Last issue’s Ed’s note kicked off with OT Group, and guess what? We’re starting here again. This time, it’s about their FY23 accounts (check out OT Group accounts highlight losses on page 7 – it makes for quite a read). If you’re feeling nosy, visit the Companies House website. There is a filing – Notice to Registrar of Companies Voluntary Arrangement (23 September 2024) – which spills the beans on who OT Group owes and how much.
On a related note, for some dealers, the Nectere saga is still dragging on. The Workplace360 team has been contacted by a few who’ve shared the stress they’ve been under since the dealer services group officially went under earlier this year. In the aftermath, they’ve faced everything from battles with administrators to losing customers and trying to recover outstanding debts.
business supplies and beyond
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EDITORIAL
Workplace360 Editor
Michelle Sturman 020 7841 2950
News Editor
Andy Braithwaite +33 4 32 62 71 07
Assistant Editor
Kate Davies 020 7841 2950
OPI Editor Heike Dieckmann
Maybe it’s time we really started waving that ‘Cool Britannia‘ flag again...
Read their story in Still feeling the pain on page 24 as we try to find them some support.
In other big news, there’s the potential merger of our two biggest dealer groups – Office Friendly and Integra Business Solutions (read Dealer groups enter merger discussions on page 6). The nitty-gritty details of exactly what this entails are still under wraps, but Workplace360 will reveal all as soon as more information is released.
Speaking of Office Friendly, I enjoyed attending the annual conference, celebrating its 30th anniversary. Sadly, I had to miss the evening’s party and awards ceremony, but by all accounts, it was a fantastic night. Huge congratulations to all the winners – find out who took home the trophies on page 48.
Of course, we’ve got more industry accolades coming up with the annual BOSS Awards in Birmingham at the end of November. The shortlist (page 10) features an impressive line-up of potential winners, and the Workplace360 team will be there to cheer on all the nominees. We can’t wait to celebrate with everyone.
Talking of achievements, our feature, Keep calm, it’s made in Britain (page 36) shines a light on some of our well-known and well-loved vendors that manufacture in the UK. Despite the temptation to move production offshore, these companies are showing the benefits of staying local. Maybe it’s time we really started waving that ‘Cool Britannia’ flag again…
Michelle Sturman, Editor
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Head of Media Sales
Chris Turness 07872 684746
Chief Commercial Officer Jade Wilson 07369 232590
Commercial Development Manager
Chris Armstrong
Digital Marketing Manager Aurora Enghis
PRODUCTION & FINANCE
Head of Creative
Joel Mitchell
Finance & Operations
Kelly Hilleard
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Events Manager
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PUBLISHERS
CEO
Steve Hilleard 07799 891000
Director
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Executive Assistant
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Sorry, no alpacas in this photo. But you do have CTS Wholesale Managing Director Steve Clayton (left) and Director Debbie Clayton, with Workplace360 CEO Steve Hilleard meeting up for this issue’s In conversation with...
Ex-Nectere
Dealer Support offers a fresh approach to
Sylvamo is once again offering its special HP Papers Pink Ream in support of breast
ExaClair has enhanced its customer relationships, manufacturing capabilities, and product offerings
TSP Director Gary Naphtali looks at the importance of the sales proposition when diversifying into new categories and services
Avitor’s
Mayflower team is getting ready to tackle the World’s Toughest Row
from
conversation with... CTS Wholesale Managing Director Steve Clayton and Director Debbie Clayton
Dealer groups enter merger discussions
Integra Business Solutions and Office Friendly have revealed that they are discussing a potential merger. This move comes as the organisations aim to leverage synergies and align their growth plans to benefit members’ businesses and the independent dealer channel. According to a joint statement from Integra and Office Friendly, the boards of both dealer groups have identified several areas of mutual benefit, including diversification, sustainability and digital solutions.
The process of a potential merger has been initiated, with shareholders from both companies having received communication regarding the proposal and respective voting requirements. Meanwhile, the dealer groups have assured members and partners that there will be no disruption to their businesses or any changes to existing trading relationships during this undertaking.
Talking to Workplace360, Office Friendly Managing Director Jeanette Caswell said: “Both organisations are excited by the initial reactions by members and the trade to the proposal of a merger between Office Friendly and Integra. We are still in the midst of finalising initial voting, legal and administrational processes but so far all signs are positive.
“We anticipate being able to provide our members and the wider trade with the final outcome and formal next steps during this quarter.”
Sarratt announces acquisition
Hertfordshire dealer Sarratt Office Supplies has made another acquisition. The latest deal – Sarratt’s sixth – involves London dealer Eximedia, which has been in business since the 1980s. Staff from Eximedia – including Managing Director Andy Blyth – began working for Sarratt on 30 September.
The enlarged reseller – which will operate under one roof at Sarratt’s head office north of Watford – now has annual revenue of approximately £5 million.
“We are delighted to bring Andy and his people over to Sarratt, where their expertise and experience will add greatly to our excellent team,” Sarratt Managing Director Alan Gray told Workplace360
“Andy and I both felt the two companies would benefit from being one unit. Combined, our staff have wideranging skills, and clients will enjoy and benefit from our ongoing and wellregarded customer service.”
UOE expands into Surrey
Post Office, stationery and business supplies retailer UOE has recently acquired in Surrey. Elliot Jacobs’ business has bought First Stop Stationers, an independent store that has served the Reigate community since 1993.
As well as the geographic expansion out of its north London and Hertfordshire stronghold, First Stop is UOE’s first stationery-only location. “As we continue expanding our network, this marks another step in our commitment to serving local communities with outstanding stationery and Post Office services,” said Jacobs.
From left: Samantha Gray, Andy Blyth, Alan Gray
Citrus assets acquired by evo
Evo has acquired some assets of independent dealer Citrus Office Group, which has gone into liquidation. A statement of affairs document shows Citrus owed more than £870,000 to creditors. The largest amount – just over £200,000 – was with evo-owned VOW Wholesale, although this is a gross figure which does not include VAT recovery. Two other creditors, loan company Iwoca and distributor Total Catering Solutions, were also owed six-figure sums.
Andrew Gale, evo CEO, confirmed to Workplace360 that VOW had taken a “bad debt hit” from the failure of Citrus. Through a company voluntary arrangement, evo’s Complete business has picked up “certain” Citrus assets. Complete has also employed several former Citrus staff in sales-related roles.
Another consequence of Citrus’ demise is that its Managing Director, Gordon Profit, has stepped down from his role as Chair of dealer group Office Friendly. Taking over from him is Martin Shaw, Managing Director of D3 Office Group.
OT Group accounts highlight losses
The FY23 accounts of the now dismantled OT Group have been published. However, the company’s financial year ended on 30 June 2023 – so they are somewhat out of date in October 2024. Nevertheless, they show the financial difficulties that led to the recent demise of the group did not happen overnight.
The headline figure is the pre-tax loss of £52.6 million. However, this included exceptional costs of more than £33 million largely related to the write-down of assets.
The underlying pre-tax loss was £17.1 million, although this still compared very unfavourably with the underlying pre-tax loss of £5.9 million 12 months earlier.
OT Group revenue for the 2023 financial year was £109.8 million while FY2022 sales were just under £121 million, so the year-on-year decline was approximately 9%. OT Group confirmed the end of its operations in early August 2024 and a company voluntary arrangement for OT Group was approved on 10 September.
Pentel expands UK and Ireland offering
UK has announced the distribution of a selection of products from its parent company PLUS Corporation. It includes precision scissors, ecofriendly staple-free staplers, power-assist staplers, permanent and repositionable glue tapes, two-way correction tapes, and camouflage rollers and folders designed to protect personal data.
Pentel Marketing Manager Wendy Vickery said: “The quality of the PLUS products [we’re] offering our customers is superb. From super-strong titaniumcoated scissors to mini roller head correction tapes, to ‘guard your ID’ camouflage rollers with extensively researched ink patterns, the commitment to designing and producing items that offer superior performance and reliability is immediately evident.”
Brother launches new inkjet cartridge programme
Brother says it is the first print OEM to remanufacture its inkjet cartridges. The company has launched a new inkjet cartridge remanufacturing line at its Recycling Technology Centre in the Welsh town of Wrexham.
It expects to remanufacture over two million inkjet cartridges a year once the line is fully operational. Brother’s investment in this service is set to create 20 new jobs to add to its 185-strong workforce at the facility.
All consumables received are inspected, taken apart, cleaned and put together again, including any new parts required. The cartridges are then refilled with original ink. Brother says there is full traceability of parts so it can track how many times a cartridge has been remanufactured.
Craig McCubbin, Managing Director at Brother Industries UK, said: “Resellers will form the cornerstone of plans to reduce emissions in print operations, connecting customers with the solutions to enable that. As an OEM, we’re arming partners with a new way to achieve it with this investment in our remanufacturing programme.”
Pukka Pads launches new ordering platform
Pukka Pads has launched an ordering platform designed exclusively for trade customers. The site, accessible via an app or desktop, will allow commercial users to view the product catalogue, create wish lists, and check order history and promotions. In addition, customers can utilise the barcode scanning feature to easily identify items on the shop floor or in the warehouse.
Pentel
AVAILABLE FROM
LYRECO, VOW, EXERTIS AND H SQUARED
BOSS confirms shortlist
The BOSS Federation has announced the shortlisted companies and individuals for its 2024 awards, which take place on 28 November in Birmingham. The shortlist across 14 categories is as follows:
Brand Manufacturer of the Year
• BIC UK
• Exacompta Clairefontaine (ExaClair Limited)
• Leitz Ergo, ACCO Brands
• Tork/Essity
Business Leader of the Year
• Andrew Gale, evo
• Simon (Jim) Brown, Paperstone
• Tim Beaumont, Nemo Office Club
Campaign of the Year
• Irlen Comfort in Colour –Pukka Pads
• National Stationery Week
• The Power Select campaign –Office Power
• The Avitor Collection campaign –Avitor AV & IT Distribution UK
• The Green Room campaign –Lyreco UK & Ireland
• The Support for Growth campaign –Nestlé/PPS
Dealer of the Year
• Aston & James
• Langstane
• Paperstone
• Supplies Web
Diversity and Inclusion
• Essity
• Lyreco UK & Ireland
• YPO
E-business
• Avery UK
• Haybrooke Associates
• YPO
Independent Retailer
• Creative Cove
• Jespers of Harrogate
• Stationery Supplies
• UOE
New Product of the Year
Rising Star of the Year
• Oliver Rowles, Prima Software
• Volodymyr Pylypenko, Reckitt
• Callum North, Office Friendly
• Emma Hudson, Superstat
• Breyta Ergonomic Accessories, Fellowes Brands
• Sanni Bin, Natural Hygiene
• SC Johnson Professional Proline WAVE Dispenser
• Tork/Essity – Natural Colour Washroom Products
Outstanding Team of the Year
• Avery D2C Business, UK
• GBS UK, Reckitt Pro Solutions
• Superstat
• YPO Supply Chain
Professional of the Year
• Simon Weavers, The Cheeky Panda
• Rob Harper, Prima Software
• Ben Sutton, Reckitt
• Linsey Adams, Reckitt
• Richard Hallas, Banner
• Paul McManamon, Office Power
• Chloe Andrews, Lyreco UK & Ireland
• Hazel Woodward, Avery UK
Service Provider of the Year
• Haybrooke Associates
• Office Power
• United UK
Sustainable Leadership
• ACCO Brands
• Edding UK
• evo
• Lyreco UK & Ireland
• Sinclairs
Wholesaler of the Year
• CTS Wholesale
• Dynamic Office Solutions
• JGBM
• VOW Wholesale TO BOOK TICKETS visit: bossfederation.com
BOSS members meet for strategic discussions
This year’s BOSS Members’ Day saw industry professionals gather at the St Bride Foundation in London on 8 October. The event kicked off with the BOSS AGM, followed by political strategist Paul Sinclair, who captivated the audience with a sharp analysis of political shifts and how attendees should prepare their businesses for a changing landscape.
