business supplies and beyond
business supplies and beyond
HERE
WE GO AGAIN...
“Wow, I wasn’t expecting that,” said absolutely nobody, when OT Group CEO Andrew Jones announced at the start of August that the company’s assets would either be sold off or wound down. We were merely awaiting the official statement and the final word on what would become of the various components that made up OTG (for more on this, read OTG’s final chapter on page 8).
For many in the industry, particularly the dealers Workplace360 spoke to, the collapse of Spicers has rekindled a sense of unease. There’s a growing concern about once again being vulnerable to the uncertainties of the wholesaling industry on which they so heavily depend.
Of course, diversification can alleviate some of this risk by spreading reliance across multiple wholesalers and distributors or even by dealing directly with manufacturers. This approach has enabled dealers like Office Bridge Group to diversify successfully (read Bridge to success on page 12).
Trust is arguably the most crucial element of any partnership, particularly regarding technology
However, Darren Lloyd aptly points out in this issue’s In conversation with... (page 18), that a wholesaler “has to be a partner and work with resellers”. The key word here is undoubtedly “partner,” and there are countless interpretations of what that entails. For instance, in The building blocks to success – Part II (page 36), Steve Gorham discusses how an outsourced model and forming the right partnerships can significantly transform a dealership.
business supplies and beyond
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
Trust is arguably the most crucial element of any partnership, particularly regarding technology – those behind-the-scenes mechanisms that keep business operations running smoothly. It’s therefore vital to choose the right technology partner that meets specific needs, whether cutting-edge software, service and support or competitive pricing. Revving up growth on page 42 offers plenty of advice and insights on the latest technology available from various providers.
What’s clear from all of them is that an integrated solution offering the majority of essential features is the way forward. For any dealers still hesitating about adopting new technology, the consensus from providers is that it’s no longer optional – it’s a matter of survival.
And while we’re on the topic of technology, I’d like to draw your attention to Toxic trash (page 54), which highlights the devastating impact of e-waste. Fortunately, dealers can make a significant difference with relatively simple actions.
Michelle Sturman, Editor
SALES & MARKETING
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
EVENTS
Events Manager
Lisa Haywood
PUBLISHERS
CEO
Steve Hilleard 07799 891000
Director
Janet Bell 07771 658130
Executive Assistant
Debbie Garrand
United UK CEO Darren LLoyd (left) sitting down to chat with Workplace360 CEO Steve Hilleard for this issue’s In conversation with...
Workplace360 speaks to Dynamic Office Solutions about its new
programme and
26 Talking point
What are business products leaders hoping or expecting from the new Labour government?
34 Advertorial Workplace360 chats to Office Power about its new Power Select campaign
36 Thought leadership
TSP Director Steve Gorham looks at outsourcing and managed services as part of a diversification strategy 50 Advertorial 3M explains how dealers can leverage value packs
52 Marketing Fortune Web Marketing’s Mara Gannon makes the case for influential allies
58 Exposed! Shaun Tidman from Avery UK
JGBM’s Melissa Doran explains why work ethic and equal opportunities can help bridge societal gaps Dealers
Vendors are striving to include sustainable products and bespoke solutions for the warehousing and signage
In conversation with... United UK CEO Darren Lloyd
OTG’s final chapter
Shareholders promise a fair and transparent process as OT Group assets are sold off or wound down
After several months of rumours and speculation, Grenadier Holdings (formerly Paragon Group) has announced that it will exit the operations of UK and Ireland multichannel operator OT Group (OTG).
OTG was born out of the much-publicised demise of Spicers-OfficeTeam (SPOT) in 2020, with Irelandbased Paragon snapping up the assets for a bargain price of £2 million. A year later, the business acquired the contract operations of Office Depot UK – including its distribution centre in Ashton-under-Lyne, near Manchester – and, in 2022, brought back the Spicers wholesaling name to the UK.
The Paragon Group itself, incidentally, has also undergone something of a transformation. In 2023, it evolved into a series of investment entities under the Grenadier Holdings umbrella. The Paragon name was reserved for the Paragon Customer Communications unit, which was rebranded to simply Paragon, and the Paragon ID subsidiary. OTG’s ownership was transferred into an entity called GIML Investments 4.
