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Finding the perfect balance
It’s hard to believe that next month marks my first year with Dealer Support. Over the past year, I’ve met incredible people, attended inspiring events and witnessed the very best the workplace solutions industry has to offer—not to mention racking up thousands of steps on my pedometer!
If there’s one thing I’ve learned over the past twelve months, it’s that despite its challenges, the dealer and reseller community has emerged stronger and more resilient than ever. The secret? In my view, it’s the perfect blend of experience and innovation. During my time with Dealer Support, I’ve had the privilege of engaging with some of the industry’s most renowned experts, whose knowledge and expertise remain foundational. I’ve also met the innovators, movers and shakers and next-generation leaders shaping the future.
To keep moving forward, it’s essential that we balance wisdom and experience with fresh thinking and new perspectives. That’s why over the last year, I’ve made it my mission at Dealer Support to introduce new content, ideas and viewpoints, while still honouring and celebrating the traditional people, products and services at the heart of our industry. I hope you’ve enjoyed reading our fresh content as much as I’ve enjoyed curating it. I would love to hear your ideas on what you’d like to see more
This month, we feature VOW’s Amy Remmer, who discusses her new role as vice-chair of the BOSS Leaders of the Future Committee, while Janet Bowden of Woodbank Office Solutions reflects on her impressive 35-year career in the print industry and shares insights on business longevity. We dive into firmographics and the role of data in shaping marketing strategies. Plus, Helen Colton introduces her new regular column, designed to get you thinking about fresh approaches to marketing.
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 X (formerly twitter) @dealersupport.
Holly Tinsley Editor
INDUSTRY
06 THE MONTH THAT WAS
The headline news from the industry
08 NEWS REPORT
Preparing for the workers predictable terms and conditions act
10 CLICK IT: BEST OF THE WEB
Dive into the summer edition of our round up of the best dealersupport.co.uk content
13 IT ALL COMES DOWN TO ONE WORD
Steve Carter on the simple word we should all be embracing to achieve success
14 BRIGHT AND BOLD AT BELTON WOOD
The Superstat Showcase 2024 brought summer energy to Grantham
16 THE NEW VOICES OF LEADERS OF THE FUTURE
Amy Remmer talks to us about evolution, revolution and the future of the workplace
BUSINESS SUCCESS
18 LET SUCCESS BE YOUR NOISE
Janet Bowden of Woodbank Solutions reflects on 35 years of growth and learning
22 WHY MARKETING MATTERS IN 2024
We are excited to introduce our new regular column from the ever-popular Helen Colton
GREEN AND ECO
24 A JOURNEY IN SUSTAINABILITY
Find out about how Fellowes have grown their green strategy for a better future
STRATEGIC GROWTH
28 STRATEGIC VALUE CREATION: THE 4D MODEL
Diagnose today, design tomorrow, draw the plan and deliver the plan
30 GO FURTHER WITH FIRMOGRAPHICS
“It is important that we inspire people to believe they can make the required shift changes needed within businesses”
You know who your customers are and where, but what about firmographic data?
SALES SUCCESS
32 INDEPENDENT INSIGHTS
We catch up with Jespers of Harrogate to talk diversification and success
34 FINAL WORD
Tork Essity have partnered with ClimatePartner to strengthen their eco-awareness
THE MONTH THAT WAS
Brother UK named leader in sustainability
Brother UK has been named as a ‘leader’ in sustainability programs and services in the most recent IDC Sustainability MarketScape assessment. The business technology and solutions provider has been recognised for initiatives such as its “Brother Group Environmental Vision 2050” commitment and remanufacturing capabilities in the new report, which assesses the sustainability programs and services of print vendors using the IDC MarketScape model.
Louise Marshall, director of ESG and organisational development at Brother UK said: “Partnering with sustainable suppliers is a top priority for businesses. Being recognised as a leader in sustainability programs and services will help to give our customers greater confidence that they’re partnering with the right print vendor, while representing a reflection of our genuine commitment to ESG across our operation and product services. We’re proud to be working towards a clear, long-term global vision for a sustainable society, focused on improving resource circulation, the reduction of CO2 emissions and supporting biodiversity conservation.”
New chair for BOSS Midlands Regional committee
BOSS have announced additional networking opportunities following two new appointments to the BOSS Midlands Regional Committee – chair James McKeever from Sovereign Business Solutions and vice-chair Victoria Hilton from Exertis Supplies.
The BOSS Midlands Regional Committee will be announcing some new networking events later this year and would like to recruit new dynamic committee members from the business supplies industry including wholesalers, software service providers,
manufacturers, dealer groups, or dealers.
James McKeever – BOSS Midlands Regional chair said, ‘From large manufacturers to the smallest retailers, Boss Federation embraces and represents all sectors within our industry. It’s a huge honour to be part of a like-minded team dedicated to supporting forward. I look forward to welcoming others to the Midlands committee in due course and get to work on our calendar of events which will look to help and inspire businesses and individuals.’
Chrisbeon celebrates award and anniversary
Chrisbeon’s 50th anniversary year has become even more special after being named Best Small Business in the 2024 Shropshire Chamber Business Awards. The team were absolutely thrilled with the award, which was announced at the Shropshire Chamber Business Awards ceremony on Friday 21 June.
Richard Hughes, Chrisbeon partner, said “The business awards are something of an institution here in the Shropshire business community and we are always happy to support the event, judging categories in the past and attending the event with our team to celebrate another successful year. It genuinely means a lot to us to be recognised for our efforts, and to be presented with the award in our 50th year really does make it extra special. We would like to take this opportunity to say a big thank you to everyone who has been involved with Chrisbeon over the years – all our members of staff, suppliers and of course, customers.”
