Optimising Sustainable Deliveries
Clean smart Save time
Chasing the sun
I’m wondering if someone could help me – I’ve been on the hunt for something elusive. What was it again? That’s right, I’ve spent the last few weeks searching for summer! Has anyone else managed to catch a glimpse of that elusive sunshine? It seemed to appear for a moment and vanish just as quickly.
Although summer may have passed in the blink of an eye, we’ve truly cherished the opportunity to rest and recharge. We hope you’ve also had the chance to take a day or two for yourself, indulging in some well-deserved rest and relaxation. Now we’re back and in full swing, fully energised, gearing up for the next phase of 2024 with renewed vigour and motivation.
In this issue, James Day of Durable joins us to talk about his new role with the Leaders of the Future Committee and Natasha Reid, Office Evolution, discusses strategies for avoiding the race to the bottom and emphasises the power of saying ‘no’. Meanwhile, United’s Graham Bourton talks to us about why the team is on a mission to ‘do more’.
We also explore sustainable deliveries, focusing on optimising processes to minimise carbon emissions and enhance local connections. Helen Colton shares expert insights to elevate your 2024 marketing strategies, while our series on consumer analysis concludes with an in-depth exploration of the psychology behind buying behaviours.
As always, we’d love to hear all about your success and to be inspired by stories of resilience and agility. Please do share all your news via LinkedIn and Twitter @dealersupport.
Holly Tinsley Editor
“It’s not enough for a business now to just be doing business, you need to be giving something back”
INDUSTRY
06 THE MONTH THAT WAS
The latest news from the workplace supplies industry
08 NEWS EXTRA
OT Group withdraws from UK and Ireland Markets
09 KEEPING THE DOOR OPEN
Steve Carter talks about how we measure value
10 CLICK IT
The best digital articles from Dealer Support website this month
13 ACCELERATING DIGITAL TRANSFORMATION
Discover how PFU (EMEA) Limited are integrating AI and advanced technologies
16 THE DRIVE TO DO MORE
Graham Bourton of United explains how the business is making a positive impact
20 THE NEW VOICES OF THE LOTF
James Day talks about the direction of the BOSS Leaders of the Future committee
BUSINESS SUCCESS
22 VALUE AND INTEGRITY: KNOWING WHEN TO SAY NO
A strong team, clear plan and business confidence, Natasha Reid talks business integrity
26 THE IMPORTANCE OF CREATING YOUR OWN BRAND
Helen Colton highlights the importance of standing out from the crowd
GREEN AND ECO
28 SUSTAINABLE DELIVERIES: ONE MILE AT A TIME
How dealers can optimise deliveries and embrace eco-friendly transport
30 PATTERNS, PREFERENCES AND PERSONALITIES
We get behind the lens of psychographics and how they can benefit business
34 SALES SKILLS FOR THE DIGITAL AGE
Explore how teams can leverage digital skills to elevate the customer journey STRATEGIC GROWTH
36 THE LEADERS YOU NEED
Karen Brown presents a proven framework for business leaders to build diverse teams
38 THE PITFALLS OF PRICE-CENTRIC SELLING
Avoiding the pitfalls of price-centric selling to focus on building value
THE MONTH THAT WAS
CTS Merge with Go2 Distribution
CTS Wholesale are excited to announce a merger with Go2 Distribution. This will mean customers can now expect a far bigger range and level of OEM printer, copier consumables stock and keener trade pricing via CTS Wholesale
Steve Clayton, MD of CTS Wholesale said, “Go2 Distribution have provided consistently over the years a provision of OEM EOS consumables and other niche products to the office products and MPS Copier dealer channels. To join our services which are very much aligned to that of Go2 is a fantastic synergy and I look forward very much to working alongside Damian
Kelly as we build further choice and cost savings for our customers.”
Damian Kelly of Go2 added, “Having admired CTS Wholesale for the way they have carved a niche in the compatible toner market, we are very much looking forward building a bigger, better business, adding more value for our customers, through a much greater depth of compatible and original products.”
This is a sponsored story by CTS Wholesale. For more information on the merger between CTS and Go2 Distribution, please visit: https://www. ctswholesale.co.uk/
UK Economy Grows Again But Slows
As reported by BBC News, the UK’s economy grew by 0.6% this quarter, but concerns linger over a potential slowdown. The latest figure was in line with forecasts and follows a 0.7% increase in the first three months of this year.
“The UK economy has now grown strongly for two quarters, following the weakness we saw in the second half of last year,” said Liz McKeown, director of economic statistics at the Office for National
Statistics, which released the figures.
Economists also warned that growth might slow in the second half of 2024. Anna Leach, chief economist at the Institute of Directors, said, “The challenge for government is to firmly lift the UK’s growth performance out of the doldrums. There are no quick fixes here: we’ll need the government to follow through on its manifesto commitments to set and stick with long-term infrastructure investment plans.”
Exertis and Nemo Strengthen Partnership
Nemo Office Club and Exertis have solidified their collaboration with a new deal, boosting support for dealers choosing Exertis as their main wholesaler.
Nemo Office Club managing director Tim Beaumont commented: “I’m delighted that we’ve been able to strengthen our existing arrangements with Exertis in a way that will significantly benefit those of our group who choose Exertis as their primary wholesaler. The unique product codes used throughout our marketing, printed, digital and online, gives members the power to choose their preferred source of supply and this new arrangement reflects that, rewarding those making that commitment to Exertis.”
Andrew Beaumont, managing director at Exertis commented: “We are really pleased that we have been able to strengthen our existing relationship with Nemo and support and recognise those dealers who partner with and embrace the Exertis Supplies trade only strategy. We live in an ever-changing industry, and we are confident that this strengthened relationship will bring stability and support to the Nemo independent dealer community.”
5 Star lines arrive at Vow Wholesale
Following Vow Wholesale’s recent acquisition of the 5 Star brand from OT Group, Vow have welcomed the arrival of 300 new product lines. The first 150 key lines arrived at Vow’s Arrow Distribution Centre (ADC) from 19th August, with availability to customers going live shortly thereafter. For customers in Ireland, the new 5 Star products were made available through Vow’s Irish Distribution Centre (IDC) from the beginning of September. If you would like to learn more about the new product lines or have any specific inquiries, customers can get in touch with their Vow account manager. Additionally, detailed information about these products is available on the Vow website.
Nemo Office Club Announce 2025 Conference Dates
Nemo Office Club has confirmed Thursday 5th and Friday 6th June as the dates for their annual conference at the Forest of Arden Hotel & Country Club near Birmingham as they return to hosting a two-day and two-night event following feedback from members.