NEW START
There had been high hopes that Grenadier, with its successful track record of never having had a business fail, would inject a new lease of life into OTG. Indeed, it had lofty ambitions of more than doubling the business
products group’s annual revenue to £350 million by 2025. It backed up this goal with the acquisition of Office Depot and investing around £2 million in OfficeTeam’s SmartPad online purchasing solution.
Unfortunately, profitable growth remained elusive. Matters were not helped by a painful move to a new ERP system in late 2022/early 2023 and an illfated decision to invest in troubled dealer services group Nectere – which collapsed into insolvency at the beginning of this year (read All that glitters, Workplace360 March 2024).
With what surely must have been a considerable strain on OTG’s finances and cash flow, it was an open secret in our industry that the group was extremely slow at paying suppliers, with many manufacturers putting the company on hold. This type of situation, of course, can lead to a vicious circle of even further cash pressures and a drop-off in service levels due to lower product availability.
SmartPad – OTG’s £2 million investment
OTG’s warehouse in Ashton-under-Lyne
OUT IN THE COLD
One criticism – justifiably – levelled at OTG during the Nectere crisis was the absence of proper communication with stakeholders, including Nectere’s dealers themselves.
It was a question of history repeating itself in the lead-up to the official announcement in early August. Despite Spicers paying lip service to a “promise of transparency” via a handful of Q&A sessions on LinkedIn dubbed ‘Quick Fire Friday’, suppliers and the wider trade were once again left in the dark.
Eventually, in a 2 August 2024 letter, OTG CEO Andrew Jones confirmed the fate of the business. He said the decision had been made after a “sustained period of difficult trading conditions”, which he blamed on external factors.
He stated: “The company has recently completed a comprehensive review of operations in the UK and Irish markets. [This was] prompted by the lower demand for general office supplies resulting from new working practices and low office occupancy rates, which have not been restored to pre-COVID levels.”
Jones added: “The company does not expect office occupancy rates to increase significantly in the foreseeable future and has also concluded the current oversupply of warehousing and distribution facilities in the UK office supplies market is not sustainable.”
Despite Spicers paying lip service to a “promise of transparency” […] suppliers and the wider trade were once again left in the dark
As a result, the decision was made to offload certain trade and assets. Office Depot UK & Ireland and the Officeteam business are set to be sold to Grenadier sister company Paragon. Product supply and distribution services will be provided via a third-party logistics model under a long-term contract with VOW, which has also purchased the 5 Star brand. The Spicers wholesaling business will be wound down “solvently”, while the distribution centre in Ashton-under-Lyne will be closed “in the next few months”.
HIGH HOPES
In order for the process to take place in a “managed and orderly manner”, OTG’s directors intend to use a company voluntary arrangement (CVA) as a mechanism to “facilitate the payments to creditors”. While the CVA is being arranged, a moratorium period will run until approximately 2 September.
Vendors that got hit when SPOT went under will undoubtedly be interested to learn that OTG “intends to ensure all suppliers receive arrears in full on reconciled and agreed balances”. The latter said its shareholders are “providing a substantial financial contribution to ensure that any loss to suppliers is mitigated”.
This would seem to imply there will be some losses involved and it remains to be seen what “agreed balances” actually means. However, there is clearly an effort being made by Grenadier to ensure suppliers which stood by OTG following SPOT’s collapse and the demise of Nectere do not get burned a third time.
“We are committed to handling the transition process with transparency, fairness and respect,” said an OTG spokesperson in August. “We will now be entering a period of orderly and professional dialogue with colleagues, customers and suppliers alike in order to effect as smooth a transition as possible.”
PICKING UP THE PIECES
If we can talk about a ‘winner’ from this situation, it would appear to be evo. VOW has picked up both Office Depot and Officeteam as customers and the group now owns the 5 Star brand.
These outcomes raise questions, however. Firstly, Office Depot and Officeteam are being serviced by a sister company of direct competitors Banner and Staples.co.uk. Is that a long-term, viable solution? And do these businesses really belong with Paragon?
Secondly, what will VOW do with 5 Star, the former Spicers own brand? It has already made several hundred lines available; will it take a more aggressive approach to a brand it has actual ownership of? If so, what could be the longer-term ramifications for Q-Connect?
These questions will no doubt be answered in due course. Meanwhile, there is the caveat that – as this issue of Workplace360 went to press – the CVA still has to be approved by 75% of OTG’s creditors.