Victor Stationery names new managing director
Victor Stationery has appointed Richard Smithers as managing director, bringing his 28 years of industry expertise to the role.
Beginning his career at the dealer level, Richard quickly advanced through various sales roles, consistently demonstrating exceptional sales acumen and leadership capabilities. Richard’s expertise lies in working with multi-functional teams and stakeholders at all levels, driving sales growth, improving margins, reducing costs, and enhancing operational efficiency. His strategic vision and ability to build strong relationships have consistently delivered successful outcomes, solidifying his reputation as a valued leader in the industry.
Hopax director retires after 25 years
Mr Stuart Seymour, European sales and marketing director has retired at the end of June. After devoting 25 years of his career to Hopax, he believes that the time has come to stop writing long emails about sticky notes. Instead, he intends to volunteer to do some “good deeds” in the local community.
Robert Moore, CEO of Victor Stationery, commented,
Mr Stuart said: “I would like to thank all who know me, for the wonderful companionship that I have enjoyed for 35 years in the business products and stationery industry. I thank you most sincerely for the cooperation and success that we have experienced together. The effort and understanding to deal with the challenges that we have faced have been greatly appreciated. I send you my best wishes for happiness, good health and success in future”.
“Having worked with Richard before he joined Victor Stationery, I have seen first-hand his ability to grow sales and successfully manage and integrate all aspects of the business. It gives me great pleasure to see Richard’s entrepreneurial outlook and to witness his potential to grow our business further. I look forward to working closely with Richard in the coming years to deliver our growth strategies.”
NEWS EXTRA
Preparing for the Workers (Predictable Terms and Conditions) Act
The Workers (Predictable Terms and Conditions) Act 2023 is set to come into effect in September of this year, prompting businesses to re-evaluate and restructure their work scheduling and management practices
WHAT DOES THE WORKERS (PREDICTABLE TERMS AND CONDITIONS) ACT INVOLVE?
Essentially, this government-backed law grants all workers the legal right to request a predictable working pattern, encouraging dialogue between workers and employers. Workers with more than 26 weeks of service can submit up to two applications for predictable work schedules per year, and businesses must respond within one month.
Although the Predictable Terms and Conditions Act closely resembles the processes for flexible working requests, managers and business leaders will need to acquaint themselves with the new procedures. If a request is approved, organisations must provide
the worker with the new terms within two weeks. Therefore, preparing for potential dialogue is crucial. Companies can deny an application if it aligns with one of six statutory grounds:
● the burden of additional costs;
● the ability to meet customer demand;
● the impact on recruitment;
● the impact on other areas of the business;
● insufficiency of work during the proposed periods; or
● planned structural changes.
Predictable working schedules have become increasingly important in recent years due to the rise of remote and hybrid working. This act will be especially significant for workers without standard schedules, such as those on
If a request is approved, organisations must provide the worker with the new terms within two weeks
zero-hour contracts or outsourced workers.
After the act received Royal Assent at the end of last year, Business and Trade Minister Kevin Hollinrake stated in a gov.uk press release, “A happier workforce means increased productivity, helping in turn to grow the economy, which is why we’ve backed these measures to give people across the UK more say over their working pattern.”
WHO DOES IT APPLY TO?
● workers whose existing working patterns lack certainty regarding the hours or times they workworkers on fixedterm contracts of 12 months or less (who can request a longer fixed-term or the removal of any provisions relating to fixed-term)
● agency workers (who can make their request either to the agency or the hirer provided they meet certain qualifying conditions)
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
DEALER SUCCESS
Summer is on the way and winter is in the rearview mirror – so why is everyone suddenly coming down with coughs and colds? As temperatures rise and people venture outdoors more frequently, the chances of germs spreading inevitably increase. The ‘Summer Sniffles’ are a yearly occurrence that can lead to increased work absences –here’s how dealers can help workers keep it at bay
Read the full article HERE
Breaking barriers: Empowering women in leadership
Despite strides toward better inclusion and diversity in the modern workplace, women still face unique challenges and unspoken gender biases. These obstacles contribute to their continued underrepresentation in senior positions compared to their male counterparts. To fully leverage the benefits of a diverse leadership team, it’s crucial for organisations to effectively address unconscious biases and barriers to ensure that female leaders can thrive.
Read the full article HERE
DID YOU KNOW Summer colds are most prevalent between June and October –typically just when most people are gearing up for their summer holidays!
So long to summer sniffles
DIVERSIFICATION
A purr-fect plan or barking mad?
You may have noticed an increase in photos of furry friends on social media over the last year, lounging in office breakout areas or welcoming visitors to receptions across the UK. Whether you think it’s a purr-fect plan or barking mad, there’s no denying that pets are becoming an increasingly common feature in UK workplaces, prompting organisations to reassess their workspaces and cleaning regimes. Read the full article HERE
SALES SUCCESS
The increasing buying power of the Millennial generation
The next few years will witness a significant shift in buying power as the consumer landscape evolves. With the oldest members of Generation X (born between 1965 and 1980) nearing retirement, Millennials (born between 1981 and 1996) are gaining prominence as significant drivers of consumer habits. For dealers, understanding the buying habits of this age group is crucial for recognising the diverse priorities and preferences of a new generation of potential customers. Read the full article HERE
While dogs may top the polls of the nation’s most popular pets, tortoises, guinea pigs and domestic fowl are gaining traction in the top ten ‘most wanted pets’ lists!
From office wars to eco wins: Managing sustainability conflicts
We all want to make the world a better place, envisioning a collective journey towards a more environmentally friendly future. However, conflicts of interest and competing priorities can sometimes make us feel at odds, despite our shared goal. So, what can managers do when different opinions and abilities mean we may not necessarily be on the same page when it comes to making sustainability changes? Read the full article HERE
LEADERSHIP
Control, Influence, Accept: Understanding the CIA model
WHAT ARE YOU READING?