Next, Gill Parker, non-Executive Chair at Informare, shared her expertise on the future of workspaces. Addressing the ongoing
evolution of office environments, Parker explained: “The biggest threat to offices is the home environment and that’s what we’re competing against.”
Greg Allen, Client Insight Director at GfK, rounded off the sessions by outlining current and future growth prospects across the IT, office and stationery sectors.
One key finding from the Institute of Chartered Accountants in England and Wales revealed that regulatory requirements and increasing competition are ongoing issues. After a packed business agenda, attendees gathered for a networking lunch at the Humble Grape, where the conversation and relationship-building continued.
Catering to change
MBM Omega’s recipe for growth: a pinch of innovation, a dash of sustainability and a whole lot of client love
Reflecting on MBM Omega’s history, the first aspect Managing Director James Morton highlights is the company’s strong bond with its customers: “We were established over 30 years ago and some of the clients we won in the mid-90s are still with us today.” His emphasis on client retention, even as the company has steadily expanded, speaks to the quality of service and the adaptability that has kept the dealer relevant in our fast-changing market.
Over the years, MBM Omega has marked several key milestones, including a major turning point in 2009 when the company underwent a management buyout. “It was a crucial period,” Morton explains. “Following that, we secured ISO 9001 and ISO 14001 in 2010. At the time, getting the official accreditation instead of ‘off-the-shelf’ versions was an ambitious move, but it was essential for landing contracts in the corporate market,” he recalls.
The next significant leap came in 2012 when the company consolidated its operations into a single site in Leatherhead after being spread across three locations. It was a move that, according to Morton, really created room for growth, albeit at a time when trends showed traditional
office supplies in gentle decline. “We’re certainly not predominantly traditional OP anymore,” he states. “That’s changed over the years and we’re careful to keep a broad product mix. It’s important not to rely too heavily on one source, whether it’s clients or product sectors. Diversifying helps us spread risk and ensures stability.”
This philosophy has allowed MBM to explore growth opportunities in interiors, technology and facilities management while maintaining a balanced split across categories. One interesting expansion has been business catering, which has been part of its offering for London-based customers for the past ten years. Shares Morton: “We expanded into other services like records management, confidential shredding, print and promotional merchandise. But business catering is a particular success story.”
The catering service focuses on delivering high-end corporate food, with a recent soft launch of a dedicated online ordering platform. “We’ve been working on this for about nine months, and it’s a major step forward for us. Clients will now be able to place all their orders online, streamlining the entire process,” Morton explains.
18,500+
NO. OF PRODUCTS WITH AN ASSIGNED ECO-FRIENDLY LEAF RATING
Responding to customer preferences, MBM Omega has also introduced a ‘Healthier Options’ range, featuring popular brands such as Love Corn and Deliciously Ella. Morton’s enthusiasm for the catering arm is evident, but he’s quick to clarify that it’s just one of the many services on offer. “I don’t want to give the impression that catering is all we do now, as it’s still a relatively small part of the business. However, providing gourmet food and even some event management capabilities, such as hiring staff and equipment, is a value-added service that clients really appreciate.”
STRUCTURAL CHANGES
Morton says the company was “buzzing along quite nicely” until, like many dealers, MBM Omega faced unprecedented challenges during the pandemic. He describes it as “an unpredictable time” but points out that there have been a few silver linings. One has been the rare chance for the management board to ‘start again’ with a structural rethink, while another has been the greater acceptance of technologies like Teams and Zoom for business meetings.
Before 2020, the company’s customer relationships heavily relied on face-to-face interactions, especially when securing new business. COVID opened up new geographical expansion opportunities that the team hadn’t considered. This has led to a more diversified client base, serving businesses ranging from SMEs to larger corporate clients. Although MBM Omega typically doesn’t deal with microbusinesses, its ability to cater for all sizes is a key strength – though managing this balance requires vigilance.
It’s important not to rely too heavily on one source, whether it’s clients or product sectors
One of the company’s core philosophies is maintaining healthy customer relationships without becoming overly dependent on any single entity. Morton understands the relevance of Pareto’s Law – the 80/20 rule – and keeps a close eye on client shares to avoid leaning too heavily on one or two big accounts. “It’s hard sometimes,” he admits, “especially when a major customer wants to award you more business. But we work hard to keep things balanced across the board.”
At the same time, the dealer is looking to expand further into the public sector, recognising the longterm potential these contracts can offer. Morton acknowledges that while growth won’t happen overnight, it’s crucial to “sow seeds” to build a strong presence in this space. “Public sector contracts are a focus for us,” he says. “They bring stability, are good
payers and offer longer-term contracts, which is really appealing. It requires a long-term view, but is a necessary step in our growth plan.”
REWARDING INITIATIVES
Refining the company’s business model to reflect its diverse offerings is ongoing, with several projects on the go. For example, the current corporate website will transform into an e-commerce marketplace, with separate sites for group, soft services and interiors. “It’s all about making it clearer for our clients to see what we do,” says Morton.
One of the most innovative initiatives that MBM Omega has recently rolled out is its rewards programme, designed to connect customer loyalty with sustainability. Morton explains that he’s previously turned down offers from companies providing rewards focused on individual gifts.
“It didn’t feel right for our business; offering ethical rewards aligned with sustainability is a more natural fit. Customers can exchange points for planting trees, a Fairtrade chocolate sharing box, a charitable donation or a Rainforest Alliance-certified product. It’s about being ethical and mindful,” he notes.
In addition to its B2B business, the dealer is gearing up to enter the B2C market with a focus on sustainable products and healthy gifts. Although these will be separate entities from MBM Omega, management will be handled with the existing infrastructure initially.
Morton is cautiously optimistic about these new ventures, recognising that breaking into the B2C space will require patience and investment. “We’re approaching it with fresh eyes,” he says. “We’ll be targeting smaller businesses and individuals within organisations who are keen on sustainable procurement. As new generations enter the
2,500+
workplace, they’re bringing a heightened focus on climate change and environmental impact, which will drive more demand for eco-friendly products.”
SUSTAINABLE SHIFT
Indeed, as a cornerstone of the business model, Morton is eager to highlight that sustainability goes beyond just the company’s internal operations. “It isn’t just about what we do; it’s about how we empower our clients to meet their ESG objectives,” he asserts. Central to this endeavour is client business intelligence reporting, which integrates key metrics. This reporting tool enables MBM Omega to measure environmental purchase ratios and assess critical factors, such as the carbon footprint of final mile deliveries on behalf of clients.
Despite these advancements, Morton openly acknowledges that accurately measuring Scope 3 emissions remains a formidable challenge, primarily because the information is not yet available for individual products.
It’s also frustrating, especially since the push for sustainability from an end-user perspective is becoming increasingly clear – now permeating around 90% of client conversations, according to Morton. This shift marks a notable change in decision-making, focusing more on long-term environmental impact over short-term gains.
In response, MBM Omega has implemented various initiatives, such as electric and consolidated deliveries, and installing solar panels at its headquarters last year. These efforts helped the company achieve EcoVadis bronze sustainability status in 2023, making MBM Omega one of the few dealers to gain this accreditation.
On a local level, MBM Omega also won the Sustainability Award at the SME Surrey Business Awards last November. It has become a source of pride and a catalyst for new opportunities, boosting its visibility and credibility, particularly in the public sector. “When our name was announced, I was surprised but delighted. We’re attending the SME National Awards in December at Wembley Stadium. Competing against other 2023 county winners, we’ll have to wait and see if we can achieve even more,” says Morton.
A key component of MBM Omega’s sustainability strategy is its free Eco Audit programme, which promotes green procurement. This comprehensive analysis evaluates clients’ purchasing patterns and suggests sustainable alternatives. Over time, it has grown to include innovative features such as assessments of product recyclability and plastic-free options, adding a more scientific touch to the audits.
To ensure clients have a clearer picture of products’ environmental impacts, MBM Omega has rolled out its bespoke online eco-filter tool, complete with a three-leaf rating system. This initiative has
been shared through collaborative discussions with industry stakeholders, such as the BOSS Federation. Explaining its significance, Morton says: “We’ve created a system that’s easy to decipher and provides endusers with a clear guide to make informed purchasing decisions. We’re happy to share it and help shape what could become a new industry standard for product sustainability classification.
“In reality, it will take several years for industry data houses to offer this within mainstream product files because the onus is on manufacturers to provide this information. They are best placed to know what components are in their products, as well as how and where they are made, and where they are shipped from and to.”
THE ROAD AHEAD
As of 2023, the focus is on recovery, regrowth and continued diversification. As MBM Omega continues to invest in its future, Morton is dedicated to evolving his role as a leader, coach and mentor. His ultimate vision centres on building a dynamic team that can adapt to change, embrace sustainability and thrive in the everevolving landscape of the workplace supplies market.
As Morton puts it: “I’m constantly looking ahead to come up with new ideas and the team helps shape my proposals into something even better!” This forwardthinking mindset will undoubtedly steer MBM Omega through the next 30 years and beyond.
YEAR OF MANAGEMENT
NO. OF TAILORED SINGLE-SOURCE SERVICES
MBM Omega Managing Director James Morton
Branching out
CTS Wholesale Managing Director Steve Clayton and Director Debbie Clayton discuss their customer-driven approach and how it has powered the company’s success and ongoing expansion strategy with Workplace360 CEO Steve Hilleard
Workplace360: Let’s start with an introduction to the two of you and CTS Wholesale.
Steve Clayton: Our business is approaching 29 years old, which takes us back to 1995, although we were incorporated officially in 2005. It all began with a venture between myself and a school friend. We were both interested in business and entrepreneurship and tried several different things.
My friend started working for a copier dealership, which had machines in the field and part of the service involved supplying compatible or aftermarket photocopier toner. We came up with the idea of selling consumables for machines that were out of contract –three- or five-year-old models – and advertised them through the old Yellow Pages.
W360: Sadly, I’m more than old enough to remember the Yellow Pages.
SC: We probably went into about 50 editions up and down the country, just selling compatible photocopier toner for machines that were out of contract. The business grew from there.
My background is in financial services – corporate and investment banking, life assurance, investments and pensions. When CTS launched, I was still working in finance. I switched to CTS full-time once the business reached a level where it could support me.
At that point, my focus shifted towards the trade wholesale route, moving away from photocopiers and into the independent printer market – specifically, laser printer consumables.
W360: Were laser printers around in 1995?
SC: This was probably more towards the end of the 90s. At that time, HP was the dominant brand. We primarily provided remanufactured HP cartridges but also offered cartridges from other brands. This was soon followed by the launch of the inkjet cartridge business.
We began importing from various parts of the world and expanded the wholesale and trade side of the business. Eventually, my partner and I separated as his focus was on retail, while mine was on trade.
Over the years, we’ve had two or three locations and have grown in response to demand. While we still offer a comprehensive range of copier toner, we’ve really gone down the laser and inkjet route. Over the past 10 to 15 years, CTS has extended into other product areas such as labels, tapes, packaging materials, envelopes and paper items.