One must assume the required backing has been given, otherwise it is unlikely the moratorium period would have been granted. It’s a sad end to OTG’s fouryear journey, but as one supplier told W360: “It could have been worse.”
Andrew Jones
Nemo Office Club and Exertis announce new deal
Nemo Office Club has announced a “strengthening” of its working relationship with wholesaler Exertis Supplies. The dealer organisation said the “advantageous new deal”, effective from 1 August, supports members “clearly choosing” Exertis as their first-choice wholesaler.
Nemo Office Club Managing Director Tim Beaumont said first-call Exertis members would “significantly benefit”, adding: “The unique product codes used throughout our marketing, printed, digital and online give members the power to choose their preferred source of supply.
“This new arrangement reflects that, rewarding those making that commitment to Exertis.”
Exertis Supplies Managing Director Andrew Beaumont commented: “We live in an ever-changing industry, and we are confident this strengthened relationship will bring stability and support to the Nemo independent dealer community.”
Reckitt reveals portfolio shuffle
Reckitt has announced portfolio and organisational changes, including plans to offload a number of its brands. The strategy will see the vendor focus on what it calls ‘powerbrands’. These 11 household names – which include Dettol – represent annual sales of approximately £10.5 billion.
At the same time, Reckitt will seek to exit its home care brands that are now considered non-core – Air Wick, Mortein, Calgon and Cillit Bang – by the end of 2025, and is also looking to offload its Mead Johnson Nutrition business.
A leaner organisational structure will also be put in place by 1 January 2025. Changes will include fewer management layers, a reduction in central functions and a less expensive leadership model.
Dettol will form part of the germ protection category, along with lavatory care brand Harpic and disinfectant brand Lysol. Together, these products will represent just over 30% of the revenue of the reshaped portfolio line-up.
Tim Beaumont
Andrew Beaumont
BOSS North relaunched
The BOSS North committee has recently relaunched with a new team. Originally formed in 2021 when the BOSS North-West and BOSS Yorkshire committees merged, both had enjoyed years of success and networking prior to combining, and the new group hopes to resurrect this as a community across the north moving forward.
Chairman Richard Smithers stated: “The regional BOSS committees are really important to support members of our industry on a more local level. Former committee member Liz Whyte remains as Treasurer, Martin Weedall continues to support, and I am delighted to appoint Helen Colton as my Vice Chair.
“In addition to Liz, Martin and Helen, I also welcome our new members Keeley Shepherd, Garry Wright, Richard Lockley and Jason Kinsey, who have a wealth of industry knowledge and connections and are keen to support our drive within the industry.”
Westcoast and ALSO announce tie-up
IT distributors Westcoast and ALSO have announced what they are calling a “partnership contract”. In what appears to be more of an acquisition, a deal has been struck that involves Westcoast’s operations in the UK, Ireland and France. This will see Westcoast founder Joe Hemani become a “major shareholder” in ALSO, something the Switzerlandbased group said would guarantee continuity.
£4.2 billion distributor Westcoast will continue to operate under its own brand name once the transaction with ALSO – which still requires regulatory approvals – has been finalised. Westcoast’s current operations in Germany and the Netherlands will stay with Hemani.
“This is an alliance of two highly successful businesses sharing the same mindset of growth,” said Hemani.
Bridge to success
From selling print cartridges to revolutionising workspaces, Office Bridge Group’s journey is all about smart diversification
Founded in 2005 by Paul Newby, Office Bridge Group began as a franchise focused on print cartridges. Having known and worked closely with Newby over the years, Mike Astbury joined in 2014 as co-owner and Director. His arrival, bringing a substantial customer base, nearly doubled operations overnight, setting the stage for significant expansion. Over the years, the company has achieved more than 20% year-on-year growth by evolving its business model and expanding its offerings far beyond print cartridges.
Based in Runcorn, Cheshire, Office Bridge exemplifies how strategic diversification and robust partnerships can drive sustained development. With over a million product lines in its catalogue, to manage this, the dealer emphasises staff progression and strategic product focus. Astbury explains: “Training is a key highlight for us. Recently, we’ve evaluated our workforce, identified their strengths and weaknesses, and assigned roles that play to their expertise and abilities.”
Recognising the difficulty in maintaining and communicating such a wide array of products, Office Bridge has altered its strategy so that marketing efforts will be concentrated on one product category for sixmonth stints. This shift, says Astbury, provides a more coherent and impactful message to customers, ensuring that they fully understand the value of what’s on offer and makes it easier for staff.