“This year’s event was a huge success” explains group MD, Tim Beaumont, “with the main feedback being that members wished they had more time at the event – which is great to hear. With that in mind we have returned to having the conference spread over two nights to include an informal social evening and a formal awards dinner on the final night.”
Nemo Office Club start the year with their annual Kickstart network event that takes place on Friday 17th January 2025 at Eastwood Hall in Nottinghamshire, with a theme of Sustainability and Wellbeing.
NEWS EXTRA
OT Group withdraw from UK and Ireland market
Following much speculation across the workplace supplies industry, in August OT Group released a statement confirming its position and plans for Spicers and Office Depot UK
OT Group has confirmed the withdrawal of the Spicers wholesale business from the market, in a move that has come as no surprise to the industry, despite ambitious plans to grow the business since returning to the market in 2022.
In the statement, OT Group also announced plans to sell the assets of the 5 Star brand to VOW Wholesale in the UK and Ireland, which was completed with the 5 Star lines starting to become available through VOW in mid-August. The online Officeteam business and Office Depot UK will be sold to Paragon under the current proposals.
COMPREHENSIVE REVIEW
The statement confirmed that the group had completed a comprehensive review of operations in the UK and Irish markets. It said:
‘Following review, the company believes that its contract customers will be better served through the sale
of the Office Depot UK and Ireland businesses to Paragon, with product supply and distribution services being sourced via a third-party logistics model under a long-term contract with VOW Wholesale.
OT Group’s online Officeteam business will also be sold to Paragon under the current proposals.
After careful consideration of its wholesale business, operating under the Spicers brand, OT Group is proposing to withdraw from this market.’
TIMEFRAMES
The group have made reassurances to current suppliers that they intend to pay in full all arrears ‘on reconciled and agreed balances’, although this will happen over an extended timeframe, expected to be in the region of 9
months as of the date of the statement.
This is another blow for the industry, following a tumultuous period that saw the collapse of Nectere earlier this year, raising concerns about lack of communication and clarity given to the dealer community, with many concerned that this may be the case again.
The Dealer Support team is reaching out to key individuals within the Spicers and OT business to share further clarification on what this means to the dealer customers and suppliers and will share further updates in due course.
If you would like to share any information or thoughts relating to this news you can do so, in confidence by emailing the team at info@intelligentmedia.co.uk or our editor Holly Tinsley directly at holly@intelligentmedia.co.uk.
This is another blow for the industry, following a tumultuous period
Keeping the Door Open
This month, following a chat with a friend over a quiet beer about an upcoming appraisal, STEVE CARTER muses on the importance of measuring value differently and making sure it’s about more than just ticking boxes
Around 20 years ago, I was asked along with other members of our management team, to help set up an appraisal scheme to roll out across the business. We enlisted the help of a consultant from whom we got some sound advice, and we set up a reasonably good appraisal programme, or at least I thought it was at the time.
DOING THINGS DIFFERENTLY
Looking back at it now, I ask myself if I would have changed anything or done things a little differently? Absolutely right I would and have been for many years.
First, I wouldn’t use the word appraisal, given the dictionary definition; the act of estimating the value of something or someone. Imagine asking a team member to join you in a meeting a week on Tuesday, to discuss their value to the company.
We were advised to set a date and time and stick to it, as some team members
will get worried and work themselves up. I would hate the thought that one of my team members was worried about anything work related. The thought of that makes me shudder even now!
KEEPING THE FAITH
We were advised to build a template form for all employees to complete and use it for everyone. No two people are the same, so why have a common
I have faith and trust in every member of my team, and strongly believe that is reciprocated
form? Make sure that the employee knows that an appraisal and a salary review are separate things and not linked, we were told.
That all seems a bit regimental to me and is certainly not the way in which I have done things for many years. I have faith and trust in every member of my team, and strongly believe that is reciprocated. I am first in the queue to offer thanks and praise and equally to offer help and support if something doesn’t quite go to plan.
I don’t need to give them forms to fill in to know how they are doing or feeling, it is my job to know that on a day-to-day basis. I prefer an open-door type policy, where team members are encouraged to come and have a chat and dare I say it, a bit of fun, with much of it at my expense!
To find out more about how Advantia could benefit your company, please contact Steve Carter in one of the following ways: https://www.advantia.co.uk info@advantia.co.uk 02476 373738
CLICK IT CLICK IT
Dive into our latest round up of all the best bits from the Dealer Support website. From expert advice on business growth and strategy to top technology and surprising trends –get caught up on the ‘most clicked’ content from the last few weeks
SALES SUCCESS
Unlocking Opportunities with White Space Analysis
What is white space analysis and how can it help businesses unlock hidden sales opportunities? Research indicates that the likelihood of selling to an existing customer can range from 60% to 70% while upselling and cross-selling can boost revenue by 10% to 30%. We dive into the dynamics of sales probability and why leveraging whitespace analysis is critical for maximising growth potential
Read the full article HERE
GREEN &ECO
‘Sales are contingent upon the attitude of the salesman, not the attitude of the prospect.’
– William Clement Stone
How Cross-departmental Teams Enhance Sustainability Strategies
Having a sustainability champion with specialist knowledge in your business can be immensely advantageous, serving as the central point of contact for all environmental matters. However, to achieve optimal efficiency in your sustainability efforts, this champion needs a team of collaborators. In this article, we dive into the value and benefits of crafting cross-departmental sustainability teams.
Read the full article HERE
DEALER SUCCESS DIVERSIFICATION
Prevention is Better than Cure in Property Maintenance
In business property maintenance, prevention is better than cure, especially with BCIS predicting a 10% increase in maintenance costs this year. From efficient electrics to safeguarding pipes, here’s how dealers can assist businesses in protecting properties against damage and deterioration. Read the full article HERE
Transforming Non-traditional Workspaces
In our recent exploration of workplace environments, we’ve considered familiar are as like the canteen, bathrooms and reception areas, emphasising their importance in shaping employee experiences. This time, we turn our attention to less conventional workspaces. Here’s how dealers can support business operations by helping to create environments that promote comfort, efficiency and overall well-being for employees across various non-traditional settings. Read the full article HERE
‘Do
your customers know that damage from leaking pipes can cost up to £26,000 over a year?’
LEADERSHIP
Strategies to Amplify Employee Engagement in Wellness
Dive into employee wellness programmes that go beyond half-hearted health cliches, creating programs that not only make employees want to participate but also leave them feeling energised, engaged, and ready to conquer the day.