W360: What does CTS stand for?
SC: It stood for Copier Toner Supplies, but now it really is just an acronym.
W360: Debbie, how did you come to be involved in the business?
Debbie Clayton: I left school and started as a travel consultant, then moved into the modelling industry and promotions. During a motorbike show, I met Steve. A couple of years later, we went to Perth, Australia and ran a tanning salon together. We realised we worked well together, so when we returned to the UK and my contract ended, Steve asked me to come and work with him.
W360: How long ago was this?
DC: That was in 2005. I brought all my customer service experience from being a travel consultant with me. I’ve always loved selling, as it comes naturally to me. Together, we made a formidable team – answering the phones, selling and picking products. We did exhibitions together – which is my background – and grew the business from there.
We’ll source products from almost anywhere in the world that fits our remit
W360: So, if someone at a dinner party didn’t know what the business does, how would you explain it?
SC: We’re a trade-only wholesaler of workplace supplies, with roots in EOS. Our core business is toner and ink cartridges for printers and other devices that put print onto paper.
We’ll source products from almost anywhere in the world that fits our remit and supply them exclusively to resellers, mainly in the UK.
W360: Is all your inventory here at this location in Burton-on-Trent?
DC: Yes.
W360: I can’t think of any other business with a set-up quite like yours.
DC: We went into the alpaca industry and needed more land for them. We found this farm for sale and moved the business here in 2008.
SC: It was the desire for a place where we could live and also have an onsite facility that provided warehousing and office space, along with up to 15 acres of grazing land for the alpacas.
W360: You’ve been in the news recently with the acquisition of Go2 Distribution – what does it add to the CTS business?
SC: It was a good synergy because, in EOS, CTS is 90% aftermarket and 10% OEM, while Go2 is pretty much the reverse. There was a crossover in terms of customer base, but still probably a good 150 of them which we’d not supplied before. Of course, the power of volume has enabled a lower cost point and subsequently made us more competitive.
We’re aiming to streamline the business as much as possible with more website and electronic orders. Go2’s Director Damian [Kelly], who has stayed on with us, was well aware of our investment in EDI many years ago, and it was of real interest to him.
W360: What’s the business by numbers right now?
SC: We currently have 50 staff members and occupy 36,000 sq ft of office and warehousing space. We’ve submitted an application to extend this by adding a further storage space and showroom, bringing the total to 50,000 sq ft. We hope to have an answer to that within a couple of months.
In terms of revenue, things have changed this year, and the numbers may shift, but right now, we’re running around £11 million in turnover. With the recent
acquisition, we’re optimistic that this figure will reach £15 million by the end of the year.
W360: Very nice. What’s the split in terms of product category?
SC: I’d say EOS currently stands at almost £9 million, with about three-quarters of that being aftermarket and the rest OEM. Ribbons and labels are at £1 million, and the rest is from PPE, workwear and jan/san, general stationery, paper, packaging materials and hardware.
W360: How many SKUs do you reckon you have in the warehouse currently, and what will the extended warehouse do for that number?
SC: There are just over 7,500 SKUs, although we list a hell of a lot more than that. With the extended warehouse, it should rise to 20,000, and the aim is to hit that figure within two years.
W360: There are going to be some busy people. What’s the make-up of the management team?
We’re aiming to streamline the business as much as possible with more website and electronic orders
We don’t supply the end user at all, so customers love us right away for that
SC: Four board members, including me and Debbie. Wanda Colebatch is our Purchasing Director, Garry Wright is the Sales Director, with senior managers at the head of the individual departments. We have ten business development managers/sales managers, supported by a proactive customer support/sales assistant team. I think the quality and the aspirations of the team are fantastic.
W360: You obviously see value in having feet on the street despite Teams, Zoom and other electronic communication efforts. I get the sense that you’re very customer-facing.
DC: Yes, we always have been. After COVID, we were straight back out there, and we’re encouraging our sales team to pick up the phone, even though it’s a bit old-fashioned these days, with so many people using WhatsApp and email.
SC: The ‘boots on the street’ approach is how I started, and I believe it’s still the way forward. Many decision-makers, or at least those in directorial positions, are likely my age and more accustomed to face-to-face contact. I think companies that engage in person will reap the rewards.
W360: You have many competitors. What are your USPs and how do you carve out a niche?
DC: For starters, we’re trade-only. We don’t supply the end user at all, so customers love us right away for that. They can also be confident that their information stays with us and will not be used for anything else.
CTS is friendly, approachable and helpful and if customers have any issues with the product, we sort it out immediately. I believe that’s why people stay with us.
SC: I agree. We’re big enough to drive change and offer margin enhancements for our customers but
still small enough to care. We’ve always offered a value proposition with aftermarket products in EOS as well as provided high-quality products that match original brands. We do this while helping customers maximise profitability.
We hire great people, maintain solid stock levels and provide strong customer support, which has led to good profitability. This has been reinvested into the business, allowing us to expand into different categories and subcategories – often in line with customer demand.
We initially saw the need to bring in categories A, B and C, but a group of customers started requesting categories D, E and F, so we’ve been led down that path by them. We’re not a huge company, but we have aspirations for growth. I feel the industry needs an alternative where value is a key proposition.
W360: Let’s talk about diversification. What’s the ambition for the business in terms of product mix?
Are you aiming to become a full-line wholesaler?
DC: As Steve mentioned, demand from clients asking us to source new products has driven diversification. This has led us into different areas, like cleaning products and stationery. We’re evolving by working closely with our customers and understanding their needs. The rest is just falling into place naturally.
W360: With the evolution beyond your original products, are vendors welcoming you?
DC: Yes, they want to deal with us because they know we speak to customers to figure out what they need and work alongside them to grow their product lines. We’re genuinely passionate about every new product that we bring on board.
SC: We’re also set to introduce a new brand into the market for general office products, which we plan to expand into other areas and categories.
W360: So your own label products. What kind of dynamic does that create with existing brands?
SC: There is room for a new and refreshing brand and certainly some appetite for this. With any dealer, there’s often a desire for a well-known brand, so we’ve set up account relationships and are working to establish more with other vendors.
W360: Creating a new brand from scratch is quite an undertaking. Do you have an idea of the number of SKUs that will be initially on offer?
SC: We’re starting with around 200 general office products, which are literally on the water on their way across to us.
W360: When do you think the new own brand will be released?
SC: It should probably land towards the end of October, with the marketing push for the products from November onwards.
W360: Is there a typical CTS customer?
SC: Not really, there’s quite a broad range. We’re now working with around 1,000 customers – what we call dealers – and they vary from small e-tailers, stationers and people operating a market stall in the local town to larger companies.
We can supply anything from a £2.50 product to an order worth £20,000-£30,000, so it’s a wide spectrum. That’s a good thing, as it helps spread the risk.
W360: So with dealers, are you engaging with them right across the size range?
SC: Yes, we have smaller to medium-sized dealers, although we do supply the larger independents as well. The make-up of our dealers includes general office products and stationery providers, a fair number of specialised e-tailers – particularly in the EOS sector –and IT resellers, which is a growing area for us.
We’re also seeing interest from wholesalers outside our industry. Provided they sell to the user and don’t utilise the product themselves, they are a potential customer of CTS.
What’s happened with Spicers is bad news for the industry but also creates a gap for us
W360: How do you make your offering available to dealers? Do you have a catalogue?
DC: We provide a price list depending on whether they’re in a buying group, or sometimes we might get some target pricing to see where we need to be on price as well. Additionally, it depends on whether they use Prima Software or other platforms.
W360: So you have relationships with the technology providers.
SC: Yes, we’ve integrated electronically with all the back offices. But the question about catalogues is interesting because we intend to launch a print version next year. This will revolve around our new private label and also feature some of the key products from other brands and categories.
W360: Some might say that printed catalogues are a bit retro. What’s the rationale behind this?
SC: We’re winding the clock back and hope dealers will use an actual catalogue. I still use them and people around my age, maybe even ten years younger, appreciate thumbing through a catalogue.
While it might not be the right move for every dealer, I believe a good percentage will find printed catalogues useful for their sales teams and our customers’ users.
W360: Let’s discuss the dynamics of the industry. What are your thoughts on Spicers’ recent demise, rebirth and subsequent collapse?
SC: I remember the first time it collapsed and the significant bad debt we had to write off.
W360: You’re not alone in that regard.
SC: What’s happened with Spicers is bad news for the industry but also creates a gap for us. There needs to be a choice of alternative wholesalers for dealers; we don’t want just one or two. It’s obviously been an ill-managed situation.
VOW has acted from a commercial point of view. However, it’s not necessarily the outcome many dealers would have preferred.
DC: That’s why we’re picking up more business in the stationery side of the market. Dealers know they’re safe with us because we don’t supply the end user.
W360: But isn’t that the Exertis Supplies message –‘we’re trade-only’? You’re now fighting those guys as well.
SC: I think the market is big enough. The Exertis message is brilliant because that’s exactly what we do and a dealer wants that ring-fence protection. I believe it’s really important for wholesale to remain just that – wholesale.
W360: You just said there’s plenty of business for everyone. Others might disagree, given the secular decline in traditional categories and ink and toner. What’s your view on the overall health of the UK workplace supplies sector right now?
SC: It’s certainly evolving. As you noted, EOS is in decline, and while we hold a certain market share, others are struggling. Being in a strong position means we can benefit from mergers, or if competitors go out of business, we naturally pick that up. Despite the decline, our revenue in this area continues to grow due to these dynamics.
DC: In addition, our age group is still working and likes to print. Plus, we still have to print legal documents and other materials that must be signed and scanned. So ink and toner are necessary.
W360: How important are the dealer groups?
DC: They’re crucial. The exhibitions, in particular, are a great way to see all your customers in one place.
W360: Are you dealing with all of them?
SC: Historically Superstat, Office Friendly and Nemo Office Club. We’ve recently struck a deal with Integra and maintain a relationship with Advantia.
W360: You sound fairly bullish about the overall opportunities. What’s your take on the future for the big rump of dealers we’ve discussed?
SC: As I’ve already mentioned, mergers and acquisitions are ongoing in the wholesale sector, and the same trend has been evident within the dealer community for several years. Obviously, we don’t want to see failures.
DC: We’re finding the ones that have diversified into other areas are doing really well. It’s about forward-thinking and figuring out what the dealer needs to service their customers so nobody else takes control of them.
SC: I think it’s necessary to use the term “workplace” rather than “office”, as the needs within a workplace extend far beyond what’s typically found on a desk in an office environment.
W360: The transition has been interesting, and our industry now covers a very broad church when you
think about what goes into a working environment. So it should be ripe with opportunity.
DC: It is. It’s about building strong relationships with your customers, understanding them and making sure you’re supplying the right products. This is what CTS is good at.
SC: CTS is not a corporate behemoth so we’re not hamstrung by inflexible red tape constraints. Being independently owned, if we need to make a decision, we can do so quickly. Ultimately, a wholesaler is a trader, so if dealers present opportunities, we’ll do our best to source the product or service their need.
W360: As a wholesaler, how do you start getting involved in new product categories?
SC: Even though we come from an EOS background, when we discuss our numbers, potential scale and the exposure we can offer through the 800-1,000 dealers we supply, vendors are very welcoming.
W360: Let’s discuss the importance of ESG. Given the position you want to take in the wholesale space, how important is it to be seen as a sustainability leader, and what can you do as a relatively small company?