SEIZING OPPORTUNITIES
The evolution of Office Bridge has primarily been in response to real-world demands, particularly from its core clientele in the education sector. As Astbury states: “Everything that we do and launch is because we’re being asked for it by the education market.”
The diversification journey began during the pandemic, when like many dealers, Office Bridge faced an uphill battle but managed to pivot quickly. The company’s primary markets – education and hospitality
From left: Paul Newby and Mike Astbury
– were heavily impacted. The result was TSS Hygiene –a new division focused on hygiene products.
“TSS Hygiene was born out of necessity,” Astbury recounts. “We needed to find a way to continue trading, so we quickly adapted by supplying hand sanitiser and sanitiser stations. When COVID hit, we had to bring in pallets and pallets of products which we didn’t know or have a customer base for.”
It doesn’t matter what you’re selling because the experts don’t have to lie within your company
This gamble, rooted in a willingness to take risks and adapt to the circumstances, paid off as the company managed to stock products in bulk in its warehouse, ensuring they could meet demand when it arose. “We were dealing direct with manufacturers at the time that only sold by the pallet-load. Now, we’ve narrowed the stock held in the warehouse back down to key lines,” notes Astbury.
All this led to investigating jan/san chemicals and other facilities-led supplies and services. Partnering with Robert Scott and Clover Chemicals gave Office Bridge the credibility it needed within this new sector and the ability to offer specialised training and cleaning schedules. “It doesn’t matter what you’re selling because the experts don’t have to lie within your company,” explains Astbury.
Under TSS Hygiene, Office Bridge now offers catering equipment and supplies and has teamed up with Initial UK for washroom services. ToolBank also falls under the care of TSS Hygiene. This move has created more opportunities for growth as the team predominantly deals with facilities managers. Astbury says this is now opening new doors into the facilities management sector, which crosses over with its traditional offerings.
Office Bridge has recently ventured into the realm of office fit-outs. This expansion represents a significant change in the company’s service offering, positioning it as a one-stop shop for office setup needs. Explaining further, Astbury says: “We’ve teamed up with electricians, plumbers and joiners to provide a comprehensive service so that our clients don’t have to worry about organising various trades themselves.
“Two or three years ago, we would have had to say no, we don’t do fit-outs. We’re seizing these opportunities by partnering with the right people.”
This strategic move is not just about convenience for customers, it’s also a smart business tactic. By integrating these services, Office Bridge not only retains control over the quality of the work but also secures its place as the preferred supplier.
CUSTOMER-CENTRIC GROWTH
The dealer’s expansion strategy has been heavily influenced by the needs and demands of its customers. The company has found particular success in the education sector, which remains its largest and most stable market: “Education as an industry is our biggest strength,” remarks Astbury.
The dealer supplies around 95% of schools in its local region, with niche areas, such as providing bespoke exercise books and school uniforms, now a rewarding part of the business. This strong foothold also provides a foundation for future growth into new locations such as nearby Liverpool and Chester.
Office Bridge’s ability to expand its customer base is evident in the recent addition of around 100 new customers between March and July this year. These new clients range from schools and solicitors to engineering companies. Despite broadening the customer base, the focus remains on serving
25% PERCENTAGE OF SALES ONLINE
The Office Bridge Group team
organisations with ten or more employees, where the potential for recurring trade is more significant.
Astbury emphasises that the company is now more selective in its approach to new business: “We are a lot more focused on what it is that we’re chasing,” he says, reflecting a shift from quantity to quality in the dealer’s customer acquisition strategy.
COMPETITIVE EDGE
In the digital age, the importance of an online presence cannot be overstated. Using Prima Software’s backoffice and web store, around 25% of Office Bridge’s business transactions occur online, primarily involving traditional office supplies – which still make up around 50-60% of sales. The latter figure highlights the relevance of the company’s original core offerings, even as it diversifies into other areas.
We’ve made
some
significant changes and it’s paying dividends
The rest is handled through traditional channels, particularly for bespoke items like print projects and furniture, which require a more hands-on approach.
