a us for the coming months. Prior to the cash and prepared us difficult decision, but it was necessary, pandemic, we had 50 employees — 40 for the coming months. as the lockdown had most people barely of them were full time and the other 10 working and the operation was completewere either part time or contractors. We ly dead. This led to further savings for the immediately had to let go of the 10 who were not full time business to ensure it was able to keep the remaining 40 emand distribute the workload around the office. ployees working. Since some roles overlapped, some employ
That leads to my next point: Combine roles and streamees took a three-month layoff. At the end of this period, we all line wherever possible. You have your “key employees” and took a long-term pay cut to once again save more jobs. “all-stars.” Meet with them and let them know what is hapThese months also had everyone now working from home, pening and how you need to lean on them for a period of which was a challenge. Trust me. I have a 17-month-old son time. Do not just dump work on them and expect everything who is a bulldozer around the house and loves playtime. I to be OK. Communication during this time is essential. The found the adjustment difficult at the beginning, but I had more you communicate, the better prepared someone will worked from home years ago and got back into the routine. I be to take on extra work at the office. Offer training for the also made a point to communicate with my wife some basic
rules while I was working from home. We our revenue numbers are still well below worked out a great schedule that had my I think it has been a the expected targets. We understand we coffee breaks become coffee and playtime saving grace to hear will not be hitting the plan we calculatwith my son for 15 minutes, or a quick walk outside. It was easier to “turn off” after 5 p.m. as well, since business was from my peers and the companies that ed back in November. This is something that each of us needs to review often and manage accordingly. What would your a little slower. This did not mean that I they represent, even if business look like if you were running was not thinking constantly about how it is conference call at 70% for the remainder of the year? to rebound the business, but my work after conference call. How does that affect head count? What and family lives did shift and pivot into products do you need to consider selling? new directions. I have always been a hard Who can you align yourself with to add worker, and that will never change, but the time I now spend customer benefits? One thing we have also been trying to with my wife and son has been the biggest highlight of this do as much as possible: Team up with other companies and entire ordeal. have the sales teams discuss ways to pass on leads to each
The middle of June had me heading back to the office full other as much as possible. Net-new business of any kind is time. This was important, since we are a customer-focused gold. So, collaborate. company with distribution, a retail store, etc. During this We all have a long way to go, as there is no real timeline time, we delivered more to home offices than to businesses. on the issues that we are all dealing with as a result of the
There was another hurdle during this time. With limited pandemic. What I have written in this article has helped my staff members, we had more places to travel to during a regbusiness and me personally get through the first six months. ular work week, but we managed. Moreover, we diversified I can only hope to sound optimistic over the next six months into more product offerings that cover a back-to-work and and be glad I still have a job. back-to-school strategy — things like dividers for retailers So, to summarize, the points to note: (plexiglass), sanitation carts and more contactless technoln Diversify your product lines. ogy for the equipment reps to concentrate on. n Have a strong marketing and social media presence.
I found myself listening to my fellow BTA member dealers n Streamline wherever possible. to see how they were handling things. I think it has been a savn Communicate with and train staff members. ing grace to hear from my peers and the companies that they n Look for some highlights in all of this; be thankful you represent, even if it is conference call after conference call. are still employed. They all seem somewhat repetitive, but some small insights n Listen to your peers and immerse yourself in information. have been useful. I also found I was opening up spam emails n Manage your stress and help employees manage theirs. more often, just to see if there were any takeaways I could use. n Collaborate internally with your departments and with other companies. n July to Now Ian Nash is the vice president of technology for A.F. Smith,
Is anyone stressed from all of this? If any of you say “no,” based in Hamilton, Bermuda. He is always on, works please send me your magic pills. I have found the mounting hard and never stops thinking of the next step. Most stress from loss of revenue, employee management, finances importantly, Nash works with others to help them succeed as and, oh yes, the pandemic itself, to be overwhelming. What well. He has 15 years in the technology industry and more has helped is talking a lot of things through, as well as sepathan 20 years in sales. Nash has worked in Bermuda for more rating myself from work for short periods of time. than 11 years and has had exposure to international business
Speaking with your staff members on a regular basis to in countries around the world. He has secured distributorship make sure they know what is going on and to ensure that for several technology products in Bermuda, for all of Latin they are OK is a big point I would like to make in this arAmerica and the Caribbean, and has been the lead project ticle. They need to realize the company has made it this far manager with associated international companies. Nash has because of them. A lot of the stresses can be worked out or a deep passion for giving back wherever managed, so make sure you are communicating with your possible and hopes to instill his belief staff members, as things are not changing any time soon. system in those he connects with. There are great resources online. Do not be afraid to use His words to live by: “Always be busy. them; for example: https://www.cdc.gov/coronavirus/2019- Always work hard. Stress is your friend!” ncov/daily-life-coping/managing-stress-anxiety.html. Nash can be reached at inash@afsmith.bm.
With only about 30% of people back to work in Bermuda, Visit www.afsmith.bm.
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