The best bits and the most clicked content from www.dealersupport.co.uk
“Leadership is about making others better as a result of your presence, and making sure that impact lasts in your absence“
Sheryl Sandberg, COO, Facebook
For business leaders, managing all the tasks that need to be done in a day can feel like a race to the finish line where the goal posts keep shifting. This pressure can lead to exhaustion, anxiety, and burnout, especially
when faced with tight deadlines and numerous obstacles. Adopting the CIA model can provide leaders with a structured approach to regain control and navigate challenges effectively
Read the full article HERE
It all comes down to one word
This month, STEVE CARTER is a man on a mission. Here, he talks about the importance of better communication between dealers, suppliers and wholesalers, and how success all comes down to one simple word
Those of us of a certain age can probably recall the days when, every couple of months, the manufacturers and suppliers in our industry would be knocking on dealers’ doors, bringing us up to speed with all their latest innovations, marketing and promotional activity.
They would show us spend reports, broken down by category and I have to say in those days, as a young (ok, slightly younger) purchasing manager, I was really clued up on what each manufacturer and supplier was doing and also planning to do.
The dealer groups were, and still are, very good at carrying out the supplier negotiations, ensuring that dealers have everything required to trade directly and would also actively encourage regular supplier visits to dealers.
I also remember having weekly deliveries from all of them, directly into our warehouse and then a daily delivery from the wholesalers with the tail end products that had been ordered during the course of that day.
Then some bright spark came up with the idea that the two main wholesalers could carry out all the forementioned activity to ‘help and
assist’ the manufacturers and suppliers. If I was a manufacturer, I would have probably been rubbing my hands together with pound note signs flashing across my eyeballs thinking, the two main wholesalers are going to do all this for us: happy days. To encourage dealers to get on board with the idea, the minimum order values for any direct spend was raised to almost impossible levels by many suppliers
ONE SIMPLE WORD
It is true that, from a delivery and environmental perspective, it made perfect sense. But agreeing that the wholesalers would carry out marketing, promotional activity and brand awareness on behalf of the manufacturers, forget it; that just didn’t happen.
I regularly meet up with dealers, manufacturers and suppliers and everyone that I speak with agrees that strengthening those direct relationships would be of great benefit. That set
me off on a mission - and when there is a mission to be carried out, there is no stopping me.
In recent months I have spoken to many suppliers and encouraged them - not that they have needed it - to reach out to the dealers in our group, talk to them, find out what matters to them and how, as a supplier, you can help them. Our wholesale partner has got involved and very often we have 3-way Teams callsdealer group, supplier and wholesaler working together and coming up with innovative ideas on how we can all help each other.
I am really pleased with the way in which the dealer and supplier relationships are strengthening again, and it all comes down to one word: Collaboration.
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
When there is a mission to be carried out, there is no stopping me
Superstat Showcase brings brightness to Belton Woods
Bigger, brighter and better than ever – this year’s Superstat Showcase brought all the energy and vibrancy of summer as the workplace supplies industry gathered in Grantham
It was certainly a case of feeling the summer energy as the 2024 Superstat Showcase took place on June 27th at Belton Woods in Grantham. The event brought together dealers, exhibitors and industry leaders to celebrate and showcase the latest products, innovation and forward-thinking strategies.
INSPIRING WORDS
There was a real buzz as attendees were given the opportunity to explore offerings from 34 exhibitors across diverse categories, while guest speaker Jamie Morton, renowned for his role on TV’s SAS: Who Dares Wins, inspired with anecdotes from his SAS career, TV journey and his current role as a highaltitude mountain guide.
Andrew Beaumont, MD of Exertis and the main sponsor, also delivered an engaging business update detailing the expansion of their new warehousing space and the launch of a revamped marketing portal offering extensive free digital collateral to dealers.
A highlight of the event was the Open
Forum, which featured a panel of experts from key categories: Workwear (Beeswift), Furniture (Dams Furniture), Packaging (Antalis), Catering and Cleaning (Reckitt Pro Solutions), Ergonomics (Fellowes), and Wellbeing (Eat Fruit). They shared invaluable selling tips, target demographics and essential information, providing attendees with critical insights to capitalise on new opportunities in the market.
HITTING A HIGH NOTE
Offering plenty of networking opportunities, the event saw people from across the industry enjoying the chance to catch up in the summer sun with a relaxed summer BBQ and 90’s Culture Quiz on Wednesday night. Thursday evening featured a lively drinks
reception sponsored by CTS Wholesale, followed by an awards dinner and a band playing 90’s club classics, ensuring the event ended on a high note.
It was also a chance to celebrate for many, with awards going to Exertis Supplies, Nestle and Fellowes. Natasha Reid and Lucy Jackson from Office Evolution were named Salespeople of the Year, while Rainbow Office Supplies earned the Marketing Excellence award.
James McKeever, Sovereign Business Group, praised the event, saying “The 2024 sales conference really was the best one yet – the atmosphere and mixture of forwardthinking like-minded businesses really added to a fantastic location and extremely professionally organised event.”
The atmosphere and mixture of forwardthinking like-minded businesses really added to a fantastic location
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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 first of a twopart article, we sat down with AMY REMMER , new co-chair, to hear her perspective on what the future holds for the workplace supplies industry and what changes are needed to prepare for it
The most recent BOSS Leaders of the Future (LOTF) conference was held on June 13th at ACCO in Aylesbury. The annual event has become a key fixture in the workplace supply industry calendar, offering a forum for emerging voices and future leaders to gather and strive to become the ‘best version of themselves’ – the theme of this year’s event.