Despite large online competitors like Amazon and resellers including Viking and Lyreco, Office Bridge has managed to carve out a market. Astbury is confident in the dealer’s ability to compete, stating: “In terms of price, product and service offering, we wipe the floor
CELEBRATING 20 YEARS OF DIVERSIFICATION
Next year marks a significant milestone for Office Bridge Group – 20 years in business. To celebrate this achievement, the company will host its second Office Bridge Live Event, aptly titled 20 Years of Diversification, on 13 February 2025. As well as featuring two high-profile guest speakers, the event will serve as a platform for suppliers and partners to connect directly with customers and showcase products and services in an interactive setting. A highlight will be a dedicated sustainability section, where suppliers offering sustainable products and services will each have a 10-minute slot to present their offerings.
with them once we are given the opportunity to discuss our services in greater detail with the client.”
Beyond this, he believes the company’s real strength lies in its moral values, particularly its commitment to honesty and truth: “Our customers trust us, and we don’t shy away from the difficult conversations.”
COMMITMENT TO SUSTAINABILITY
Part of these conversations now revolve around sustainability, which has become a focal point for Office Bridge. Joining Office Friendly’s Weaver programme, the dealer has opted for an initial four key areas: single-use packaging, waste management, social responsibility and carbon footprint.
“Social responsibility is where we’ve started because we are engaged in CSR schemes already,” Astbury explains. One of the standout initiatives under this umbrella is the ‘Support Your Campaign,’ where customers can choose a charity, school or hospice to receive 2% of their spend with Office Bridge as a credit note. He adds: “The idea is we stop money from coming out of their bank. Where they would normally buy a product, they can now use their credit instead.”
Working on reducing its carbon footprint, Office Bridge has a two-year plan to transition to a smart energy system. This system, part-funded by a grant from Liverpool John Moores University, will control everything from lighting to power supply, ensuring that energy consumption is minimised when not needed. Astbury says once implemented, this system will not only help Office Bridge reduce its carbon footprint but will also become a kit that it can offer to its customer base during fit-outs.
A BRIGHT FUTURE
Today, Office Bridge operates with a 12-strong team and is on track to achieve sales targets. Astbury is confident in the company’s trajectory, noting that it is in its healthiest position yet. “We’ve made some significant changes and it’s paying dividends,” he says.
Astbury’s optimism is grounded in the steady growth the dealer has enjoyed. However, he recognises that to stay on this upward trend, the company must be ready to take bigger leaps, which could include acquisitions moving forward. “We can’t keep doing what we’ve always done. We need to jump to the next level. Our goals have to be a lot grander than they’ve ever been before.”
Mike and the team volunteering at the Halton Hospital Delamere Cancer Centre
A experiencerewarding
Dynamic Office Solutions CEO Carl Verlander shares how innovation and service became the company’s foundation
Workplace360: Why and how did you start Dynamic Office Solutions?
Carl Verlander: I began working at a young age, always hungry for opportunities. While employed at an office retailer, I became frustrated with long lead times from suppliers. With minimal funds, a friend and I took a bold step by ordering a lorry full of office chairs. It was a significant risk, but it marked the start of our business growth. We focus on providing excellent service, always striving to be innovative in everything we do.
W360: Dynamic is now 18. What does the company look like today?
CV: I’m immensely proud of our progress in what is a fiercely competitive industry. The company has grown beyond all my wildest expectations, now employing 67 dedicated staff members and generating nearly £20 million in turnover annually.
The Dynamic team’s commitment has been fundamental to our success, with some members having been with us since the beginning. Our expansion is a testament to their dedication, and we remain a thriving, passionate business.
W360: What products does Dynamic offer now?
CV: Dynamic has evolved from just supplying chairs to becoming a complete office solutions provider. We offer a wide range of products, including desks, storage solutions, steel products, whiteboards and, more recently, breakout seating like sofas, pods, and booths.
About 90% of our products are our own brand, ensuring high quality. We also partner with trusted brands like Bisley and Franken to meet the diverse needs of our customers.
W360: What’s driving the latest trends in office furniture in your opinion?
CV: We’re seeing a shift back to office spaces, leading to larger contracts and growth in our dealer network. The
demand for booths, pods, and breakout seating is rising, influenced by the integration of home design elements into workplaces. Colour choices in office furniture are also becoming increasingly important as customers seek to personalise and brighten up their spaces.
W360: How do you manage your dealer relationships?
CV: I’m a strong advocate for our dealer network because people buy from people. We support our dealers by offering full access to our showroom, helping with marketing, and even offering website services.