DC: We try to recycle everything, and any box that can’t be reused is put in the shredder to be repurposed as packaging. We ensure that the plastic we use is at least 30% recycled, and we’re working to increase that percentage. We’re also exploring sustainable stationery options, starting with Trident wheat straw paper and looking into other eco-friendly products.
SC: We also distribute eco-eco products. From an environmental standpoint, we’ve dug the lake, which acts as stormwater drainage and planted 2,000 fir and spruce trees. Our hot water and heating are provided by a biomass boiler we installed and the extension plans incorporate solar panels to provide our electricity consumption needs.
W360: Especially pertinent to your business, what about e-waste and take-back programmes, such as recycling toner cartridges?
DC: We manage all of that for our customers and have been adhering to the WEEE Directive even before it became a requirement in 2017.
We’ve got opportunities that we’re considering. These are exciting times
SC: We have always taken back electronic waste and have a good relationship with a company associated with one of our primary EOS suppliers. This company processes the waste in Germany and not only takes our containers of waste but can collect from our dealers and end users as well. So in this respect, CTS sends zero waste to landfill.
W360: A big buzzword in recent years is AI. Have you had any experience deploying AI in the company yet?
SC: AI is incorporated into our MPS solution for device management. This helps select the right devices for different environments to optimise efficiency and establish rules for how users interact with printers and copiers. Some employees also use ChatGPT.
W360: You’ve got a lot on your plate, but are there any other priorities?
SC: It’s been a funny year. While not proactively seeking acquisitions, they tend to fall onto our desks. We completed Go2 recently, and there are still three more from different parts of the industry that have been presented. So, we’ve got opportunities that we’re considering. These are exciting times.
W360: Where would you like to see the company in five years?
SC: With a turnover of at least £20 million, preferably £25 million. We’d also like a healthy EBITDA because that enables us to do better and bigger things, and it makes it a lot easier if financial requirements are needed to boost certain areas of the business. Aside from that, we hope to maintain a happy and well-balanced team, growing possibly up to 100 employees while preserving the same culture that we have now.
W360: Thanks to both of you and I look forward to the new brand reveal shortly.
Garry Wright and Wanda Colebatch
The messy end to dealer services organisation Nectere in late 2023/early 2024 (read All that glitters, Workplace360 March 2024, page 16) left a bitter taste in the mouths of many stakeholders. Almost a year later, the story is far from over for a number of the group’s former partners who have reached out to W360 in an effort to make their plight known.
These small business owners are still reeling from the repercussions of Nectere’s collapse. They have lost clients and reputations, suffered financial loss and been involved in an ongoing dispute related to amounts they and their customers – according to the liquidators – still owe.
The timeline for the financial issues goes back to mid-December 2023. As stated by the dealers, Nectere continued to allow customers to place orders, even when it “knew full well it was not in a position to honour them”. Partners were left in the dark, with Nectere promising an update following the conclusion of a business model review.
LETTERS IN THE POST
The update never came. Instead, dealers were told in a letter dated 16 January from insolvency firm Begbies Traynor that Nectere had gone into voluntary liquidation. Another letter, actually dated one day earlier, 15 January, confirmed Nectere had entered into a confidential invoice discounting agreement with RBS Invoice Finance (RBSIF), and all outstanding payments should be sent to its collection agent, JP Associates (JPA).
“This means RBSIF and JPA were effectively chasing my customers for payment, even before I had been informed of the demise of Nectere,” notes one of the dealers impacted.
In the meantime, being unable to place orders via Nectere and not having received payments due at the end of December 2023, dealers had begun to issue
Still feeling the pain
The battle goes on for ex-Nectere partners
invoices directly to their clients. Nectere was also reportedly “aggressively” pursuing payments up until the appointment of JPA.
Some are questioning the legality of these Nectereissued invoices, an example of which has been seen by W360. They are made in the name of the dealer concerned but feature the company registration and VAT numbers of Nectere.
As another reseller states: “[…] having the names of two distinct suppliers with mismatched details on an invoice in the UK will render it null and void. Furthermore, it may even be deemed an illegal document.”
There are allegations of “massive discrepancies” between the amounts requested by JPA and those stated on invoices issued by Nectere
CHASING PAYMENTS
As it currently stands, both customers and dealer partners are being hounded for payments which were invoiced directly by the dealers. These partners are being warned that any monies they have collected are due to Nectere, with additional legal costs involved.
Furthermore, there are allegations of “massive discrepancies” between the amounts requested by JPA and those stated on invoices issued by Nectere. This “inaccurate and irregular data provided to RBSIF” has led to question marks as to whether some customer payments to Nectere were actually declared on its ledger.
Dealers are now contemplating taking legal action “for the investigation of any possible misdemeanours or even fraud”. Yet, they are still holding out hope that RBSIF will constructively engage with them after nine months of silence so the situation can be resolved promptly. Hopefully, this article will act as a catalyst for this to happen.
The only senior executive event for the business supplies industry addressing
• Arnau Verdaguer, Export Sales Area Manager, ROCADA
• Finn Walsh, B2B Lead UK, Mirakl
TOPICS
• Designing a people-first AI strategy
• The state of the industry review
• Navigating strategic uncertainty: tools and mindsets for effective decision-making
• The impact of the future of work
• How sustainability can offer a path to higher margins and loyal customers
• Young executives in a changing industry: insights and strategies for recruitment and retention
• Navigating the B2B marketplace revolution
• Improving productivity in ecommerce customer experience View the whole agenda at www.opi.net/ef2024
ExaClair leads the way in fulfilling customer expectations through innovative solutions
Delivering on demand
This year has proved to be an extremely interesting journey for ExaClair Limited, the UK subsidiary of the Exacompta Clairefontaine group. With the appointment in late January of Chris Exner as Managing Director of the Norfolk-based operations of the company, the business has undergone a major transition. This has seen ExaClair experience various enhancements across several areas, including its product manufacturing capabilities and the growth of its customer relationships.
“We have a rich history within the UK stationery industry that dates as far back as 1897 and we have aimed to develop our facilities as a centre of excellence for manilla filing production,” explains Exner. “With almost half (49%) of UK businesses still using physical paper filing and archiving systems, this remains a huge category. Through our Guildhall, Europa and Forever brands, our UK operations have continued to be an integral part of our expansion as the largest manufacturer of filing across Europe.
“It has helped us evolve our product offerings to meet the diverse needs of modern businesses – from legal and financial sectors to educational institutions – while driving sales that maintain attractive margins among our reseller partners.”
DISTINCT ADVANTAGES
Thanks to its manufacturing facilities in both Europe and the UK, including its own paper mills, ExaClair is part of the only group in Western Europe that can both produce and process paper simultaneously. This advantage allows for localised production and distribution, enhanced quality control and a significant reduction in production lead times. With 95% of its products made within the UK and continental Europe, customers benefit from greater reliability and are less exposed to global supply chain volatility.
The environment has also been an integral consideration of ExaClair’s corporate strategy and concentrated investment to modernise production
The team earns Dale Carnegie certifications
ExaClair Head of Commercial Sales Keeley Shepherd and National Account Manager Glenn Bowen
facilities has enabled the vendor to develop more ecologically aware manufacturing techniques. “We’re proud that 88% of the Exacompta products launched in 2024 have received independent environmental certifications, demonstrating our unwavering commitment to sustainable practices,” comments Exner.
“We avoid greenwashing, ensuring our reseller partners can confidently comply with sustainability requirements, which is crucial to winning important contractual tenders.”
To maximise operations and strengthen relationships with key suppliers and customers throughout the commercial and retail landscapes, ExaClair has invested heavily in the development of its people. Keeley Shepherd, Head of Commercial Sales, elaborates: “We
are always keen to enhance skill sets and broaden the depth of industry knowledge within our customer service and sales and marketing departments. This desire for continual improvement has led to several team members recently graduating from intensive training modules we conducted in conjunction with prestigious training provider, Dale Carnegie.”
We avoid greenwashing, ensuring our reseller partners can confidently comply with sustainability requirements
ENHANCED EFFICIENCIES
Additionally, with the substantial growth of drop shipments across the group, ExaClair has concentrated on improving its data and marketplace management systems. These efforts have resulted in more profitable sales opportunities for its key customer partners.
Shedding light on this, Shepherd adds: “We’ve updated our operations to be far more dynamic when it comes to order processing and warehousing. By developing flexible distribution logistics to meet the increasingly diverse delivery requirements of customers in localised regions, we’ve consistently maintained a 98% service rate, helping our distributors maximise their profitable sales potential.
“By taking such a comprehensive approach to offering a dedicated customer experience that benefits from our regional know-how, we can build solid partnerships with our providers and customers.”
Another focus point has been the development of innovative sales and marketing support, leveraging the company’s core product expertise. UK Marketing Manager Lawrence Savage explains: “We’ve expanded the scope of our market analysis, which now includes additional enhancements to our specialist category management teams across the group.
“With approximately one-third of our annual sales generated by products launched in the past five years, our customer GAP analysis initiatives have enabled us to concentrate on research into new product innovations. This ensures our customers can enrich their category listings, meeting the evolving demand of end users.”
The progress of all these initiatives has not only resulted in a growing market share across the commercial and retail sectors for both ExaClair and its customers but also magnified the company’s status as offering the most comprehensive supplier package – from product selection and logistics to sales and marketing support.
As the company looks to a bright future, its success is being highlighted through many awards, including being shortlisted for the Brand Manufacturer of the Year Award at the 2024 BOSS Awards.
For further details on ExaClair’s full range of filing and desktop accessories, visit exaclairlimited.com
ExaClair Managing Director Chris Exner
ExaClair Marketing Manager Lawrence Savage (centre) picks up the 2024 Stationery Matters Award for Sustainable Stationery Product of the Year: Bamboo Watercolour Pads
This is the third instalment in a series focusing on the drive and desire to deliver diversification in the office supplies and workplace sector. In this article, I will outline how sales fit into the scenario. But, before diving in, here’s some context to The building blocks to success series.
The first article (Part I Workplace360 July/ August 2024, page 34) started with Adam Noble explaining how to create a good business strategy for diversification. This was followed by Steve Gorham (Part II Workplace360 September 2024, page 36) discussing the topic of managed services and collaborating with third-party suppliers.
Jumping ahead to the next issue and Part IV, Adam will explore how diversification can be achieved by
integrating new categories and services into your business by way of (in-house) managed investment. These two options of ‘third-party’ and ‘in-house’ are shaped by the ability and willingness to invest – in financial terms, operational capability and time/ resources. They are also customer- or target marketspecific, driven by the needs and wants of the client.
Both propositions are valid and will deliver a pathway to diversification for any workplace supplies business. Nevertheless, the most likely scenario will be a combination of both approaches, with internal investment (in-house) following third-party partnerships as one or more categories evolve into the successful ones. Which ones will be determined by customer reactions to your diversified solution.
The sales proposition The building blocks to success – Part III
It still leaves the vital element of actually selling any new product, category or service, and I will detail several key considerations to ensure the crucial areas of sales are explored.
WHERE DO YOU START?
In simple terms, there are two types of customers: those that already buy from you (existing) and those that don’t – yet (prospects). When it comes to existing customers, the primary reason they don’t purchase products from additional categories is because they aren’t aware you offer them. Simple and easy to resolve. Or is it? We’ll return to this point shortly.