Marking a new chapter for the committee, James Day, managing director of Durable and Amy Remmer, account director at VOW Wholesale, have recently stepped up to lead as co-chairs following the end of the current co-chairs’ tenure.
The LOTF committee is all about elevating the next generation of leaders within the industry – especially those keen to harness change. But what are the biggest changes you think the industry needs to instigate in the new few years?
“I think that the biggest thing the industry needs to instigate is the introduction and integration of AI into the workplace - streamlining
operations, enhancing support for supply chain and improving customer service efficiency. It will also help the industry adopt more sustainable ways of working and work alongside e-commerce expansion to give businesses and end users a seamless way of purchasing and sourcing what they need.”
Change management is key to business resilience. However, sometimes there has to be a choice between revolution and evolution. What do you think we need more of in the industry right now?
“I personally feel that revolution is needed more within businesses, this leans into the idea of strategic overhauls that are necessary to keep ahead of the competition and helps businesses respond to significant shifts in the market as the technology landscape continues to evolve.”
What does the industry need to be doing to push forward in terms of new technologies, more sustainable processes and improved culture and inclusivity?
“At VOW we have a well-established ESG proposition and regularly report on ESG/CSR Metrics to all our stakeholders and I believe this
instils trust and accountability that is needed to evolve the way we work and contribute to the environment and society. Also, fostering an inclusive workplace environment - offering flexible working and providing equal opportunities for all. I think the industry needs to further lean into more sustainable practices, looking into greener manufacturing and promote more sustainable products. Using market data and AI will also help improve processes and steer the industry into new ways of buying/sourcing.”
The next generation of business leaders will need to be adept at predicting and identifying consumer trends - what do you predict to be the major trends in the industry over the next few years?
“Major trends over the next year that I predict will be the continued diversification of product offering, as markets continue to merge and become one and consumer demands dictate supplier consolidation. I think we will see more branching out into workwear, facilities supplies/ cleaning and hygiene, feminine hygiene and personal care. Alongside the continued need for a more sustainable product offering - this is something I talk to my customers about daily and something that - if
I believe it is important that we inspire people to believe they can make the required shift changes needed
we are to continue to grow and evolve with the with the market - is key. Manufacturers and brands need to home in on innovation and think outside of the box. Finally, I think digital innovation will be a key trend that needs to be watched and followed. The buyers of this generation are fully intwined with the digital fruition that has been seen over recent years and new ways of engaging with customers/end users will be key to the longevity of the industry.”
The LOTF committee is all about supporting future industry figures to become the best version of themselves. What are your professional and business goals for the next five years?
“For me over the next five years I would like to continue my journey into leadership and share my passion for our industry with people who are aligned with my vision of a sustainable industry that is at the forefront of innovation and technologies. My aim is to offer customers a partnership that offers growth and expansion into new market areas and support them heavily in all areas of their business to foster long term partnerships, and I would like to see Vow at the helm of customer excellence. As new co-chair of the LOTF committee, I believe it is most important that we inspire people to believe they can make the required shift changes needed within businesses to allow them to become more resilient, competitive and forward thinking.”
In our next issue, we pose our questions to James Day about what the next generation of workplace supplies leadership should focus on and get his take on the trends, topics and technologies that can shape the industry’s future.
Let success be your noise
There’s no denying that summer tends to lift everyone’s spirits. The days are warmer, the sun shines brighter, and there’s a lot to look forward to. This year, Woodbank Office Solutions has even more reason to celebrate - JANET BOWDEN, founder and managing director, talks to us about 35 years in the print industry
Congratulations on 35 years in the print industry.
First, we’d love to hear about how you’re going to be celebrating with the team! How will you be marking this milestone?
Thank you. It’s hard to believe we’ve been doing this for 35 years. We’ll celebrate in several ways over the next 12 months. We’ve already booked our annual party which we always have at Christmas, and as we’re a family, it includes every employee, their partners and our suppliers. There will also be a few other surprises throughout the year, but I don’t want to give the game away!
What do you think is the secret to longevity in the business world, and how have you applied this to your own professional journey?
Basically, hard work. Then I’d say stability, quality of service and consistency. Our 29-year partnership with Konica is proof of that, and as a leader, being hands on and staying involved with your business, customers and the people that work with you is very important. This
has allowed me to build and sustain great relationships with our suppliers, manufacturing partners and our customers. But I never forget that every day is a school day, and you never stop learning.
Can you tell us a little more about some of changes, challenges and events that have most surprised you during your time in the industry? How did they change your perspective? Over the years, printer functionality hasn’t dramatically changed. Yes, we’ve moved from analogue to digital, yet businesses still want to print, copy and scan. Print quality and reliability have hugely improved, and the introduction of integrated software has advanced significantly. I’d say the challenge for us as an industry is how we deliver solutions for today and tomorrow’s office environments. It’s so much more than simply selling a printer. You are a consultant looking after the office technology, document and data management needs of your customer, not just for today but for the future. Has my perspective changed? To be honest no, it’s all about delivering what you promise.
What do you think makes a good leader, particularly in difficult or trying times?
I never forget that every day is a school day, and you never stop learning
How has the industry changed over the years - and what do you think we need to ensure that we’re attracting and retaining the best talent in the future?
Never stop working at it or take it for granted. Success relies on many factors, these include providing guidance and encouragement to your team, treating your customers and employees with respect, building trust and strong relationships and working hard to deliver what you set out to do.
How do you think your leadership style has evolved over the years and what are the biggest lessons you’ve taken away from your journey so far?
Trust has always been crucial to me, and it has to be mutual. I’ve learned over the years that allowing people to develop themselves through guidance and encouragement is necessary for their own growth and that of the company. The biggest lesson I’ve taken away from my journey so far is finding the best people you can, providing them an environment where they can thrive, and rewarding them accordingly.