We’ve also launched a new dashboard and loyalty programme to enhance their experience. The dashboard allows customers to manage their accounts online, while the loyalty scheme rewards dealers for their continued partnership with us.
I’m a strong advocate for our dealer network because people buy from people
W360: Tell us more about the loyalty scheme.
CV: DynamiPlus is our loyalty programme that was launched recently. Dealers collect points through their purchases, which can be redeemed for various rewards. The response has been fantastic, and we have more features and rewards planned to continue supporting and appreciating our dealers.
W360: Lastly, what makes Dynamic dynamic?
CV: It all comes down to people – our staff, customers and collaborators. Dynamic is a people-centric company driven by those on the frontline. My role is to support the team, ensuring they have what they need to excel. Dynamic is not just a business for me; it’s a passion. The energy, challenges and people are what make Dynamic truly dynamic.
DynamiPlus makes every penny count
Dynamic Office Solutions has introduced an exciting new initiative to reward its dealers: the DynamiPlus customer loyalty programme. This scheme is designed to transform the purchasing experience by offering an array of flexible and valuable rewards, setting a new standard for customer satisfaction.
The core of DynamiPlus is the DynamiCoin – for every £1 spent with Dynamic Office Solutions, customers collect one point (DynamiCoin). This straightforward system enables dealers to accrue points effortlessly with each purchase, making routine orders more rewarding.
One of the most appealing aspects of DynamiPlus is its flexibility. There are no deadlines for redeeming points, granting dealers the freedom to choose when and how to use accumulated DynamiCoins. This way, points can be used for immediate gratification with smaller rewards or retained for more substantial prizes.
FLEXIBILITY RULES
The rewards catalogue in the DynamiPlus programme is impressively diverse, catering to various tastes and preferences. Dealers can redeem points for:
• Gift cards: Choose from popular retailers like M&S, John Lewis and Sainsbury’s.
• Dining and food delivery: Options include dining out or ordering in with Just Eat.
• Experiences: Enjoy memorable occasions with Virgin Experience Days, including wine tastings, spa days and driving adventures.
• Luxury items: Build up DynamiCoins for rewards such as a £1,000 Tiffany & Co gift card.
• Travel: Rewards extend to European city getaways, luxurious holidays for two or family vacations for four.
• Discounts: Save on Dynamic’s range of products.
A DYNAMIC EXPERIENCE
Dynamic Office Solutions has enhanced its website and customer dashboard to provide a seamless account management experience.
One of the standout features of the dashboard is the ability to place orders online. Dealers can now easily browse Dynamic’s extensive range of office furniture, select the products required and complete purchases with just a few clicks.
It also offers robust order tracking capabilities with access to comprehensive information
USER-FRIENDLY MANAGEMENT
Dealers can earn DynamiCoins by simply activating their online account on the Dynamic Office Solutions website. Existing account holders are automatically enrolled in the programme. The new dashboard allows dealers to monitor their points and track their orders, offering a streamlined and integrated user experience.
Dynamic Office Solutions sees DynamiPlus as more than just a loyalty scheme. It’s an initiative aimed at establishing stronger relationships with its dealers and enhancing overall customer satisfaction.
Dealers can activate the DynamiPlus account today and view rewards at Dynamicos.co.uk.
from placement to delivery. For shipments, dealers merely enter the order number and email or use tracking details for complete transaction visibility.
The website offers the ability to download resources in one easily accessible place, making it simpler to market Dynamic’s products effectively. In addition, the product pages have been revamped to offer an engaging and informative browsing experience.
The upgraded website now includes several services to help
dealers manage their accounts. Users can instantly check their account balance and credit limit, view order history and download stock levels.
Getting started is quick and easy. Dealers simply need to register and sign in to the Dynamic Office Solutions website to take advantage of these new benefits.
Aiming for the stars
Darren Lloyd, CEO of United UK, shares the company’s rollercoaster ride through crisis, consolidation and comeback with Workplace360 CEO Steve Hilleard. It’s a tale of strategic leadership and vision, resilience and adaptability
Workplace360: Could you provide a brief history of the company?
Darren Lloyd: United UK was established as a legal entity, formed through the merger of three traditional office products resellers: One Stop Supplies in London (founded by Kevin James); Hertsmere Group Services (HGS) in Leighton Buzzard (owned by Clive Sanders); and Origin Bristol, which was my company.