Other reasons include: they don’t need the product, the person you deal with isn’t responsible for the category, or they buy it from another supplier. Let’s discard the ‘we don’t need it/buy it’ objection immediately, as even the best salespeople struggle with this. Unless, of course, they don’t need it yet, which is an entire article in itself!
Gary Naphtali is Director at TSP
services purchased from you, the harder it becomes to switch to a competitor. Then there is the development prospect: the more customers engage with X, the more receptive they will be when you talk about Y and Z.
The two areas easiest to address with current buyers are: ‘we didn’t know you sold it’ and ‘we buy it from someone else’. If your business is sales-led – by which I mean you engage through proactive sales activities –then it should be easy to let them know you now sell X, Y and Z. It’s risk-free, right? Well, not quite.
The danger lies in potentially undermining your existing business by winning a new category and then getting it wrong
Even though any business development model will tell you that selling to present customers is the most likely way to succeed when introducing new products and services, there is still risk. The danger lies in potentially undermining your existing business by winning a new category and then getting it wrong – in short, reputational damage.
If I asked 100 salespeople why they don’t provide X, Y and Z to their customers, I am willing to bet 80 or more would say it’s because they don’t want to chance losing the business they already have. Ergo, the journey to diversification nirvana starts with the internal sale: convincing your sales team to sell new offerings (or try to) before any customer engagement.
MOTIVATING SALESPEOPLE
I like to simplify motivation into two extremes: greed and fear. In this context, the greed aspect is obvious. If your customer buys more from you, it directly increases revenue, helps achieve targets, boosts income, strengthens job security, and so on.
The second, less obvious benefit is the heightened customer retention potential: the more products or
The fear side of motivation is less appealing but can’t be ignored. If you don’t offer these expanded services or products, someone else will. In a world where diversification is progressing apace and necessity is the mother of all invention, it is only a matter of time before a competitor turns your customer’s head.
DO I HAVE YOUR ATTENTION?
Let’s assume our salespeople are convinced and turn our gaze towards the customer. When engaging with an existing client, introduce the new offering independently of your current categories. Don’t bundle it with everything else – at least, not yet.
The benefits of an enhanced single-source offering are customer-specific. Be comforted by the fact that if they’re already purchasing hundreds of products from you, they’re likely to be open to single-sourcing. However, don’t lead with this approach. Use it as a secondary benefit – single order point, consolidated billing, fewer deliveries, one-throat-to-choke, etc. This also presents a great opportunity to remind customers of the value you’re already providing.
Initially, position this new category discussion as an independent solution. The ‘I didn’t know you did that’ reaction is often married to ‘I get it from someone else’ which, if it’s a single category, is likely to be from a specialist or established provider. You need to unpick that relationship.
Now, let’s imagine the ‘I didn’t know you did that’ was delivered as a ‘thank the Lord you do’ reaction. The usual suspects of price and service levels, product quality, lead times, etc, will need to be matched – although maybe not exactly. This kind of positive reaction is great if it is based on the current supplier not being very good, or simply not as good as you.
Do the discovery phase of the sales process again, focusing just on this new category, treating the customer as a prospect you know nothing about. This is important because, executed well, they will tell you exactly what you need to do.
You may only need to match some aspects of what the customer currently gets from an existing supplier if (a) the supplier is not meeting their expectations and (b) they would prefer to get it from you. Find out which one it is and why.
The other part of ‘I didn’t know you did that’ may be married to ‘we get it from someone else we like’. This scenario is slightly different. Assuming the discovery phase has been done thoroughly, you now need to justify the switch to you. There are two routes:
1. Match the current provider but emphasise the benefits of a single (consolidated) supply initiative –in other words, you!
2. Provide an enhanced package, whether it’s based on service, price (highly likely) or both.
Treating a new category as an independent solution is the only credible way to convince customers to explore it. If you can successfully address the ‘match or improve’ challenge, you can introduce the single-source benefits as added value – which is always a more powerful sales message.
RISK VERSUS REWARD
Let’s move across the table and sit on the side of your customers. Unless you have saved them from current supplier inadequacies, they will view switching as a gamble. They may be afraid the good partnership and experience they enjoy with you could be undermined. They could also be concerned that, by moving business to you, they risk losing the relationship with their existing supplier.
But there is good news. What worries your salesperson about diversification is now your best sales
message: the risk you are taking. The message is simple. Why would you try and sell a customer something new if there was a chance of jeopardising the business you already enjoy? You wouldn’t.
You must provide both an incentive and a safety net for customers. The incentives are obvious: service, price, supplier consolidation, improved processes (purchasing, operational, financial), etc. The safety net comes in the form of assurances or guarantees you can provide and/ or their ability to re-source products should you not be as good as you say you will be.
What worries your salesperson about diversification is now your best sales message
This leads to the question of which diversification categories to introduce first. ‘Thank the Lord’ clients already have a business pain point, so for them, the exposure is minimal. There is a prevailing issue and you can solve it. We like these types of customers. Find them first.
The problem may be specific to a particular business, but if a category/supplier situation is remedied by your offering, perhaps other customers need the same help too. If it is a wider issue, it could well mean this diversification category takes off first.
The ‘we use other suppliers and we like them’ buyer is different. Here, the perceived risk is much higher, and added incentives could be required. You might need to
start by supplying products or services which are easy for them to re-source if you fail to deliver. The key here is discovery, discovery, discovery.
A response of ‘it’s not me who buys it’ opens up another level of potential pain. This often arises in larger organisations where category purchasing is a siloed process. If you are selling a single-source solution, there is every chance you have sold from the top down. Great – this level of contact allows you to expand the singlesource message across additional areas.
If this isn’t the case and there are decision-makers in the business you don’t already deal with, options are available. But first, you need to understand their procurement strategy, so back to discovery and treating the customer like a new prospect.
Find out why purchasing is handled separately. What are the purchasing goals and objectives? Have they shifted since you became a supplier? Why? Who is the senior decision-maker? Does the person responsible for the new category report through the same line as your current contact? Does your contact know if this is a problem area? Do they work together? Could they recommend you? What insights can you gather from your existing supplier relationship? There is quite a lot to unpack in this scenario.
NOT A POT NOODLE
I hope there are valuable takeaways from the summarised and simplified content above. Reflecting on Steve’s and my experience at Anglo Office Group, where we aimed to drive diversification into our London-
based, mid-to-large customer market, we tried various approaches. For instance, I certainly didn’t anticipate milk becoming our best-selling product when we introduced Managed Services to our proposition.
A ‘thank the Lord’ buyer issue led us to discover it was a category-wide problem, and a partnership with an amazing supplier kicked open that door for us. This initiative was driven by our salespeople and their customers, not Steve and me.
When we started talking to clients about new categories and services, milk became the ‘if you could do this….’ conversation piece. In almost every instance, we started with one category or service and moved on to others only once we had proven ourselves. It wasn’t a quick process.
If [...] there are decisionmakers in the business you don’t already deal with [...] you need to understand their procurement strategy
At Anglo, we had a saying: ‘This is not a Pot Noodle’. In other words, don’t expect instant success. It certainly wasn’t easy either, but once we got going and could showcase successful examples, the perceived risk from the customer’s perspective was reduced considerably.
In the next article, Adam Noble will reveal the strategy and sales proposition he pioneered at The Irongate Group
Dealers in today’s increasingly competitive workplace supplies industry face mounting challenges – declining sales, cash flow difficulties and resource shortages, to name a few. Success now demands more than just the right products; businesses require a solid infrastructure that supports their operations and frees up time for sales and customer relationship management. This is where Unity Dealer Support steps in, offering a comprehensive platform designed to enhance efficiency, profitability, and growth for dealers.
WHAT IS UNITY DEALER SUPPORT?
At its heart, Unity is a fully integrated operational and fulfilment programme tailor-made for dealers. Built on the expertise of its co-founders – seasoned veterans from the industry themselves [Whittakers Workplace Solutions] – Unity operates as a dedicated support team working behind the scenes, managing everything from order processing and customer service to credit control and logistics. This enables dealers to maintain full independence over their business while outsourcing key operational tasks to Unity, boosting efficiency without relinquishing control.
Sales Director Martyn Hammond explains: “The vision was always clear: to offer a superior solution for dealers that want to maintain control of their branding and operations while benefiting from best-in-class operational support in the background. Unity’s success is rooted in delivering the very highest service levels to its partner’s customers, giving dealers the peace of mind to focus on growing their business.”
A SOLUTION FOR TODAY’S BUSINESS CHALLENGES
In an era of intense competition, where dealers face shrinking margins and the growing influence of the
digital marketplace, Unity’s approach is refreshingly straightforward: ‘We don’t compete against you; we support you.’ The Unity model combines the best of technology and human interaction, and because it was created ‘by a dealer for the dealer’, the platform is perfectly suited to address the challenges experienced by most businesses:
• Declining sales and rising competition
• Complex supplier management
• Webstore and product file management issues
• Resource constraints
• Cash flow and purchasing system obstacles
KEY BENEFITS
Unity offers a carefully created service offering specifically designed around the needs of a dealer:
1.
Operational excellence
Unity can handle the heavy lifting of time-consuming tasks such as order processing, customer service, and credit control, freeing dealers to focus on growth strategies. This includes managing invoicing and cash collection, ensuring dealers no longer need to worry about cash flow or debtor reports. Unity effectively funds all transactions, offering unprecedented peace of mind.
Unity Dealer Support offers a fresh approach to working with a business support partner
A real alternative for
growth and profitability
2. Custom e-commerce solutions
In today’s digital world, a strong online presence is essential. Unity equips its partners with a fully configured, best-in-class, branded e-commerce website. This solution allows dealers to build their brand, deliver a seamless shopping experience, and drive sales – without the burden of managing the platform.
3. Pricing and profitability
Unity leverages best-in-class supply chain and buying power to provide dealers with competitive pricing strategies to boost profitability. By managing suppliers and finding innovative ways to improve margins, Unity ensures partners stay ahead of the curve in pricing and product availability.
4. Logistics
Unity’s delivery services provide an unmatched customer experience. This personalised service has become a key differentiator for many Unity partners, enabling dealers to achieve higher order fill rates and build lasting customer relationships.
Unity’s success is rooted in delivering the very highest service levels
5. Flexible support system
From managing inbound calls to offering an out-of-office function, Unity provides dealers with a highly adaptable support structure. Whether a hands-on or hands-off approach is required, Unity’s system is designed to meet all business needs, allowing dealers to take breaks without worrying about business.
6. Diversification and growth
By utilising Unity’s category experts, dealers can unlock growth opportunities with existing customers while branching into new areas like furniture and fit-out, educational products, catering supplies, promotional items, PPE and workwear. The latter has proven to have the potential to be transformational for those dealers that embrace it.
7. Branding and marketing support
Unity understands the importance of standing out in a crowded market. With expert brand design and marketing services, dealers can refresh their image and enhance their market presence. From creating marketing materials to regular managed e-marketing campaigns, the Unity platform helps showcase a dealer’s business to its full potential.
Unity marks a transformative shift for dealers, delivering a comprehensive solution to the operational, financial and logistical challenges that often impede growth. By harnessing cutting-edge technology, driving category expansion through expert insights, and offering
Real results
For many resellers, transitioning to Unity has been a game changer:
ROSS EDMONDS, MANAGING DIRECTOR, OASIS BUSINESS SUPPLIES
Switching to Unity and working with the team has allowed me to focus on growing my business again. For the first time in years, I finally have the resources I need.