Our role as a provider has changed, and we’re now a more consultative solutions provider than a company that’s focused on selling a printer. For example, we don’t employ salespeople, we employ account managers who continuously receive product training and development and sales management support to enable them to deliver the very best to existing and new customers. We also prefer to keep the departments that support and work with our account managers in-house, which creates an environment in which everyone is focused on the same goal. With regard to retention, I’m proud that the average tenure of our team here at Woodbank is eight years. Quite a rare thing in our industry. It’s built on creating a culture where we all feel and are part of the Woodbank family.
35 years of success and still gaining strength
I always instil in my team that when we meet a new customer, they are a customer for life
Can you tell us a bit more about the changes you have observed in organisational culture and what you think the biggest steps forward have been for the industry?
The biggest change I’ve observed in organisational culture is probably related to sales. Historically we were the print version of doubleglazing salesmen, and this approach has not stood the test of time. Many of the dealers that were around when I started my business 35 years ago no longer exist. The biggest steps forward for the industry have been led by our manufacturing providers who’ve developed their product offer to meet the needs of today’s office and business environment. We too have taken big steps forward over our 35 years to keep up with that development, providing our customers with solutions that best fits them now and in the future. I see that as the direction our industry will continue to go in.
Diversification seems to be an important component to business success in the current climate. What do you think diversification will look like in the next year?
I can only talk from our experience working with our manufacturing and software partners. Diversification for us is
providing a broader complimentary portfolio which we use to tailor and recommend the best solutions. Over the next 12 months, I think we will see the introduction of more software solutions that can be integrated into the products that we provide. Other than that, I think it’s about differentiating yourself as a business in the industry, rather than diversification.
What technology are you most excited about seeing new innovations in?
I’m excited about innovations that offer businesses flexibility, such as the advancements in print and document management. These technologies transform business operations and enable companies to think about for example hybrid and remote working. They also give businesses more freedom to operate smarter, in multiple locations. Being able to implement a holistic solution in your business is no longer limited to big companies. They’re now much more affordable and accessible for smaller companies.
Finally, do you have a personal philosophy or mantra when it comes to business?
My personal mantra has always been “Work hard in silence, let success be your noise”. I’ve always enjoyed being hands-on and still enjoy the opportunity to go and see our customers. It’s always a great feeling when we welcome a new customer to the Woodbank family, and I am fortunate that many of the customers I had when I first started this business are still with me today. I never take that for granted and always instil in my team that when we meet a new customer, they are a customer for life.
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Why marketing matters in 2024
We are thrilled to introduce our new regular column from HELEN COLTON - this month, Helen is drawing on her considerable experience in the industry to explain why marketing is more important than ever
Time is precious and for many businesses during the pandemic marketing became one of the first areas to suffer. However, in 2024 it’s more important than ever to market yourself, essential for sustaining and growing in today’s competitive landscape.
REVENUE: Marketing is crucial for driving sales and revenue. Without marketing, even the most exceptional products or services can go unnoticed. Effective marketing strategies can help you to reach potential customers, convert leads into sales and generate steady revenue. This financial gain can then be utilised for maintaining operations, reinvesting in the business and to fuel growth.
RETENTION: Marketing enables you to identify and reach your target audience. By understanding and addressing the needs and pain points of potential clients, you can attract new customers. Additionally, strategies aimed at customer retention, such as loyalty programs and personalised communication, can enhance satisfaction and foster long-term relationships.
REPUTATION: A strong marketing presence builds brand awareness and
establishes credibility. Consistent professional marketing efforts convey reliability and expertise, differentiating your business from competitors. A recognisable and trusted brand is more likely to attract and retain customers, who feel confident in your business’s ability to meet their needs.
INTELLIGENCE: Marketing can provide insights into market trends, customer behaviours and competitor actions. This intelligence is essential for making informed decisions, adapting strategies and innovating. By staying attuned to market dynamics, you can remain relevant and responsive to changing demands.
ADVANTAGE: In a crowded marketplace, effective marketing is key to standing out. By clearly communicating your unique selling propositions (USPs) and the benefits of your
offerings, your business can attract customers more effectively. Marketing is about more than just visibility; it is about persuasion and positioning, ensuring that your business is the preferred choice among potential clients.
PARTNERSHIPS: Marketing facilitates networking and the establishment of valuable partnerships. By actively promoting yourself, you can attract potential collaborators, partners, and alliances. These relationships can lead to new opportunities, such as joint ventures, co-branding initiatives, and expanded market reach.
Marketing is a strategic necessity for any business. By effectively marketing yourself, you can secure your market position, foster sustainable growth and build lasting relationships.
Marketing can provide you with insights into market trends, customer behaviours and competitor actions
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A journey in sustainability
In this article, Jeremy Cooper, marketing manager UK&I, Fellowes, provides an in-depth look at their sustainability journey - highlighting key milestones, significant partnerships and achievements
Overall, the last few years have certainly been exciting. While we have experienced headwinds, our commitment to sustainability did not falter and we continued investing in this area. We now have a dedicated sustainability expert in Europe, given the increasing importance of this topic for our dealers, customers and end users. We see the direction of travel as increased transparency, both about the products and about the company’s operations.
We have been feeling changes rippling through our industry so ‘adaptability’ was the key word for 2023: new products, new channels, new regulations. The main lesson learned in 2023 was about the speed of
change – transformation does not happen overnight, so we need a robust strategy to ensure clarity and accuracy of our initiatives. There are no shortcuts here, as we need to be deliberate and thorough. At the same time, we are balancing short, medium and long-term activities in the roadmap; this way we can deliver on the pressing issues while working on 2030 goals.