We got to know each other through our affiliation in dealer groups. I can’t recall all the jiggery-pokery of the mergers, but we worked together in the same group, each leading a different discipline. As you do in these groups, we talked about how to build a better, more scalable business and started trading officially in 2008.
W360: You’re now part of Office Friendly, I recall.
DL: Yes. We’ve always been part of a collective. We like being social and the friendship you build in these groups is nice. You also never stop learning about your business or picking up valuable insights from others. When I first joined OfficeSmart, I was one of the smallest dealers. I looked up to companies like Langstane and Scope and wondered how my operation could grow to their level.
We are passionate about sustainability and the environment but didn’t fully understand how to advance until we engaged with Office Friendly’s Weaver programme. Completing two levels of the programme has been the catalyst for our sustainability journey and has given us an accreditation we can present to clients. But we’re not finished – not by a long shot.
W360: Back to the merger…
DL: It was a formal merger that resulted in the formation of a limited liability partnership, which was new at the time. We received legal, tax and financial advice and it was the easiest way of bringing the businesses together into a corporate structure, without having to conduct extensive due diligence. It also avoided having to deal with any skeletons one of those entities may have had in their closets.
This structure allowed us to combine the good bits –customers, trade, stock and employees – of the legacy businesses while leaving behind any old debts or issues. It gave us a clean start under United Managed Office Services, owned by the three original entities.
W360: What revenues did you kick off with?
DL: Initial sales were around £7-£8 million but we all know what happened in 2008. The financial crisis
hit and many of our clients were large institutions and we lost some. We didn’t achieve the expected synergies or rationalise our operations quickly enough. By mid-2009, we faced a pinch point and had to make tough commercial decisions. We downsized to one warehouse in Leighton Buzzard and used Spicers as our traditional wholesaler, moving forward on a stronger footing.
W360: Were you still very much office products back then?
DL: Without a doubt. 50% of our focus was on OP, including toner, ink and paper. We always aimed to cater to larger accounts that valued our proposition, offering a mix of printed materials, bespoke items and general commodities.
W360: Hence the ‘Managed Office Services’ part of the name.
DL: Yes, exactly. Even though we dropped the Managed Office Services bit in 2019, it remains a fundamental part of our proposition – managing the commodities and consumables for businesses.
Sales were around £7-£8 million but [...] the financial crisis hit and many of our clients were large institutions and we lost some
W360: How did you get into our industry?
DL: I was a failed sportsman. It’s the classic football story. At 14, I signed with Arsenal and then West Brom, where I spent four to five seasons. Then I had a horrific knee injury that ended my career.
I went back to Bristol and knocked on the door of my old under-11s football coach, Bob Boyd, who ran a stationery company. He gave me a wonderful job in the warehouse; I think I lasted about six and a half weeks. I told him I wanted to be in sales, but he sent me out in the delivery vans instead, which also probably only lasted six weeks.
So, I found a job ad in the Bristol Evening Post that said something like “earn a million pounds a year” selling vacuum cleaners out of Avonmouth docks. So
off I went and got the job. When I told Bob I was leaving, he offered me a commission-based sales role and I started with a small patch in Bristol.
W360: How did that pan out?
DL: I didn’t have a clue what I was meant to be doing, but I could speak to people. I started to understand the industry, trade, products and customers and did reasonably well. Bob then sold the business and I kept merrily working as a salesperson on the road with a slighter larger territory than I’d started with. But two years in, it experienced some financial difficulties, and I thought, “I can do all this myself.”
I borrowed £30,000 from Bob, bought a van for £2,000 and spent £28,000 with Kingfield [which later became Kingfield Heath and is now evo], which gave me an account straight away. I rented a small warehouse in the city, with no computer system and handwritten delivery notes.
Our elevator pitch is simple: we save clients time and money by delivering on our promises and making life easier
W360: When was this?
DL: 1992. In the first year, I did £662,000 in turnover. The second year was £1.2 million. I brought in some van drivers and old friends and grew it from there. I don’t know if I know anything more today than I did then (laughs).
W360: I’m sure you do. What was the company size when you merged with the other two?
DL: I was the smallest element at about £2 million.
W360: Is Kevin still involved?