‘The most effective companies in terms of return on investment for their workplace wellness initiatives offer a range of activities’
Read the full article HERE WHAT ARE YOU READING?
24% of Gen Z workers reported experiencing workplace conflict due to differing political opinions
Workplace
Politics: Lessons Learnt Post Election
In many workplaces, there’s a common belief that politics should be ‘left at the door.’ However, in today’s increasingly political world, how realistic is this approach and how can we navigate these challenges more effectively?
Read the full article HERE
The best bits and the most clicked content from www.dealersupport.co.uk
Accelerating Digital Transformation: Integrating AI and Advanced Technologies
At the Information Capture Conference in Dubai, the transformative impact of AI on organisational operations was a key focus. In this article, we explore how PFU (EMEA) Limited are putting innovation and the integration of advanced technologies at the heart of product development
Recent years have transformed the modern working landscape, pushing businesses to adapt and innovate in unprecedented ways. The rise of cutting-edge technologies has ushered in new methods of working where information and data are central, driving the digital transformation and streamlining efficiencies for organisations around the globe.
THE INFLUENCE OF AI
This was a key focus at the Information Capture Conference, held in Dubai earlier this year and organised by PFU (EMEA) Limited, where speakers highlighted the increasing influence of Artificial Intelligence on the digital strategies of businesses globally.
At the conference, Brian Fortune, General Manager for sales at PFU discussed how AI is driving a generational shift in organisational operations, allowing workers to leverage artificial intelligence for decision-making and research.
PFU’s research also revealed that nearly half of respondents are deterred by loss aversion, fearing it as a potential drawback of going digital
Much of this is powered by the advancements in technologies like Machine Learning and Large Language Models. Brian also highlighted the significance of using AI-driven insights to enhance decision-making, fostering a synergy between machine-learned data and human expertise. This is something that PFU keep central to their strategy, using events like the ICC as valuable opportunities to gather customer feedback. By listening to the insights and needs shared during these conferences, PFU ensures that this input directly influences the design and development of their next generation of products and services. This customer-centric approach not only helps PFU stay ahead in a rapidly evolving market but also ensures that their offerings continue to meet the changing demands of businesses.
ACCELERATING DIGITAL TRANSFORMATION
Since PFU’s acquisition by Ricoh, the company has undergone a significant transformation marked by close collaboration and a mutual dedication to innovation. This partnership is opening new avenues and developing products integral to accelerating digital transformation and optimising workflows for customers.
In a recent blog post, Steve Chad, Customer Engagement Manager at PFU, explored why many businesses remain hesitant to fully transition to a digital document system. He pointed out that a substantial 76% of individuals still feel the need to keep paper copies of documents ‘just in case’. PFU’s research also revealed that nearly half of respondents are deterred by loss aversion, fearing
it as a potential drawback of going digital. Despite these concerns, two-thirds of people expressed a strong desire for less cluttered workspaces, indicating a significant interest in digital solutions to streamline their environments.
Steve discussed how digital solutions, such as advanced scanning technology, can alleviate concerns around document security and accessibility. PFU has heavily invested in research and development to enhance their scanner range, delivering improved scanning quality and speed. Additionally, they are leveraging machine learning to refine OCR (Optical Character Recognition) capabilities, resulting in more accurate document conversions and boosting confidence in going fully digital.
SMARTER TECHNOLOGY
In addition to their scanning technology portfolio, PFU has recently introduced a new lineup of Smart Meeting Devices, including portable monitors, laser projectors and the 360 Meeting Hub. These latest innovations, showcased at the ICC, are designed to complement PFU’s existing scanner solutions by providing enhanced options for meeting rooms, offering customers who have already invested in PFU’s
scanners a comprehensive suite of tools to further elevate their meeting and collaboration experiences.
Andrew Cowling, Channel Marketing Manager, said, “Our dedication to innovation remains at the core of PFU’s success and that of our partners. Our latest launches feature advanced functionalities that boost productivity and sleek designs that enhance the user experience, reflecting PFU’s relentless pursuit of excellence and commitment to adapting to our customers’ evolving needs.
Our focus extends beyond hardware to include value-added software and advanced technologies that support recurring business models. It is the integration of hardware, software, and services that is truly driving seamless transitions for our customers.”
This is a sponsored article, brought to you by PFU (EMEA) Limited, a Ricoh company.
To find out more about how PFU’s range of organisational, personal and meeting productivity enhancing solutions can benefit your customers please visit www.pfu-emea.ricoh.com
JOIN PFU’S PARTNER PORTAL TODAY
As a member of PFU (EMEA) Limited’s Imaging Channel Program, you will gain access to a wealth of product information, exclusive new product launch materials and special promotions. Additionally, you’ll receive a broad array of assets designed to enhance your growth opportunities.
You’ll also have access to a library of webinars, event videos and content on both horizontal and vertical opportunities, as well as insights from valued software vendors. Additionally, you can take advantage of a growing selection of training courses to gain specialisation in specific areas.
PFU is constantly improving their partner portal to provide support, advice and opportunities for their channel community. Currently in development are new features allowing you to order demo units, register deals, utilise marketing tools, start training programs, unlock rewards and access leads and marketing funds. https:// partner.imaging-channelprogram.com/
The Drive to Do More
‘We
want to make a positive impact’: GRAHAM BOURTON, managing director, on how United LLP are embracing industry shifts, having a meaningful effect in the community and creating better futures for its employees
When we last checked in with United, the team had recently completed their transition to a new warehouse. Nearly a year later, Graham Bourton reflects on the success of that move and shares how a commitment to asking, “what more can we do?” has led United to actively engage with local initiatives that are making a positive impact on lives
Things are great for United right now. We are growing – we’re probably at about 20% growth right now and recruiting, so we’re expanding the team all the time. We added the warehouse back in 2022 and went operationally live in 2023 and that’s just been fantastic for us. Having control here again
has been great, it’s made everything easier. I’d probably put that as one of the best moves we’ve made in recent years.
The warehouse is about 33,000 square feet in total, and 30,000 feet of it is warehouse. We’ve got a core team downstairs, who’ve been here since the inception of the warehouse - having regular people downstairs and reliable people is important. We are currently achieving 99.8% fulfilment rates out of our warehouse. For us, we’ve been learning all the time, and a lot of those lessons came before we moved in. We’re currently looking at increasing hours. We’ve already done that with our goods-in team, going up to a 40-hour week. That’s more reacting to our growth than anything else - as we’re growing, we need more man hours.