AN ONGOING JOURNEY
Sustainability is a journey and asides from working on “greening” our product range we are also improving the sustainability of our operations.
In 2009, our Doncaster warehouse & manufacturing site was certified with ISO14001, setting a comprehensive environmental management system (EMS).
Since then, we have been continuously investing in energy conservation and emissions reduction projects - our first solar installation took place in 2011 in Italy and other countries followed.
The pivotal year for us was 2021 – before that sustainability was managed by a crossfunctional team but our ambitions required dedicated resources. Our sustainability team has now grown to three full-time people. In 2021 we also partnered with Tree Nation to plant trees to protect & restore ecosystems. Our cumulative impact is more than 140,000 trees planted and reforested 127 hectares! In 2022 we started reporting our global carbon emissions in CDP (scope 1 and 2), which was a major milestone, and we will start reporting scope 3 emissions this summer. Finally, in 2023 we were proud to achieve
the EcoVadis bronze medal, which has felt like a confirmation and recognition of our efforts in previous years and at the same time provides a clear pathway to continual improvement.
STARTING WITH THE END IN MIND
We need to start with the end in mind, and this is reflected in our Design for the Environment programme. When we create new products, or upgrade existing ones, we set out the sustainability requirements at inception. Flexibility is key as we have a wide variety of products which require varied sustainability approaches, no one-size-fits-all. For example, in some cases, we are focusing on durability, emphasising a non-planned obsolescence mentality when developing our products. Several of our furniture &
We see the direction of travel as increased transparency, both about the products and about the company’s operations
ergonomic products are accompanied by extended warranty beyond the legal requirement, which promotes longevity and minimises waste. For other products, material sourcing is key. We aim to reduce reliance on virgin resources. Finally, for our electric products like paper shredders, we have started conducting in-house refurbishment activities.
A NUANCED CHALLENGE
Recycling is a global challenge with local nuances - the collection, sorting & reprocessing capacity varies significantly across countries and even within different regions. A product that is recyclable in one market might not be so in another due to the lack of widely available infrastructure. Hence, it’s crucial to have a deep understanding of local circumstances, and dealers play a significant role in this process.
In our efforts to navigate this challenge, we are in the process of exploring and instituting take-back schemes in areas where recycling is not widely available. This way we can keep the recycle-ability promise to our customers independent of the country where they are based in.
As part of our Design for the Environment programme, we have started creating disassembly instructions (like a reverse DIY guide) to aid end-users and recyclers in separating different materials in each product. It’s a step towards making recycling more efficient and raising awareness about the end-
of-life possibilities of the products.
Finally, we recognise that some productsby their inherent nature of being consumable – remain a recyclability challenge and we continue exploring innovative solutions.
Collaboration across the value chain will continue being key – this can foster innovative approaches to shared challenges, which are many. From the cost-of-living crisis to distribution issues and increased legislative requirements, dealers can partner with vendors to find joint solutions and mitigate risk.
Dealers should partner with trusted vendors who have a robust sustainable strategy, underpinned by certifications such as EcoVadis. They should then leverage the credible sustainable messages from manufacturers and ensure they are clearly communicated.
THE DEALER ROLE
Dealers have a key role to play, and quite a challenging one, which is to present the sustainability aspects of the products to the end users in a way that is neither too challenging nor too simplistic - it needs to be just right!
On the one hand, we want to avoid overwhelming end users with the technical complexities of environmental product declarations and different methodologies. On the other hand, we should avoid being overly simplistic or use ‘broad brush’ approaches, for example focusing on a single criterion to determine product sustainability.
Digital innovation will be key in the next few years - there are upcoming promising technologies such as the digital product passport currently early in the innovation process. Dealers who take a proactive approach now and learn to navigate this space will be in a much better position later down the line when these innovations reach the maturity stage. There are two mutually reinforcing aspects: data & communication.
There
are two mutually reinforcing aspects: data & communication
Data is needed because, in the timeless advice from business guru Peter Drucker, “what gets measured, gets done”. We have invested significant resources in terms of time & digital infrastructure to get more accurate data for our products, and we see this as an ongoing activity. Additionally, it is also needed to talk about what we are doing and planning on doing – I am not just saying this because I am a marketeer! We need depth and breadth of two-way communication flows. Discussions
within Fellowes allow us to align priorities and share lessons learnt – sustainability is a shared responsibility across the teams. Engaging with our dealers, customers and end users allows us to communicate our approach and understand their expectations. More importantly, by sharing our sustainability journey, we can equip the dealers with the necessary tools to approach this topic. Finally, we are in contact with our diverse supplier base, to explain our sustainability objectives and enlist their help in meeting them.
MOVING FORWARD
As we move forward, our efforts are represented in three strategic pillars – this helps us focus our efforts on Fellowes’ highest-impact areas. Waste minimisation is
our first priority. Operationally, we have set a 95% landfill diversion target for our own sites. And on the product side, we have the improved recyclability initiatives we were discussing earlier.
Next, transparency & data are a pillar in of its own. We aim to have life cycle assessments (LCAs) for 90% of our products, and to incorporate these to the digital product passports. These passports will immensely simplify sharing sustainability information across the value chain with increased transparency for the end users and improved recycling capabilities for the industry. Finally, we have set carbon and energy reduction targets. We are working with the different functions within Fellowes so every team can understand how they can contribute to carbon & energy reductions.
Strategic value creation: The 4D framework
In their book, Strategic Value Creation,
RUPERT MORRISON and JON ANDREW
distil key insights from various business strategy sources to develop a method known as the ‘4D Framework’: Diagnose today, Design tomorrow, Draw the plan, and Deliver the plan. In this excerpt, they delve into the details of this model
DIAGNOSE TODAY
Diagnosing today is about doing a holistic assessment of your business in the present day. It’s like being a forensic scientist. You ask questions, collect information and analyse. It involves confronting your brutal reality and asking fundamental questions such as:
● Why do we exist?