ROBIN STOTON, MANAGING DIRECTOR, BUCKINGHAM OFFICE
I’m delighted with how the move to Unity has gone. Unity takes care of our logistics, with next-day deliveries being made to my customers and a regular driver they can build a relationship with. I am more than happy to trust that my customers are being looked after by the team at Unity when I am unavailable. What I really like is the Unity team’s fresh approach and openness to ideas and changes.
GARY WILLIAMS, MANAGING DIRECTOR, THINK BUSINESS SUPPLIES
Working with Unity has been a refreshing change. The team has been super supportive and helped us transition over in a very quick and seamless manner. I only wish I had made the move earlier.
For further information,
flexible, hands-on support, Unity enables dealers to redirect their focus to what truly matters: expanding their business and strengthening customer relationships.
As Managing Director Nick Whittaker explains: “Some dealers may use Unity as a stepping stone to grow and eventually forge their own path, while others might find ongoing value in our support. Successful salespeople looking to “go it alone” may also find value in the proposition. Whatever the case, Unity offers the flexibility and resources essential for success.”
KEEP CALM,
it’s made in Britain
Workplace360 puts the spotlight on businesses that embrace the Made in Britain/UK ethos
Manufacturing in Britain draws on a rich heritage that dates back to the Industrial Revolution. But nostalgia alone doesn’t fuel the sector; it’s about adaptation and resilience in an ever-evolving landscape.
With Brexit having reshaped the business landscape, UK manufacturers are navigating challenges and new opportunities. A renewed focus on local production has emerged, with companies reducing lead times and tightening control over quality by sourcing materials closer to home.
Take JGBM, for instance, which has recently introduced its own line of ergonomic office chairs under the Atlas brand. For the past few years, the wholesaler has supplied standard office chairs, but with Display Screen Equipment (DSE) regulations covering a wide range of products, it was time to offer a more comprehensive solution for the growing demand in ergonomics. The new Atlas range is designed with DSE compliance in mind and is sourced from a UK-based supplier in the Midlands.
Explaining the decision to embrace British manufacturing, Managing Director John George told Workplace360: “There are plenty of reasons, such as
it’s a premium product, easier communication, greater quality control, the use of recycled and fully fireretardant materials, quicker lead times, reduced supply chain risks, and shorter transportation distances mean a lower carbon footprint.”
As environmental concerns increasingly drive decision-making, manufacturers are stepping up to the plate. ExaClair Marketing Manager Lawrence Savage says: “Our UK site is a centre of excellence for filing production within the Exacompta Clairefontaine group. Recently, we’ve reduced plastic usage per pallet by at least 50% by sourcing a new, stronger wrap – cutting overall plastic usage by up to 77%.
“Additionally, by partnering with charities and educational organisations, ExaClair has reduced material wastage from rejected or surplus products that would have previously been thrown away. Instead, we’ve reimagined and redistributed them for new use.”
The benefits of ‘Made in Britain/UK’ extend far beyond quality and ethics. The label is more than just a mark of origin; it represents a commitment to quality, innovation, reliability and sustainability. In an age where ‘local’ carries new significance, the demand for Britishmade products is on the rise – and for good reason.
AVERY UK A competitive edge
Avery UK takes pride in producing over 90% of its goods in Britain, gaining a significant competitive advantage through its make-to-order model. By maintaining shorter production runs, Avery can monitor quality live and quickly act to remove any defective products.
Post-pandemic, consumer perception of Britishmade products has shifted positively, with more people embracing ‘localism’. More customers are now keen to support local businesses and protect domestic resources, strengthening Avery’s position in the market. Being UK-based has allowed the company to stay close to customers, improving service quality and speeding up delivery times.
ECONOMIC APPEAL
Local manufacturing is a cornerstone of the UK economy, and Avery is proud to contribute. Its Northamptonshire production facility employs more than 100 people with diverse backgrounds and experiences and the company has committed to recruiting and developing local people, upskilling at all levels, and investing in infrastructure and equipment.
Operating a UK-based plant brings numerous economic benefits compared to sourcing products from other locations in Europe or further afield, which enables Avery to closely manage freight costs.
In addition, control over the manufacturing and production process has had a positive impact on Avery’s speed of service and flexibility as the company can address product requests more easily and adapt faster to customer demands.
SUSTAINABILITY IN ACTION
Being based in the UK also provides significant advantages for Avery’s supply chain and logistics operations. Located near key motorway arteries, the company’s facility is well-positioned to receive goods and distribute products efficiently across the UK. This strategy provides a clear competitive and cost advantage, enabling a reduction in the number of freight deliveries and lowering overall transportation costs. It also significantly reduces the distance products travel, resulting in a lower carbon footprint.
Avery benefits from sourcing raw materials directly, as opposed to importing finished items, further minimising the environmental impact. This is all part of the company’s broader sustainability goals, which focus on reducing waste and emissions while maintaining a high-quality standard.
BISLEY A commitment to British-made products
Bisley upholds product quality through its Green Design protocol evaluating the environmental impact at every stage – from inception to testing, through to the finished item and delivery. Every step is carefully considered, including material selection, build quality and reuse at the end of life. Designs accommodate future needs, with modularity incorporated into products making it easier for customers to upgrade or retrofit them over time –aligning perfectly with Bisley’s core message of ‘Made for Life’.
THE POWER OF A LABEL
Bisley actively promotes the ‘Made in Britain’ label, which plays an important role in how buyers perceive the company’s products. According to trademark organisation Made in Britain, over 90% of
UK shoppers are willing to pay more for British-made goods, and 77% believe items are of good quality.
“Our products are competitively priced, even compared with furniture manufactured in the Far East, but are of a much higher quality. We use the Made in Britain trademark across our website, printed literature and tradeshows, and have found customers respond positively to the label, often not realising that we manufacture in the UK,” says Bisley CEO Richard Costin.
The company’s commitment to British manufacturing is reflected in its largely local workforce – employing 360 people in the UK and an additional 100 staff across its subsidiaries in France, Germany, the Netherlands, Ireland, the United Arab Emirates and North America.
Bisley actively hires locally and cultivates an environment where employees can grow and develop.
“When you buy British, you not only support the UK economy, but a sustainable one – benefitting the local community, its businesses and nurturing valuable experience and individual skill sets,” notes Costin.
The company has adopted Training Within Industry, which focuses on creating safer, more efficient work methods and improving employee skills. Over the past year alone, Bisley has invested in professional development that has led to over 30% of its staff receiving training ranging from NVQs to degrees.
DRIVING POSITIVE CHANGE
Sustainability is central to Bisley’s manufacturing approach. All process waste at its manufacturing site – including steel and wood offcuts – is captured and segregated for appropriate disposal and recycling, with 100% of general and wood waste being recycled or diverted from landfill. The company aims to be zero-tolandfill by 2030.
Bisley has also partnered with the British Heart Foundation and Clearabee to allow customers to donate unwanted products, contributing to a circular economy. Additionally, proceeds from scrap metal recycling are donated to St David’s Hospice.
PUKKA PADS
Dedicated to British manufacturing
Pukka Pads Marketing Manager Jessica Stott shares why the company remains dedicated to manufacturing in the UK:
“At Pukka Pads, we take great pride in producing all our bespoke and branded filing at our Bingley factory in Yorkshire. This hands-on approach enables us to react quickly to market trends and ensures our production quality meets our high standards – an aspect far harder to achieve when outsourcing.
While the business can be affected by elements outside our control, such as shipping delays or other factors that may result in higher costs, Pukka Pads remains a steadfast champion of British-made products. Sustainability is a major factor in this decision. Although some materials are still sourced from
overseas, this volume is much less than if we imported finished products.
We are also working hard towards energy independence by harnessing solar power to operate our factory, machinery and forklifts. We are on a journey to become entirely off-grid, with plans to expand our solar panel installations in 2025. All these efforts allow us to help our customers make eco-friendly choices when sourcing products.
Pukka Pads remains a steadfast champion of British-made products
Pukka Pads is proud to support our local community, and it is something we deeply value. By maintaining our base in the UK, we provide over 50 jobs at our factory, positions that would not exist if production moved offshore. As a result, we have a strong team of manufacturing experts, some of whom have dedicated years of service to the company and the workplace supplies industry.”
A success story
and European production, we ensure our boxes meet the high standards our customers expect.
W360: Do you use specific quality control processes unique to the UK?
MP: In the UK, I’ve appointed staff to oversee quality control to ensure customer requirements are met. For the US, we rely on the subcontractor to create the quality we have demanded and we verify all items received are to the desired quantity.
W360: Do you use any kind of ‘Made in Britain’ label?
MP: Yes. Predominantly, the message is ‘Boxes made with Love in the UK’. We use it as a marketing slogan.
W360: How does manufacturing in Britain contribute to the local economy and job creation?
If there’s one company that epitomises ‘Britishness’, it’s Really Useful Products. Workplace360 asked founder and CEO Mike Pickles some quick-fire questions about the significance of ‘Made in Britain’.
Workplace360: How do you ensure product quality for ‘Made in Britain’ goods?
Mike Pickles: We own and operate two manufacturing sites in the UK, with a subcontractor in the US producing exclusively for that market. By retaining control of our UK
REALLY USEFUL PRODUCTS SINCLAIRS
Almost two centuries of creativity
Nestled on the edge of the picturesque Yorkshire Dales, Sinclairs has been crafting quality paper products for over 180 years. Established in 1837 in Otley, the company proudly upholds its heritage as a manufacturer with deep roots in British craftsmanship.
Sinclairs continues to thrive by combining timehonoured techniques with innovation, and its 120 employees are passionate about making exceptional paper products that reflect the tradition of British manufacturing.
SUSTAINABLE BRANDS
Sinclairs’ diverse portfolio caters to a wide range of market needs. Silvine, the flagship brand, delivers an impressive selection of stationery for home, school and office use. The Luxpad by Silvine appeals to students and young professionals seeking stylish paper products, while Silvine Originals reimagine the iconic bold red notebooks with modern functionality.
Pink Pig provides creative freedom with more than 7,000 handmade sketchbook options, and Artgecko Sketchbooks, made from FSC-certified materials, offer tailored paper types for artists.
MP: Really Useful Products employs approximately 300 people in the UK. In addition to direct employment, we support the local economy through indirect job creation, such as local transport companies – the most important being our breakfast food supplier!
W360: What are the economic benefits of operating in the UK?
MP: Manufacturing in our own facility means we can directly oversee the supply chain, making us a reliable and consistent supplier. This allows us to keep pricing competitive and reduce our carbon footprint by maximising our on-time deliveries.
[Sinclairs] proudly upholds its heritage as a manufacturer with deep roots in British craftsmanship
LEADING THE WAY
Sinclairs’ environmental commitments go beyond the basics. By aligning with the UN’s Sustainability Development Goals, the company is focused on reducing its carbon footprint and creating products that are both high-quality and eco-friendly. From using FSC-certified papers to harnessing renewable energy such as solar and biomass, it is on a mission to protect the planet.
As holders of ISO 9001, ISO 14001 and FSC certifications, Sinclairs is setting industry standards in innovation and responsible manufacturing. By using bioinks and clean energy, the company continues to lead the way in sustainable British stationery production.
Here for when you need us the most
HP Papers offers useful resources for early detection
Breast cancer is a serious health issue, and the more we talk about early detection, the more lives we can save. In the UK, 15% of newly diagnosed cancers are breast cancer – affecting around 60,000 people each year – making it the most common type of cancer in the country.