As United continues to expand, it is adapting to industry shifts and evolving alongside changing customer needs. This growth has also provided the opportunity to get involved in local projects that are positively impacting the community
We want to keep our levels of growth up. Our message and what we’re doing seems to resonate well when we’re going out there and working on things like consolidation and supply chain. Right now, we’re focused on hospitality products. We’re focused on janitorial cleaning equipment - the spaces where people are really interested. One thing we’ve done recently is get involved with Unity Place in Milton Keynes. There’s been a homeless problem in Milton Keynes - I live here, and I see it a lot - so we’ve been getting involved with them, going down and
cleaning the homeless shelter and taking cleaning equipment down for them as well.
We’ve been on a CSR journey recently and felt we should be getting more involved in the community. It’s not enough for a business now to just be doing business, you need to be giving something back.
Giving back to the community has always been a core value for United, but over the past year, it has become a major driving force within the company
We’ve always done a little bit, but we’ve never felt like we’ve done enough. We sponsor local sports teams in Clifton and Milton Keynes. Sport is important to a lot of us on the team - I volunteer as a coach for a rugby team in Milton Keynes and sport really resonates with us. If we go through the stories
of our life, at some point sports have helped us to keep us on the right track. So, we’re quite invested in the importance of that. We just did a sponsorship for the Star Scheme, which is a scheme to get youth with disadvantaged backgrounds involved in sport.
I remember about a year ago, I was with my kids, and I walked past someone, and she asked for some money, and at first, I just carried on walking. As I was walking, I heard her say “I’m just really hungry”.
I want my kids to grow up being conscious of what’s around them, so we went back and took her to a café for some food and a chat. You just think if that was me, I’d want someone to help. When you have a good life - and lots of us here have good lifestyles – you want to see your kids grow up in a place where people do the right
We didn’t want to just go and do something for the sake of doing it. We’ve really tried to keep our motivations pure
thing. I think we need to try and help each other out a little bit. That’s what we’re applying in this business - we just want to do a bit more.
I think it’s good for everybody – it brings us all together. When we went to Unity Place, there were seven of us on the floor cleaning, scrubbing the shower down, and just talking to the people down there and seeing what they’re going through. You realise, we all moan about stuff, feel worn out or tired but then I get to go home and do dinner, and it reminds you how privileged you are.
Though participating in these projects has been deeply rewarding for the United team, Graham emphasises the importance of maintaining integrity and approaching each initiative with genuine intentions
As a business we thought, what means something to us as a team?
What’s got a tie in with us? We didn’t want to just go and do something for the sake of doing it. We’ve really tried to keep our motivations pure. I’m sure at some point, things like sustainability, accreditations and CSR do resonate with customers, but we’ve got to try and do things for the right reasons. Let’s not do this as a tick box exercise. Let’s make sure that we do it genuinely, because if you don’t people will see it, and that would be worse than not doing it. It’s good to give back as a business, but it’s also good for us as a business. We do get something out of it - I think it brings us all together for a common cause.
For Graham and the United team, this commitment to doing more extends beyond local initiatives, as they focus on investing in people and shaping better futures for their own team members
For me, the biggest thing is to listen to people. Talk to people. We’re all people, right? We all come to work and enjoy what we do. If people enjoy work, they will do more and work harder, and that will come
If people enjoy work, they will do more and work harder, and that will come across in everything that we do
across in everything that we do.
We try and treat people fairly and look after people - if they need help, then we will try and help them. If we can do something to make someone’s life a bit easier, or help them out with something, then we will do. We have a way of running the business where every team has - and there’s a bit of software involved - a meeting, and all those meetings are interconnected, and therefore anyone can raise an issue or escalate it to the top. People can feel free to raise whatever they want to raise, and we try and listen to it.
If you treat people well, then they stay and they do a good job. Earlier this year, we launched the United apprentice program.
We’ve had one person that’s just done it, and another sign up who’s starting their course in September. Three of our service staff have done a customer services apprenticeship under the general management apprenticeship. We want to be a company that impacts people’s lives in a positive way. We might just be part of their life journey. We have some people who have been here for 30 years. They might come here and be here for five years but leave more skilled and better equipped for the rest of their life. And if that’s the case, then good. What we are doing is engaging and looking after people - trying to put those opportunities out there and making things better.
Make
The New Voices Behind the Leaders of the Future
The BOSS Leaders of the Future committee provides a platform for emerging voices to explore innovative ideas and strategies. In the second part of our interviews with the new faces leading the committee forward, JAMES DAY of Durable talks about working with the next generation of business leaders
Hi James, thanks for joining us. Tell us, what are some of the projects/initiatives/plans you are most excited about implementing over the next year or so with Leaders of the Future?
We are very much at the early stage of planning what the next two years look like for Leaders of the Future, so the most exciting part really is the potential to take it in any direction we feel would best serve the community. There are some really exciting ideas that I don’t want to give away at this stage but the premise we have is a strong one! We don’t want to make sweeping alterations to the format or regularity of meetings. We think of it more as continuing the good work to add value to this already thriving community.
You’ve always been an advocate for leading change, but what matters most to you when it comes to making a change in the industry and why?
I want to aid in changing the attitude towards younger, less experienced people within the industry – through the Leaders of The Future committee it is our aim to give younger professionals the tools
they need to strive for more responsibility and larger remits within the industry. I feel there is a huge amount of energy, ideas and agility in this group, and it would be great to see this subsection have a greater and greater impact within the industry.
In your opinion, what are the big changes you think the industry needs to instigate in the next few years?
I think the industry needs to be more open to change and accepting to new methods of work. Just because something has worked well for the last 10 years, doesn’t mean it necessarily will for the next 10! From my perspective, we need more evolution – every business has a starting point, however far or close that is to the aspired way of working. Change doesn’t happen overnight, and the trick is slowly evolving towards that aspiration.
So, how do we find the perfect balance between experience and innovation?
In short, the balance will never be perfect in my opinion –the trick is effectively identifying situations that need experience and those that need innovation.
Can you tell us a bit about some of the important lessons you’ve learnt during your time in the industry so far?
The most important asset is people, and the most important metric are their opinions of you. If you surround yourself with a good team with the right culture and principles, then more often than not all the other pieces fall into place. The same unfortunately works the opposite way round –if the team isn’t right then most likely the business won’t be.
How do you think people interested in becoming future leaders can get past any obstacles they might be facing, either within their role or own lives?