● What do we sell?
● Who do we sell it to?
● Why do customers buy from us?
● What are we good at?
● What are we not good at?
● Do we have the right people in our organisation to achieve our goals? This involves understanding what value you currently provide to whom, what your customers value the most and how they score you against the competition. It helps you to see where you win, where you lose and why you lose in a scenario where you want or need to win.
DESIGN TOMORROW
Designing tomorrow is all about grand designs. You’re an architect, designing and drawing your vision of an ambitious and desirable but achievable future state.
Then, you distil this vision down to one page so it can be communicated and easily understood. You ask questions like:
● What is the vision?
● What will the business look like?
● What will our main activities be? How will these differ from our competitors’ activities?
● What would we be selling, to whom, and where?
● What would our key measures and metrics look like?
● What is our economic model?
It’s all about asking what value you can deliver tomorrow that will differentiate you from the competition and make customers choose you. You identify the customer segments you most want to focus on and why, which value factors need to be increased the most and any new ones that need to be added.
This is all about designing your strategy, and to help, we draw on some of the most well-known strategy ideas and frameworks. But a strategy, contrary to a common belief, ain’t a plan. Therefore, to improve the odds of success, you draw the plan.
DRAW THE PLAN
You can design the best strategy in the world, but there’s little point if you don’t also have a plan for how to execute it. Here, you’re an engineer. You build a stepby-step, logical plan that stipulates tactics and timing. You factor in risk. You think about which actions are needed, by when and who needs to do them. Is it realistic enough? Is it challenging enough to allow you to break through?
The plan is drawn using our framework, BROP-A, which stands for Bridge, Risks, Objectives, Plan and Action. The bridge represents a
It helps you to see where you win, where you lose and why you lose in a scenario where you want or need to win
DELIVER THE PLAN
You’re a delivery driver, on the road. You’ve planned your route. Now you’ve got to drive your route and deliver the parcel. This can be an emotional ride. Stuff can go wrong. There will be problems along the way that delay you. You’ll constantly have to re-route. Despair will creep in when you realize there’s another roadblock up ahead. But there will also be moments of euphoria. You’ll see the happy faces when you do deliver the parcel and you’ll celebrate those moments.
Objectives and risks in the plan are linked to defined actions. Agreement is needed on who is responsible for delivering those actions and by when. Objectives are cascaded to people in different forums. This is a team sport. Working effectively as a team to deliver the plan is another prerequisite. We meet in a range of forums to review progress, understand and address issues and agree on what needs to be done. The board is an example of a forum that we discuss in detail. It sets the tone for the rest of the organization and should be the exemplar for all meetings.
multi-year planning arc and is a useful metaphor for visualizing how you’re going to reach your designed future. The bridge could represent sales or enterprise value. Private equity-backed businesses are likely to have a planning arc which spans four to six years. Objectives and risks are opposite sides of the same coin. While objectives tell us what we need to achieve, risks tell us what we need to avoid. Objectives tell us what we need to start, risks tell us what we need to prevent. A plan that doesn’t include your objectives and risks isn’t viable.
The arrows in Figure 1.1.2 show the feedback loops. The whole thing requires a lot of back and forth. Diagnosing and designing are done together. One informs the other. There are also constant feedback loops between planning and strategy, and between execution and planning. Is the strategy doable? Is the plan deliverable? What should you prioritize? The figure shows a lighter arrow between execution and strategy. How the strategy is executed informs strategy design, but the feedback loop is not as constant.
This extract from Strategic Value Creation: Design and execute a strategy for breakthrough returns by Jon Andrew and Rupert Morrison © 2024 is reproduced with permission from Kogan Page Ltd. Please note this extract has been shortened for magazine publication.
Identifying opportunities: Go further with firmographics
In our last issue, we delved into the importance of understanding your customers’ geographical locations. This time, we focus on the significance of knowing what sort of customers you’re targeting and how having a better grasp of firmographics can significantly enhance your business strategy
You know where your prospective customers are and have a solid understanding of who they are. But what about firmographics? Whilst the all-important demographics give insight into individuals and their characteristics, such as age, habits and preferences, firmographics allow businesses to focus on what sort of customer they are dealing with. Both demographics and firmographics are crucial for effective marketing and strategic planning, but they each require distinct approaches and techniques.
Leveraging firmographic information enables dealers to more effectively target new business opportunities by using organisational data to build profiles and segment prospects into various categories. These segments might include industry type, company size and revenue. Understanding this data provides dealers with a comprehensive view of the market landscape, allowing them to target specific groups with personalised and strategic marketing efforts.
THE ORGANISATION AS A WHOLE
By understanding an organisation’s characteristics, dealers can deliver relevant content and a sales experience that aligns better with the business’ expectations and needs. Leveraging firmographics is also a good way to define opportunities for diversification into new markets. For example, data might show an increase in new business growth in a specific geographic area. Firmographic data collection might show, for instance, that most of these emerging businesses are tech start-ups. In this case, dealers could tailor their marketing efforts in that region to highlight products and services specifically suited to the tech sector, thereby increasing the likelihood of business engagement.
Diving deeper into this data can provide valuable insights into a business and how to best approach a new relationship. Understanding a company’s size and structure can reveal likely decision-making processes, enabling dealers to tailor their approach more effectively. Does the organisation have a hierarchical or divisional structure? Will dealers be
engaging with a single decision-maker or multiple stakeholders? Essentially, firmographics help create a comprehensive picture of the market landscape, identifying key players and emerging newcomers in each segment.