Whether it’s a loved one, a friend or even yourself, knowing how to spot breast cancer is crucial. Sylvamo’s Pink Ream campaign serves as a reminder of this essential cause and helps promote awareness of breast cancer, which can affect both women and men.
TIMELY DIAGNOSIS IS KEY
Breast cancer occurs when abnormal cells in the breast begin to grow uncontrollably, eventually forming a tumour. While breast cancer can’t always be prevented, spotting it early greatly improves the chances of successful treatment.
Simple and regular monthly checks can play a huge role in catching potential symptoms quickly. However, YouGov research suggests that fewer women are checking their breasts regularly, with the percentage dropping from 49% in 2022 to 45% in 2024. Alarmingly, 11% of women report they never check their breasts. It’s important to be breast-aware – to know how your breasts typically look and feel. Everyone’s body is
different, so understanding what is ‘normal’ for you will help you quickly spot any changes or abnormalities that need further attention. Some signs to watch for include:
THE THREE-STEP HOME BREAST CHECK GUIDE
It only takes a few minutes to check your breasts, but it could make all the difference in catching cancer early. By following these three simple steps, you can easily incorporate breast self-exams into your routine. Women should perform these checks once a month, ideally 7-10 days after a period when breasts are less tender.
1. In the shower
While in the shower, use the pads (not the tips) of your three middle fingers to check both your breasts and armpits. Apply light, medium and firm pressure to feel for any lumps, knots or changes. Make sure to cover the entire breast area.
2. In front of a mirror
Stand in front of a mirror with arms at the side. Look for any visual changes like swelling, dimpling or differences in breast shape or texture. Then, rest palms on hips and press firmly, flexing the chest muscles. This can help reveal dimpling or other signs of concern.
3. Lying down
When lying down, breast tissue spreads evenly along the chest wall, making it easier to feel for abnormalities. Place a pillow under one shoulder, put an arm behind your head and check the breast and armpit with the opposite hand. Be thorough and use varying pressure levels. Repeat on the other side.
REDUCE THE RISK OF BREAST CANCER
Don’t panic if you feel a lump or change in your breast. Many lumps are benign, caused by hormonal changes or non-cancerous conditions. However, if you notice something unusual, it’s best to consult your doctor as soon as possible.
Sylvamo’s Pink Ream campaign […] helps promote awareness of breast cancer
provide 25 local non-profit breast cancer organisations with training opportunities and practical knowledge, enabling them to strengthen their operative capacities and improve networking and sharing of best practices.
While some factors, such as age or family history, can’t be changed, there are lifestyle choices that can help reduce the risk:
• Maintain a healthy weight: A healthy BMI (18-25) can lower your risk, especially after menopause.
• Exercise regularly: Aim for at least five weekly sessions, 35-45 minutes each. Physical activity significantly reduces the likelihood of developing breast cancer.
• Limit alcohol intake: Try to drink fewer than 14 units per week and spread them out over multiple days.
• Know your family history: Understanding your genetics can help inform decisions about prevention and screening.
• Get regular screenings: Always attend any appointments when invited, and don’t skip self-exams.
HP Papers. Writing the next pink chapter.
Sylvamo believes the wellbeing of one depends on the wellbeing of all, so for the eighth consecutive year, it is selling its special HP Papers Pink Ream throughout October – Breast Cancer Awareness Month – and November.
10p from every ream sold is donated to Think Pink to support breast cancer projects across Europe. To date, HP Papers has raised almost €660,000.
HP Papers Pink Ream is available from Exertis, Antalis, Costco and Viking. For more information, visit: hp-papers. eu/pink-ream.
Paper possibilities
The paper category is transforming through sustainability-driven innovations, balancing eco-friendly practices with market demands.
By Kate Davies
The paper category has undergone significant transformation in recent years, driven by supply chain disruptions, economic fluctuations and digitalisation. These factors have reshaped demand patterns within the market. Nevertheless, category leaders remain optimistic, noting that the supply chain is now more resilient, with dealers adopting diversified sourcing strategies that have strengthened domestic markets.
Advantia Managing Director Steve Carter observes: “Despite the well-documented supply chain turmoil, its impact has been effectively managed through existing capacity and adjustments to ordering patterns, minimising any downstream effects.” This resilience has sustained strong demand for uncoated woodfree cutsize paper, which has seen double-digit sales growth across Western Europe. The UK, in particular, has recorded positive growth over the past 12 months.
Tim Percival, Category Director Office and Digital at Antalis UK, reports that recent events in the Middle
East have caused minimal disruption. He adds: “Paper is more attractive for servicing domestic markets rather than those further afield. The shorter the distance that a product must travel, the more robust the supply chain.”
That being said, the sector continues to grapple with digital adoption. As a result, industry revenue is projected to decline by 2.3% to £3 billion in 2024-2025, according to market research report Paper & Paperboard Manufacturing in the UK.
From the dealer perspective, Sarah Mewett, Head of Marketing at Paperstone, recognises the evolving landscape of paper consumption. “The digitalisation of workplaces, alongside hybrid working models, has naturally reduced demand for traditional office paper. However, when paper is required, customers are increasingly opting for eco-friendly alternatives.”
GOING ROUND IN CIRCLES
As sustainability takes centre stage, concerns about deforestation and its impact on the climate crisis remain paramount. While Percival acknowledges the validity of these concerns, he underlines the significant strides the paper industry has made towards sustainable sourcing: “It’s important to remember that the paper manufacturing industry relies on a sufficient supply of virgin pulp, with trees cultivated as a managed and nurtured crop. Sustainable forestry management can ensure that logging is balanced with replanting, safeguarding circularity.
“While there are some limited sources of alternative fibres, the current method of planting, harvesting and replanting looks set to remain the dominant process in paper manufacturing for the foreseeable future. This is arguably extremely positive for the environment as a whole.”
Certifications such as FSC, PEFC, EU Ecolabel, and Cradle to Cradle are instrumental in reinforcing sustainable practices and promoting a circular economy. Carter emphasises the relevance of paper within this framework, stating: “Most items in the office are
Paper is more attractive for servicing domestic markets rather than those further afield
paper-based and will likely remain this way for a long time. In light of this, dealers should consider partnering with shredding and recycling companies to provide a complete cyclical service.”
Support for these sustainability efforts appears promising, with substantial investments being made in paper recycling infrastructure. For instance, a £1 billion investment in redeveloping Shotton Mill in North Wales will safeguard nearly 150 jobs and create an additional 220 green jobs through the construction of an advanced paper recycling facility. Official reports indicate that the plant will produce almost 100% recycled paper, significantly boosting the country’s recycling capacity.
EMERGING OPPORTUNITIES
A notable development that could lessen reliance on forestry management is the rise of tree-free paper, made from alternative materials such as hemp and bamboo. Carter highlights a particularly promising innovation: the use of agricultural waste to produce paper and cardboard. This sustainable method capitalises on materials that would otherwise be discarded after harvest, transforming them into valuable, eco-friendly resources.
With the rising demand for compostable and biodegradable packaging materials, this approach presents a significant opportunity for dealers to expand product offerings and tap into the growing ecoconscious market, aligning with both consumer trends and environmental goals.
According to Percival, the packaging of paper products is often overlooked. However, he has noticed a growing interest in green solutions, such as ream wrappers that provide the same moisture protection as traditional filmic or coated wrappers. “The significant
51.6 million tonnes
Dealers must help [customers] understand the environmental benefits of recycled products and dispel myths about their performance
advantage of such packaging is twofold: it reduces single-use plastics and is fully recyclable alongside the paper it protects, marking a notable step towards an eco-friendly supply chain,” he states.
SHAPING THE FUTURE
Despite the push for sustainable paper products, several challenges remain. Alternative materials are still in development, and recycled paper often incurs higher costs due to additional processing and the limited availability of high-quality recycled fibres. Mewett offers a solution to the cost perception issue: “Some customers view recycled paper as lower quality, and dealers must help them understand the environmental benefits of recycled products and dispel myths about their performance.”
Dealers need to educate clients on the advantages of recycled paper, while also providing detailed insights into the certifications, production processes and sustainable practices that underpin its responsible manufacturing. This informative approach can help address common environmental concerns associated with paper consumption, such as deforestation and waste, and position recycled paper as a viable, ecofriendly alternative.
While sustainability is the dominant trend shaping the future of the paper category, other forces are also at play, including a rising demand for customisation. As businesses seek to differentiate themselves, there has been an uptick in demand for speciality papers used for premium business cards, letterheads and other bespoke printed materials.
This trend compels manufacturers to focus on smaller niche markets, where quality and customisation take precedence over high-volume standard products. Mewett explains that companies are increasingly looking for unique, tailored options that reflect their brand identity and values. By embracing this shift, dealers can position themselves as valuable partners for businesses aiming to enhance their branding and customer experience through high-quality, personalised paper products.
While lower-quality products have experienced sharper declines, Percival notes that premium paper continues to perform well. “Dealers should avoid defaulting to low-cost, low-quality options when making decisions,” he advises. “Instead, focusing on premium products can provide long-term value.”
Percival’s guidance for dealers extends beyond product selection: “By gaining deeper insights into what customers print and why, dealers can tailor their offerings. Combining this knowledge with an understanding of clients’ CSR policies can elevate their role from paper suppliers to trusted paper consultants.”
A COMMUNITY SPIRIT
This year’s Office Friendly conference was a celebration of growth, learning and future-shaping
In early October, Office Friendly hosted its annual conference at the DeVere Cotswold Water Park Hotel in Cirencester, marking its 30th anniversary. The 2024 theme of ‘community’ was fitting for the gathering, which welcomed nine new members celebrating their first year. The event was the group’s biggest-ever annual conference get-together.
The agenda was packed from the start, kicking off with the AGM and a Pioneer Sales Training session led by Patrick Joiner from the Institute of Sales Professionals. He delivered a two-hour interactive workshop providing valuable skills, tactics and sales takeaways.
VOW Wholesale hosted a one-hour Q&A for dealers, rounding off the morning before the official welcome from Managing Director Jeanette Caswell. She shared several sage pieces of advice, including
2024 AWARD WINNERS
Community Award: Commercial
Vendor/Supplier of the Year: BIC
Mike Hindmarch Dealer of the Year (under £2 million): Office Bridge Group
Dealer Engagement Awards: Ask the Office; Normans Business Solutions; The Office Works
New Dealer of the Year (£2 million+): Langstane
Q-Connect & Exclusive Brands: Emerge NE
the importance of investing in team members to drive growth, embracing change and using the Office Friendly community for support. Caswell briefly mentioned the proposed merger with Integra Business Solutions, noting the strength the two groups would bring (read Dealer groups enter merger discussions on page 6).
Great teams are made of great individuals
CREATING SUCCESS
Next up was the keynote speaker Sir Clive Woodward. He captivated the audience with his ‘DNA of a Champion’ strategy, drawing parallels between success in sports and business. Giving attendees plenty of food for thought, Woodward boiled it down to “great teams are made of great individuals”. To achieve this, every individual must be working at their optimal level. He also revealed his ‘TCUP’ (thinking correctly under pressure) method, which he advised dealers would help in predicting and coping with future challenges.
The afternoon was dedicated to a buzzing supplier exhibition featuring a diverse range of vendors. Around 50 exhibitors showcased new services and products, offering dealers ample opportunity to explore and network. The conference concluded with a 30th Anniversary Celebratory Dinner and the Office Friendly Awards.