This one is a really tough open question – it’s very dependent on the individual and the specific set of circumstances. From a general point of view, I always think it is good to get another opinion on challenging situations to offer context and look at things with fresh and unemotional eyes. Beyond that, give yourself enough time to consider all options and trust your gut.
If you surround yourself with a good team with the right culture and principles, then more often than not all the other pieces fall into place
What can new voices in the industry do to ensure their voices are heard outside of LOTF? For example, getting involved with industry initiatives or undertaking specific training
We are lucky that as an industry we have several networking and social initiatives for people to get involved in. These are great for building up a good contact list and practising networking skills. However, for me, the best way of making a mark in the industry is through performing in your role – this must be the key focus with any individual looking for long term success. Identify something you are good at, be as curious as possible about all elements of it and become a master in it – your industry reputation will then most likely look after itself.
Value and Integrity: Knowing When to Say No
A strong team, a clear plan and a commitment to sustainabilityNATASHA REID, Office Evolution, emphasises the importance of value over price in client relationships and the power of saying ‘no’ to maintain service integrity
With the MPS side of the business firmly established and the supplies side of the business continuing to grow, Natasha reflects on a year full of unexpected but welcome surprises - as well as some plans for celebrating a 20-year milestone in 2025.
“We’re quite lucky in the business, because we have an MPS side which is hugely successful and well established that’s been going for 19 years. We’ve got our 20th anniversary next year. So, even though we’ve only been doing supplies for four
years, it takes a bit of pressure off. This year has been an interesting one, and we found ourselves in some successes that we didn’t imagine. We’ve recently been awarded an Epson dealership and for me, working with a business that gives us access to a heat-free print range that meets our sustainability remit, is important because we’ve been carbon neutral now for three years.
Sustainability is so important and for us, we have a real passion for doing that internally. We’ve made a lot of changes ourselves – we’re moving our fleet of vehicles over to hybrid or electric vehicles,
we’ve looked at what carbon zero and net zero products we can use - even down to the coffee that we drink, which is True Start - a B Corp sustainable brand. That for us is a passion. With the Epson dealership that we’ve just been awarded, that is huge because they have a real passion that’s in line with our own for making sure that even though we’re in business, we’re doing it as ethically as we can.
TIME TO CELEBRATE
Will we be doing anything to mark our 20-year anniversary? Yes, absolutely! We’re quite keen to do something within the county. Because we are a county-based business, even though we trade across the UK, we want to make sure that we’re supporting local businesses as well as ourselves.”
When it comes to working with people whose vision aligns with their own, Natasha has a very particular viewpoint in relation to price matching and the race to the bottom, a conversation that is becoming more prominent in the industry.
“Years ago, we had local competitors that were going in at ridiculous rates, fixing them for five years - and it’s not sustainable. It’s not good business. So, when we started out, we were quite keen to do business with anybody. We would think it doesn’t matter, as long as we’re making a return and we’re covering ourselves. Now, we’re in a position where it’s okay to say no. If somebody wants to price match me with Amazon, I walk away. I haven’t got the time for that. We give a service and a product, not just the product – and all that’s happening is we’re taking pence and
Years ago, we had local competitors that were going in at ridiculous rates, fixing them for five years - and it’s not sustainable. It’s not good business
pence. We’re just undervaluing the service that we’re giving and the products that we’re providing. From our perspective, we look for the clients that understand that we’re not going to be the cheapest, but we will give you the best value. So that will be giving you a range of product. It’s about pairing up well to those kinds of clients and being confident enough to say no and walk away when you need to.”
Natasha went on to explain that when it comes to embracing the power of the word no, it’s important to instil confidence into your team – not only to be able to take that stance, but to know when and how to use it.
“I think it helps that I used to be sat in the office with the team doing my calls. So, they would hear me on the phone, and they would hear me talking to the clients about it. And they could see how to approach it and word it professionally, and there’s no hard feelings. It’s a case of ‘we’re not going to be where you need us price wise.
But thank you for engaging and your time - and feel free to keep an eye on our website.’ It’s always a positive interaction. A lot of it is about positive reinforcement for the team, but also letting them know if they make that decision, then I’ve got their back 100%. Teams need that idea of the bigger picture, and we need to give them the confidence and insight to see it - making sure that you’re sharing the knowledge that they need to make those decisions themselves. There’s enough business out there for everybody.”
SHOWCASING SERVICE
Of course, it isn’t always easy to say no –especially when you fear losing business, but as Natasha pointed out, sales shouldn’t come down to price alone, and this is where she emphasises the importance of showcasing value and service.
“We don’t cast ourselves as salespeoplewe’re account managers. I think that instantly puts people at ease, because they don’t feel that they’ve just got somebody selling to them. It’s about getting to know the client, getting to know their ethos, getting to know their spend and where we can help, what we can pick up and suggesting it in a nice way. We’re not forceful, we’re not hard. I very much stand by this - we are not a hard sell company. Instead, it needs to be about looking at the volumes of things. It goes back to account management - having a look at their spend. We
I have a saying that I like to use - business isn’t personal. It’s personable, but it’s not personal
use Prima as a back-office system, which has revolutionised that understanding. We can see instantly the most ordered product and it gives us better buying power, but also, we’re making sure that what we’re putting to the client price wise is relevant and current to their needs. I have a saying that I like to use - business isn’t personal. It’s personable, but it’s not personal. You can’t let things get under your skin.”
Looking to the next phase of growth for the business, Natasha explained how their focus will be on recruitment and building a team that can keep the momentum of the past twelve months going.
“We’re going to be employing more people on the supply side and sales side of the business and putting a lot of focus into growing that team. We’re going from strength to strength, and we need a strong team to reflect that. Our aim is to become the go-to for your copier clients and keep the business growing. I’m honest - for me, I want world domination and I’m not afraid to say it!”
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The Importance of Creating Your Own Brand
This month, HELEN COLTON delves into the importance of creating a strong brand to help your business stand out from the crowd in a B2B environment
Creating your own brand in a businessto-business (B2B) environment is crucial for establishing a competitive advantage, as it goes beyond merely offering products or services. Having a strong B2B brand helps differentiate you in a crowded marketplace, fosters trust and builds long-term customer loyalty.
DIFFERENTIATION is one of the primary reasons branding is vital. In many industries, products and services can appear quite similar, making it difficult for buyers to distinguish one company from another based solely on features or price. A wellcrafted brand, however, communicates a unique value proposition, highlighting what makes your company distinct in terms of quality, innovation, customer service or expertise. This differentiation allows you to stand out in the minds of decision-makers.