CASTING THE NET
While businesses frequently use firmographics to garner a deeper insight into organisations, this is often done once a prospective new customer has been identified. However, savvy dealers can leverage firmographic information to identify pools of potential customers before engagement, effectively casting a wider net. For example, data indicates that the EV (electric vehicle) market in the UK is projected to grow by nearly 9% annually between 2024 and 2028, making it a rapidly expanding sector. The UK already has the second-largest plug-in car market in Europe, suggesting continued growth and expansion of EV car dealerships in the coming years. This represents a significant opportunity for workplace
supplies dealers. By recognising the impending growth in the EV sector, sales teams can look to identify the number, size and structures of EV car dealerships in their region. This foresight allows them to tailor their marketing strategies and product offerings to meet the specific needs of these new businesses, thereby increasing their chances of successful engagement and sales.
Understanding a company’s size and structure can reveal likely decision-making processes, enabling dealers to tailor their approach more effectively
COLLECTING THE DATA
The challenge for dealers with firmographics lies in the accuracy of data collection and the time and resources required to acquire it. Unlike demographic data, which is often readily available, firmographics demands extensive research. To save time, dealers might consider partnering with third-party providers for surveys and research analytics. Investing in analytical software can also streamline the process of identifying new opportunities from large data pools. However, collecting firmographic data can be as simple as gathering intelligence from local business events or regional group meetings. If you or a team member attends a regional event, take note of how many businesses in attendance are in each firmographic category - how many are new businesses? What sector do they fall into? This approach can provide valuable insights without significant investment. It’s also well worth looking at trade organisations and associations who may share invaluable member data.
For dealers, proactively identifying and capitalising on emerging and growing business areas is crucial for staying ahead of competitors. While many dealers may already be familiar with firmographics, it is essential to use this data effectively. By leveraging firmographic insights such as industry growth, company structures and regional market dynamics, dealers can strategically tailor their marketing efforts and pinpoint new opportunities for business. This approach not only enables dealers to refine their customer targeting strategies but also empowers them to stay competitive and agile in fast-evolving markets.
Independent insights: Jespers of Harrogate
From hand-engraving products for royalty to expanding into office stationery, Jespers of Harrogate has firmly established its presence in the local business community. Manager LYNNE CUMMINGS joins us to share her independent insights
You’ve recently diversified your product ranges; can you tell us a bit more about this?
To succeed in business and the current climate you have to keep evolving! Look at the current trends and diversify - Jespers started off as a tiny one room engravers and over the years has evolved and diversified with different products into the successful business it is today. For example, we’ve recently introduced recycled and sustainable products from Snopake, Pilot, Eco Eco and Leitz – we are aware of the importance of this to our customers and Jespers wants to do the right thing by reducing impact on the environment.
Where do you see the key product focuses being for the office/home worker today?
The office environment has changed over the last five years, and we are finding that our customers are looking for desking and seating that fits into their home environment rather
than the larger traditional pieces of office furniture. Office chairs now need to coordinate with colour schemes and decor in the home. Customers are also more environmentally aware and are looking for products that are sustainable or recycled.
What do you think are the key elements that lead to business longevity?
Having an established sales team with knowledge and experience of products stocked, who provide excellent customer service and are well known for it. You also need directors and management who believe in the business and can work alongside buyers who have industry knowledge and experience as well as understanding of current and new and exciting products. It is essential to look at trends and customer analysis to identify how to diversify. This will be a key element in the decisionmaking process of which new products to introduce into a store.
It is essential to look at trends and customer analysis to identify how to diversify
Why is it important for retailers/ dealers, dealer groups and wholesalers to work in partnership? These relationships are so important to independent retailers - we need the assistance of dealers and wholesalers to work alongside us to keep the industry going into the future. Jespers is part of Advantia and Steve and Kim have been extremely helpful in assisting us by putting Jespers in contact with new suppliers and highlighting new products and trends.
Partnering for sustainable success
Tork Essity were looking for a partner with high standards and verified projects that could help them to compensate carbon emissions.
RENEÉ REMIJNSE, communications director sustainability, Essity
Professional Hygiene explains how they matched with ClimatePartner
ClimatePartner are very careful to work only with companies that meet specific standards of measuring and calculating carbon footprints. We had several meetings with them about our journey to net zero emissions, our involvement with Science based targets initiatives etc. They also met with our inhouse LCA experts on the different standards and metrics to calculate carbon footprints. But most importantly we were very careful to select projects that did not only compensate carbon emissions but also included additional people benefits, like securing clean drinking water, educational programmes, and community projects.
We have carried out several campaigns with distributors and customers together with ClimatePartner
OFFERING A CLEAR MESSAGE
Having dispensers that are carbon neutral certified for the entire lifecycle is helping customers with a clear message. Also, the fact that we have reduced carbon emissions from using certified renewable electricity is a big topic as we only reduce a part of the total emissions by compensating schemes while we are doing additional activities of our own. It is a unique certification in the market and helps to combine tissue refills with sustainability benefits with dispensers with sustainability benefits. Having been nominated and winning several regional and global awards on this innovation is a proof of the value to customers.
Carbon reduction and carbon neutral is not yet fully understood by customers, and we have worked a lot on explaining how this works and what the benefit for people and and the planet is.
ClimatePartner is also not known yet by customers in all markets, so we have collaborated on increased media support.
We have carried out several campaigns with distributors and customers together with ClimatePartner and did activities such as planting trees in addition to our global projects. Next to this we are working on expanding the collaboration to more geographies.
For us it is a win-win situation with being able to compensate part of the carbon emissions in the short term while we work on long term reductions combined with investing in community projects that do not only reduce global carbon emissions but also improve the health and well-being of different communities.”
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