Mike Hindmarch Dealer of the Year (£2 million+): Egan Reid
Vendor/Supplier Account Manager of the Year: Jason Jones, Nestlé Professional (Matthew Bennett on behalf of Jason Jones)
Social Sustainability Award: Recorra
Business Leader of the Year: Graham Bourton, United UK
New Dealer of the Year (under £2 million): North Business Solutions
Pioneer Dealer Salesperson of the Year: Vicky Smith, United UK
From left: Jeanette Caswell and Sir Clive Woodward
Oar blimey!
The Mayflower team is braving the Atlantic to support cancer patients and young people in need
On 12 December 2024, four men will embark on a journey that will test their limits like never before. Their destination? The idyllic shores of Antigua, over 3,000 miles away across the vast and unforgiving Atlantic Ocean. Their mission? To conquer the World’s Toughest Row and raise vital funds for two charities: The Mustard Tree Cancer Support Unit and the star* scheme.
This formidable team, taking part as The Mayflower Atlantic Challenge, consists of friends born and raised in Plymouth – Dan Wooler, owner of office furniture firm TC Group, Glynne Dunne (Captain), Dan Lewis and Paul Adams. Each member brings a unique blend of experience, grit and personal motivation to the challenge.
The World’s Toughest Row is no ordinary race. It’s an extreme test of endurance, both mental and physical and The Mayflower’s voyage is entirely self-funded, so all monies raised go directly to the charities. The Mustard Tree Cancer Support Unit was a lifeline for Paul Adams, while the star* scheme, founded by Wooler, is rooted in the values of rugby. The programme helps children and families affected by trauma, using the power of sport to build resilience and create positive change. With almost 100 junior rugby clubs already engaged, star* scheme is making a real difference in communities across the UK.
Says Wooler: “When we set out to row 3,000 miles across the Atlantic, we wanted to highlight what people
deal with on a daily basis. Whether it is adults who have cancer being supported by the wonderful Mustard Tree charity, or young people and their families living with multiple ACEs (Adverse Childhood and Community Experiences) benefiting from being in the star* scheme. Any hardship or mental challenges we experience will last 40-50 days – what they deal with lasts months and often years.”
THE JOURNEY
The race begins in San Sebastián, De La Gomera – one of the Canary Islands – and finishes in English Harbour, Antigua. This route means each team will row over 1.5 million oar strokes, battling exhaustion and the relentless strain on their bodies.
The crews adhere to a gruelling schedule: two hours of rowing followed by two hours of rest, 24 hours a day, for the entire race. The physical toll is immense: with rowers burning more than 5,000 calories a day, they lose around 8 kg during the crossing. Rowers also contend with salt sores, blisters and the mental challenge of spending weeks at sea, isolated from the world. Despite consuming up to 10 litres of water daily, there’s no toilet on board – just a bucket.
Despite consuming up to 10 litres of water daily, there’s no toilet on board
FOLLOW THE MAYFLOWER
One of The Mayflower’s headline sponsors is United UK. Says CEO Darren Lloyd: “United is proud to be supporting the Mayflower Challenge and the fantastic charities it’s representing. The commitment shown by all of the crew is outstanding, it’s not just been a weekend in the making but a gruelling 18 months of preparation. We will be continuing to support the fundraising efforts of The Mayflower through a series of events in 2025.”
Stay connected with The Mayflower’s progress on social media and through the live YB Races tracking app on Apple Store or Google Play. Witness the highs, lows, and everything in between as they cross the Atlantic.
For more information and to sponsor The Mayflower Atlantic Challenge, visit: themayflower.co.uk.
The 2024 Climb of Life targets record-breaking fundraising figure
Breaking barriers
This November, the business supplies industry will once again come together in the stunning Lake District for the 37th annual Climb of Life (COL), a powerful tradition of endurance, camaraderie and philanthropy.
Armed with hiking boots and purpose, participants will tackle a challenge that has become synonymous with the fight against cancer. Now in its 18th year of partnership with the Institute of Cancer Research (ICR), the 2024 event is particularly significant, as climbers aim to achieve an extraordinary milestone: breaking through the £2 million fundraising barrier.
This year’s theme, £2 Million Strides, captures this ambitious target. Around 100 industry members, split into groups of 8-10, will embark on treks up some of the highest and most demanding peaks in the Lake District.
As they navigate steep, rocky trails, battle treacherous terrain, gusting winds and even snow, often
returning after dark, they will push their limits to reach this fundraising target.
A SUPPORTIVE COMMUNITY
But COL isn’t just about tough hikes. Each step taken represents progress towards future breakthroughs in cancer research, treatment and care. Graeme Chapman MBE, who first launched this fundraising effort, continues to be both the ambassador and figurehead for the event. For nearly four decades, he has inspired climbers with his unwavering passion for the cause.
Behind the scenes, organiser Philip Lawson, along with a team of dedicated volunteers, are preparing to ensure another successful climb. “Having many of the ICR team join us this year highlights how vital our efforts are to their mission.” Lawson continues: “Despite the difficulties of fundraising during tough economic times and the challenge of hiking in unpredictable weather, the climb is always a happy occasion.”
Lawson also emphasises the importance of industry support. Representatives from Avery, ACCO Brands, Fellowes Brands, Hamelin, Nestlé and Office Power are once again rallying behind the cause, with Workplace360 also stepping up as a supporter. As Steve Hilleard, CEO of Workplace360 notes: “Every year, COL reminds us of the collective power of our industry to make a difference. Cancer touches so many lives, and through our efforts, we hope to help turn many sad stories into tales of triumph.”
What we endure on this climb is nothing compared to the battle faced by those with cancer
WELCOME RESPITE
The Swan Hotel in Grasmere will serve as base camp for the climbers, offering a much-needed sanctuary after a gruelling day in the mountains. Recently renovated, the hotel resumed its role as host in 2023. For those taking on the challenge, the day will be far from easy, but the spirit of COL is one of determination. “What we endure on this climb is nothing compared to the battle faced by those with cancer. Our goal is to ease their burden, one step at a time,” Hilleard stresses.
The 2024 Climb of Life takes place on 15 November and promises to be another memorable chapter in the event’s history. For more information or to support the cause, contact Philip Lawson at climboflife2024@gmail.com or visit justgiving.com/page/col2024 to donate.
The writing’s on the screen
Why
videoconferencing and digital displays are transforming the way we work
In today’s technology-led landscape, videoconferencing equipment and digital displays have become essential tools for collaboration and business operations. Whether in corporate settings, education, healthcare or remote work, these technologies offer unparalleled connectivity, enabling seamless communication across distances.
Videoconferencing and Microsoft Teams Rooms have become our new working environment. Five years ago, we spent hours stuck on motorways on our way to meetings and video calls were virtually unheard of.
I’m genuinely excited about the innovations and technological advancements within the market. They bring fresh opportunities for growth in the AV and workplace supplies sectors.
ENHANCING RELATIONS
The traditional boundaries of communication are rapidly dissolving as videoconferencing enables real-time interaction between individuals and teams, regardless of their geographic locations. Organisations now use this equipment for meetings, presentations and training across cities, countries and continents, creating the most flexible working practices we’ve ever experienced.
With the rise of remote work, the demand for reliable videoconferencing and display systems has surged. Hybrid work models depend heavily on these technologies to stay connected and productive.
Paired with the right hardware – cameras, microphones, headphones and digital displays –video meetings help businesses maintain employee productivity and engagement, irrespective of where their working environment is based.
Moreover, reduced travel leads to a smaller carbon footprint, which is increasingly important for companies prioritising sustainability. By embracing AV technology platforms, organisations not only reduce their environmental impact but also promote greener business practices.
Suzanne Tiernan is CEO of Avitor UK
THE ROLE OF DIGITAL DISPLAYS
Digital displays complement videoconferencing equipment by offering a clear, professional and dynamic way to present information. In conference rooms or virtual classrooms, they are used for screen sharing, interactive whiteboarding or showing real-time information. High-resolution displays enhance the visual experience, making it easier to follow presentations or participate in collaborative sessions.
Studies show that visual engagement improves retention rates and boosts productivity. In virtual settings, this engagement is driven by high-quality AV and display technologies, which keep attendees focused and involved in discussions. Meanwhile, digital displays make it easier to visualise complex ideas or data.
EDUCATION AND TRAINING
Thanks to AV tools, online education and virtual classrooms are now integral to the learning experience. Teachers and trainers can reach students in remote areas, deliver interactive lessons and facilitate discussions as effectively as in traditional classrooms.
Videoconferencing equipment and digital displays are no longer luxury items
And it’s not just about collaboration – digital displays are everywhere! From airports to coffee shops to petrol stations, digital marketing is on the rise, with highimpact LED displays becoming a common sight in our daily environments.
In the modern era, videoconferencing equipment and digital displays are no longer luxury items –they’re essential components of any organisation’s communication infrastructure. Their ability to foster collaboration, reduce costs and boost productivity make them indispensable for businesses, educational institutions and healthcare providers. They’re also powerful marketing tools.
As AV technology platforms evolve, their impact will only deepen. They will drive innovation and continue to transform how we connect and communicate globally – all the while opening up new growth opportunities for the workplace supplies sector.
Celebrate a ofCentury Support
Alex Stone, Sales Director, Office Friendly
What’s something you’ve done that no one would believe if you didn’t have proof?
Since I’m petrified of heights, completing a skydive in Australia is a proud achievement. The video is hilarious – not just because I’ve got hair but because you can see the sheer terror in my eyes.
What’s your favourite place to visit?
Curbar Edge in the Peak District is a spot that holds special memories – from playing there as a kid to walks with friends and family and, ultimately, it’s where I proposed to my wife. Beautiful downtown Bramall Lane comes a close second.
myself quite shy. There are definitely days when I wake up and have to pop outside to charge up my social battery ready for the day ahead.
Most embarrassing industry moment?
Who is the most famous person you’ve met?
I went to school with footballer Harry Maguire, and we played in the same team until he went full-time. He was head and shoulders above the rest of us –literally! None of us imagined he would go on to captain Manchester United, though.
What is one thing people would never guess about you?
This might be hard to believe but I actually consider
Where is the one place you’ve always dreamed of going?
I can’t choose just one! Going on safari is high up the list and I’ve just set up a savings pot for a trip to North America for the 2026 FIFA World Cup (here’s hoping my wife doesn’t see this.)
What would be your last meal?
Steve Harrop volunteered me to compère a BOSS Young Managers conference. As a 23-year-old standing on stage in front of 100 people, I think everyone could tell I was very nervous and I scuffed a few lines.
Favourite sport to play?
I play football four times a week, and I love it. Ninety minutes of competitive football heals the soul every time. I’m also dabbling in golf, for when my knees finally give out and I can’t kick a ball anymore.
One of your best childhood memories?
Some of my fondest memories are of match days with my old man. Dad and lad, getting a programme, a badge and a Bovril, then watching Paul Peschisolido tear up Division 1. You can’t beat it.
What’s something new happening in your life right now?
My wife is a veterinary nurse, and we’re currently fostering three kittens: Meatball, Ravioli (pictured) and Rigatoni. It’s amazing to see them grow and I suspect it might just turn into us having three more cats.
Favourite holiday so far?
The Maldives for my honeymoon – it really is one of the most beautiful places on Earth. I’m still waiting for board approval to set up the Office Friendly Maldives franchise…
Sunday dinner, no question. All the meats, proper Yorkshire puds, mash and roast potatoes – always have two spuds – plenty of veg, and thick gravy. There’s no finer meal than a roast with all your family.