TRUST AND CREDIBILITY are essential in B2B transactions. A strong brand acts as
a signal of reliability and professionalism, reducing perceived risks for potential buyers. Resellers with well-established brands are often perceived as more stable, experienced and capable of delivering on their promises. This trust can be a decisive factor, especially in an industry where the price volatility is high.
CUSTOMER LOYALTY is another critical advantage of branding in our B2B environment. A strong brand fosters an emotional connection with customers, even in a professional setting. When customers
Trust can be a decisive factor, especially in an industry where the price volatility is high
feel aligned with a brand’s values and mission, they are more likely to remain loyal, even when competitors offer lower prices or similar products. This loyalty not only leads to repeat business but also turns customers into advocates, who can provide valuable referrals and testimonials. In B2B markets, where relationships are key, having a network of loyal, satisfied customers can significantly enhance a company’s reputation and attract new business.
Moreover, a strong brand supports premium pricing. When a company establishes itself as a leader or innovator in its field, it can command higher prices for its offerings. Customers are often willing to pay more for a brand they associate with superior quality, expertise and reliability, leading to improved profit margins.
In summary, creating your own brand in our B2B world is vital for differentiation, building trust, fostering customer loyalty, and enabling premium pricing, all of which are key components of a sustainable competitive advantage.
September sees the launch of Fellowes’ brand-new marketing campaign that’s being spearheaded by a cool advocate from Scandinavia.
Fellowes’ WorkLife Coach is a unique brand character dedicated to enhancing workspaces and work-life experiences. You’ll see him popping up in social media feeds and giving advice across a national digital media campaign.
ellowes’ WorkLife Coach is a unique brand character dedicated to enhancing workspaces and work-life experiences. You’ll see him popping up in social media feeds and giving advice in therapeutic tones across a national digital media campaign. He’ll also be the focal point at training events and shows and available to feature on dealer websites and customer communications.
FMake sure you’re onboard with this campaign and its attractive promotions to help you secure more sales.
For more details, contact Evie:
For further information on the campaign, please contact Evie and join the WorkLife Coach in his
Sustainable Deliveries: One Mile At a Time
Enhancing sustainability within your business requires a multifaceted approach, especially when it comes to optimising deliveries and transitioning to eco-friendly transportation methods
When aiming to enhance sustainability within your business, optimising deliveries and transitioning to eco-friendly transportation methods may appear straightforward. But for dealers, particularly those who are stockless, this can come with a myriad of challenges that will require careful planning and collaboration with partners.
Dealers often rely on external parties to manage their deliveries, resulting in varying levels of control over the environmental impact of these processes. Even with a brickand-mortar store or warehouse, achieving a sustainable and efficient delivery system is complex. Businesses must balance customer demand and operational targets with the need to reduce their carbon footprint. The World Economic Forum (WEF) predicts a 78% increase in demand for urban last-mile delivery by 2030, resulting in 36% more
delivery vehicles in the top 100 cities. As businesses strive to provide faster and more convenient delivery of workplace supplies, they face the challenge of meeting these demands while minimising the number of vehicles on the road and reducing carbon emissions.
THE POWER OF PARTNERSHIPS
To optimise deliveries in alignment with your business sustainability goals, it’s crucial to review your current system from a full process perspective. This means reviewing
and analysing the product journey not just from the dealer to the customer, but from the supplier to storage to sale and delivery. Sustainability cannot be achieved in isolation; it requires collaboration with suppliers and manufacturers to understand the carbon footprint of a product after it leaves their premises. This holistic approach helps build a complete picture of the overall delivery impact, allowing for more effective strategies to reduce emissions. For instance, consider whether the
For local deliveries, dealers can take sustainability a step further by utilising bicycle couriers for smaller items
manufacturer uses an outsourced storage facility, necessitating an extra transport leg for goods before they are needed. Once you have a clear understanding of this process, you can set specific goals for optimising deliveries and reducing carbon emissions. Creating an action plan with defined timeframes, responsibilities, and resources is essential. This plan should involve stakeholders such as suppliers and investors to ensure alignment and collaboration with shared values and goals at each stage of the journey. Otherwise, the efforts of one party might negate the achievements of another.
OPTIMISING YOUR DELIVERIES
Technology has a vital role to play in making delivery systems more environmentally friendly – providing key data to help optimise delivery routes and minimise time on the road. Leveraging route optimisation software enables businesses to consider factors such as traffic patterns, weather conditions and delivery time windows to create the most fuel-efficient routes. Real-time tracking further enhances this by allowing dealers to analyse and review planned delivery routes, making data-driven decisions on potential alternatives.
For those who rely on external partners to deliver goods, it is well worth having a conversation around building tracking data into any reporting you might receive. Additionally, offering customers information and choices around delivery options can be valuable - for instance, providing an express delivery option alongside a more sustainable delivery option that may take longer but emits less carbon.
FUEL EFFICIENT AND ELECTRIC VEHICLES
Companies are increasingly opting for fuelefficient or electric vehicles to transport their goods. Renowned for their energy efficiency, electric vehicles can cover more miles per unit of energy compared to traditional internal combustion engine vehicles. Although the initial cost of electric vans may be higher than their fossil fuel counterparts, the long-term financial benefits are substantial. Electric vans typically cost only 2-3p per mile to operate, compared to about 10p per mile for conventional diesel vans. Additionally, their reduced maintenance requirements contribute to cost savings over time. For local deliveries, dealers can take sustainability a step further by utilising bicycle couriers for smaller items.
Optimising deliveries is a crucial step in steering your business towards a sustainable future. By leveraging advanced technologies, fostering strong partnerships and transitioning to fuel-efficient or electric vehicles, businesses can significantly reduce their carbon footprint while maintaining operational efficiency. Ultimately, a wellplanned and collaborative approach to delivery optimisation sets the foundation for long-term sustainability, getting your business on the greener path.
Patterns, Preferences and Personalities: Behind the Lens of Psychometrics
Over the past few months, we’ve been examining the common data sets businesses use to better understand their customer base. So far, we’ve looked at geographic and demographic information – and now we’re turning our attention to psychographics
But what exactly are psychographics, and how can understanding them benefit dealers? Psychographics are often spoken about in business conversations, but unlike their quantitative counterparts, can be much harder to measure. This qualitative data, which explores customer culture, behaviour and mindset, can be integral in helping dealers to identify and align with customer motivations and behavioural patterns. For instance, while demographic and geographic information might reveal a midsize business in Greater Manchester with 200 employees, psychographic data will uncover the organisational culture of that business, informing the best approach for engaging it as a potential new customer. So, once you’ve identified the number of potential customers
in a specific area and their business types, what psychographic traits should you be looking at?
For dealers, understanding the role of buyer personality is crucial. Buyer behaviour is primarily influenced by personality, combined with the attitudes and beliefs that exist at the organisation’s core. This forms a valuable piece of the puzzle for dealers looking to personalise or tailor offerings to meet their needs. By grasping the psychological elements of customer behaviour, dealers can develop a more comprehensive view of buyer motivations and determine the most effective approaches.
OPENNESS TO EXPERIENCE
Who is making the purchasing decisions for the business? Are they risk-averse and cautious, favouring trusted brands and proven products? Or are they eager to embrace new technologies and emerging lines?
CONSCIENTIOUSNESS
Does the business — and its buyer — have a high-energy, collaborative personality, or is it structured traditionally with a senior decision-maker at the top? The former may favour a less formal approach, enjoying trial runs of products, engaging with new people and making frequent changes. The latter might prefer the reliability of a single dedicated sales contact and the reassurance of consistently available known product lines.
EXTROVERSION
Check the business’s social media page — does their buyer frequently discuss the latest community events, initiatives, or in-office celebrations? If so, the company likely exhibits a high level of extroversion and may be more receptive to in-person meetings, events and collaborations.
AGREEABLENESS
Agreeableness doesn’t equate to likeability instead, it reflects a buyer’s interaction preferences and priorities. Do they prefer a collaborative relationship where additional guidance is valued? Or are they more independent, basing decisions on clear and transparent data they gather themselves?
NEUROTICISM
Everyone experiences some level of neuroticism, which can influence decisionmaking. If buyers exhibit high apprehension about a new product or line, dealers are well positioned to offer advice on managing these changes effectively.
CHALLENGES AND REWARDS
As mentioned, this type of information is challenging to gather because it requires dealers to get to know the buyer and business
PSYCHOGRAPHIC DATA TYPES:
● personality/characteristics
● lifestyle/culture ● social class ● habits ● beliefs
behaviours
interests
is achieved by combining knowledge of the decision maker’s personality with an understanding of the organisation’s interests, attitudes and values.
By grasping the psychological elements of customer behaviour, dealers can develop a more comprehensive view of buyer motivations
on a deeper level, beyond just quantitative data analysis. Valuable sources for this information include engagement surveys, personal research and focus groups - and the effort can yield significant rewards. This
A business’ core values are the guiding beliefs that influence every decision it makes. Aligning your offerings with these core values can strengthen connections with your customers. For dealers, this alignment is crucial for cultivating deeper trust with customers. By integrating this understanding with knowledge of psychographic buying behaviours, sales teams can identify decision-making criteria, key behavioural drivers and potential engagement barriers.
For instance, consider a mid-size manufacturing business with 200 employees located in East London, which has recently emphasised the significance of local business networking with sustainable organisations on their social media (psychographic insight). Armed with this information, your sales team could craft a personalised sales strategy. This might involve extending a tailored invitation for the potential customer to visit your premises, offering a personal tour, and introducing your sustainable product lines through an inperson demonstration.
In essence, comprehensive customer analysis can be distilled into five fundamental questions: what, where, who, when and why? While demographics address the what and geographics cover the where, psychographics delve into the who, when and why aspects of customer behaviour and preferences.
KNOWLEDGE IS POWER
While gathering this deeper information demands time and dedicated resources — such as market research, consumer analysis and meticulous data collection — once acquired, it can be straightforward to apply and highly impactful. Importantly, it helps dealers gain insights into what may or may not be effective in their marketing strategies. For example, if a business is targeted with a promotion for a brand-new line of workplace drinks based on having over 100 employees who likely need refreshments, but the response is lacking, psychographic data might reveal that this customer is riskaverse, prioritises dependability and prefers
predictability. This detailed understanding provides clarity on why the new product line isn’t resonating, empowering the team to adjust their marketing strategy accordingly. With a clear understanding of what matters to your buyers, you can effectively motivate them. You know where they invest their time and how they gather information, as well as why they make their decisions.
WHERE TO COLLECT PSYCHOGRAPHIC DATA
● existing customers feedback surveys, interviews or focus groups
● website analytics - what is getting most interest/ engagement on your site
● engagement groups - people who regularly use your brands and products
● market research companies who can collect the data for you
Armed with this knowledge, you can provide the necessary elements to guide their purchasing decisions. This could involve refining your messaging, optimising your website, or updating your sales strategy roadmap to better meet their needs.
Understanding psychographic data is invaluable for dealers as it allows them to tailor their approach to meet the nuanced needs and motivations of their customers. By delving into the personalities, attitudes and core values of decision-makers, dealers can build deeper, more meaningful relationships, enhance customer trust and align their offerings more closely with customer preferences. This targeted approach not only improves customer satisfaction but also drives higher conversion rates and long-term loyalty. Despite the time and resources required to gather and analyse this data, the insights gained provide a significant competitive advantage, making the investment well worth it.
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The Evolution of Sales Skills For the Digital Age
Advancements in technology are empowering sales teams to adapt, personalise and enhance experiences. Here, we explore how teams can leverage digital skills to elevate the customer journey
In business, sales have long traditionally been seen as a field driven by personality. While this remains true, the shift to a digital world – where 80% of customers now prefer no-contact sales processes – demands that sales teams adapt. It’s no longer just about face-to-face interactions; it’s about bringing that connection to the digital space.
BEHAVIOURAL ANALYSIS
Focusing on the three core pillars of sales – information, strategy and delivery – enhancing your sales team’s data analysis skills becomes increasingly valuable. Developing expertise in both social and formal digital customer engagement is key to effective data collection. By leveraging the data analytics gathered from these activities, sales teams can uncover meaningful insights, identify trends and better understand buyer behaviour, all of which contribute to a more effective sales strategy.
CONTENT CREATION
Social media skills have evolved beyond simply sharing product updates on platforms like Facebook or Instagram. To remain competitive, sales teams must gain a deeper understanding of which platforms their customers prefer and how they interact on those channels. It’s crucial to develop advanced skills in content creation and curation, enabling teams to craft unique and strategic content that resonates with their audience. This means going beyond basic promotions to share valuable information, including industry knowledge, opinions and insights that establish the team as expert advisors.
EXPERIENCE MAPPING
Digital experience mapping allows sales teams to strategically design the customer journey by identifying key touchpoints. By utilising CRM tools, teams can gain a comprehensive view of the entire customer experience, from initial engagement to post-purchase. Continuous monitoring of this journey not only helps identify issues and pain points but also enables teams to strike a balance between delivering a personalised customer experience and accommodating the growing preference for no-contact interactions.
As more customers opt for automated buying processes, sales teams must shift their focus from direct interactions to crafting purchasing experiences that let customers control their level of engagement. This should include analysis not only of engagement points, but the manner and channels of engagement, such as the use of online portals or AI assisted systems to determine user preferences. By implementing strategies that enable customers to decide which aspects of the sales process require a human touch and which they can manage independently, sales teams can deliver a more personalised and flexible experience that aligns with modern customer preferences.
Digital experience mapping allows teams to strategically design the customer journey
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The Leaders You Need: Building Diverse Teams
In her latest publication, KAREN BROWN underscores the pivotal role of stakeholder engagement and influence in fostering successful and diverse teams
In her forthcoming book, “The Leaders You Need,” slated for publication by MIT Press, author and management consultant Karen Brown presents a proven framework for business leaders to build more diverse teams and effectively align diversity, equity and inclusion initiatives with strategic business objectives.
This excerpt offers valuable insights into identifying key stakeholders who can wield substantial influence and provides strategies for engaging them effectively.
IDENTIFY YOUR STAKEHOLDERS
A good list can help you understand which stakeholders are most important to your efforts and the level of attention and assistance each of them needs. It can also help you see connections among your stakeholders that can amplify their influence. I think about four categories of stakeholders:
PEOPLE WITH HIGH POWER AND INFLUENCE
These are top executives such as the board of directors, the CEO, and other C-level leaders who set the agenda for the entire organisation. Big investors may also fall into this category. It’s important to manage
relationships with these stakeholders closely. By that I mean having regular, clear, and frank communication about diversity, equity, and inclusion goals, plans, and progress that is tailored to their roles and their individual needs. Each stakeholder in this category will have different requirements for how, when, and how often to communicate. If they are your stakeholders, they will expect you to be consistent and thorough and to deliver what you promise.
PEOPLE WITH HIGH POWER BUT LOW DIRECT INFLUENCE
These may include department heads and other middle managers who execute the decisions made by senior leaders. They make money for the business, cut its costs, achieve its mission, and control the resources for doing so. They want to be satisfied. Most importantly to any diversity, equity, and inclusion effort, middle managers decide the work that people do and manage the people who do it. Even when they support a diverse, inclusive, and equitable workplace, they need to see that the steps toward this goal consider their business needs, their people challenges, and how they will be held accountable for results.
PEOPLE WITH LOTS OF INFLUENCE BUT LITTLE DIRECT POWER
Stakeholders in this category can prompt action, but they do not have the power to make change directly. Many external stakeholders, including investors and important customers or suppliers, are likely to fall into this category. They want to be informed about the organization’s efforts, so they feel connected when you call on them for help. People with little power or influence. These stakeholders have an interest in the outcome of your efforts, even though they play a minor role in whether they succeed or fail. Employees often fall into this category, whether they are from a dominant group or an underrepresented one. However, many employees, especially from younger generations, are not afraid to act on their interests. Knowing what they think about the work environment and their career prospects is important because their morale matters. They will want you to check in with them regularly.
A list of stakeholders can be especially useful in helping you identify and track the people or groups whose influence you need but who are not yet convinced that working toward leadership and management diversity is in their interest. They may not feel confident
that they know how to make a difference, they may be afraid to have uncomfortable conversations, or they may not believe diversity, equity, and inclusion are priorities. They will need the most support while they learn what their stake is. As you develop your list, practice getting input by asking others to point out who is missing from it. If your coalition does not include people from groups that are underrepresented in leadership, your progress will be limited. For example, if you are a leader on a team whose members are all of one race, gender, or both, your ability to understand what needs to be done to enable people who are a different race or gender is limited by your experience.
Many employees, especially from younger generations, are not afraid to act on their interests
You won’t find the answers without acknowledging their stake in the organization and in their careers and building partnerships with them. The same goes for the critics. People who push back against your diversity, equity, and inclusion efforts can show you the weak points that you need to address to be successful. It is possible that your approach to diversity, equity, and inclusion, the logic of your arguments, or both, are shaky. Or you may not be communicating effectively. Patience is part of the process. You may have to dig to understand why certain stakeholders think and behave the way they do — to see their humanity — before you know whether and how you can influence them. If you can get them to join you, their positions as influencers will be powerful.
This extract has been published with kind permission of MIT press. Please note this excerpt has been shortened for magazine publication.
The Pitfalls of Price-centric Selling
In this article, Flashy Cactus delves into the reasons why businesses should avoid the pitfalls of price-centric selling and instead focus on building value, fostering customer relationships and driving innovation
Businesses face the continuous challenge of setting their prices to attract customers whilst ensuring profitability and working towards their other goals. However, the temptation to rely solely on price as a selling point can lead to negative consequences in the long run.
THE RACE TO THE BOTTOM
One of the most obvious drawbacks of price-centric selling is commoditisation. When products or services are sold purely on price, they become commodities that can be easily switched, devoid of any distinguishing features or value propositions. As a result, businesses are forced into a relentless race to the bottom, where profit margins dwindle, and differentiation becomes increasingly difficult.
Price-centric selling undermines the perception of quality and damages brand image. Consumers often equate higher prices with superior quality and reliability. That’s why when businesses engage in aggressive price discounting, they signal to consumers that their products or services are of lesser quality. By focusing on delivering unique value propositions and differentiating themselves from competitors, businesses can command higher prices and achieve greater profitability over time.
BUILDING RELATIONSHIPS
Building strong relationships with customers is paramount for longterm success in any industry. Businesses that prioritise customercentric approaches and focus on delivering exceptional value and service are more likely to cultivate loyal customer bases and achieve sustainable growth.
Businesses that adopt a price-centric mindset often resort to cost-cutting measures at the expense of product quality and innovation. However, by spending time completing research and development and continuously seeking ways to deliver unique value to customers, businesses can differentiate themselves from competitors and carve out profitable niches in the market.
Price-centric selling undermines the perception of quality
While pricing strategies are undeniably crucial in today’s competitive landscape, businesses must resist the temptation to rely solely on price as a selling point. By embracing value-based pricing strategies, adopting customer relationships, driving innovation, and delivering exceptional value, businesses can position themselves for long-term success and profitability in the ever-evolving marketplace. This is a shortened version of an original article by Flashy Cactus.