DL: Initially, our leadership structure was me overseeing sales and marketing, Clive managing procurement, inventory and supplier relationships and Kevin handling finance. This setup worked until around 2019, when our growth stagnated. We began exploring new leadership structures and adopted the Traction - Entrepreneurial Operating System, which we adapted into the United Operating System. This gave us a structured framework to manage and run the business effectively.
As we assessed our challenges, we realised some issues were related to our existing leadership. To address this, we decided to promote key employees to leadership roles, allowing us to step back gradually from daily operations. We appointed Graham Bourton, who had worked with Clive at HGS, as Managing Director. Joanna Pethard took on the role of Sales and Marketing Director; and Chris Innes, who
From left: Darren Lloyd and Steve Hilleard
joined us from a technology business we acquired pre-COVID, became Operations Director. Chris’s technology-driven approach has notably enhanced our productivity.
The final piece of the management puzzle was bringing on board a Chartered Accountant as CFO so that as the business grew in scale, we had the right advice in-house to enable Kevin to step aside. After a nine-month search, we hired Steve Johnson in April this year.
W360: So that’s the management team. Give us the elevator pitch about United UK.
DL: Our elevator pitch is simple: we save clients time and money by delivering on our promises and making life easier. Although it may sound a bit highbrow, this commitment is evident in every aspect of our sales proposition.
When we receive an order, we commit to fulfilling it to the standard and level expected. That’s why our scoreboards track ‘promises’ instead of orders. We look to consolidate the supply chain, reduce the vendor base, enhance delivery efficiency, lower product costs, remove the cost of doing business and promote sustainability.
In essence, United UK is defined not just by the products we sell but by the value we add. If you’re a client purchasing repeat items within our categories, we’ll manage those products for you and deliver added value throughout the process.
W360: From what I’ve just seen in your warehouse, catering is a huge business for you. That puts you in direct competition with Bunzl and Nisbets [which was acquired by Bunzl at the end of May this year].
DL: Catering supplies and equipment represent a £12 billion market in the UK. We ventured into this space when a client asked us to stock their pots and pans. It was a steep learning curve, but we applied our valueadded principles, and the reaction was incredible.
Offering our service and delivery guarantees in a category with an average order value of £300 rather than £90, higher gross margins and repeat business changed the dynamics of our operation.
W360: What fundamental attributes does your business need to provide such a wide range of seemingly disparate products?
DL: There’s a commonality of products across the range. If you apply traditional thinking, you have the front-of-house and back-of-house products. For back-of-house, it might have been a box of paper; now, it’s a pack of blue roll.
Front-of-house is no different. Think about a piece of crockery used by a hospitality organisation with bespoke details – similar to a letterhead or a printed golf ball we used to handle.
While you need embedded product knowledge and sourcing expertise, our Vantage Audit sales concept is fundamentally the same. We’re just applying it to a different range of products and market sector.
W360: Would a large hospitality company tell you where to source certain products, or would you source them?
DL: It varies. For example, they might have a deal with a pottery firm for crockery and work with their menu scientists to design it. In these cases, we’ll handle the logistics – what we call ‘ship through’ – essentially adding a shipping cost to a low-margin product.
In the hospitality sector, companies often have unique requirements tied to their standard operating procedures. They might, for instance, have an agreement with Diversey for chemicals as specified in their operating manual and dictate the margin or case rate. However, we’ll also handle another 800 products for them, buying and selling at our margin to ensure a blended mix that delivers the service they want.
W360: So where is the company now? It seems there have been significant changes from 2019 to the present.
DL: Looking backwards, you can’t avoid talking about COVID. Back then, we operated on a completely outsourced model. We didn’t have our own warehouse; instead, Spicers handled the procurement, managed inventory and dispatched it on a ship-direct basis.
W360: Everything?
DL: Everything.
W360: You dodged a bullet there.
DL: (Laughs) It was clunky, but in reality, it did what it said on the tin. Originally, we felt that if we were just a front-end sales machine, it would make us more valuable, and we could shift and lift it to a bigger player that saw us as a market disruptor.
In hindsight, we should have seen the chinks. Spicers often had inadequate inventory levels, likely due to its cash-flow problems, and couldn’t deliver the passion and service we were aiming for because it really operated as an outsourced 3PL.
When COVID struck and Spicers went under, it left us with £2 million worth of inventory trapped in its Park Royal warehouse in North London. We were suddenly without stock, vehicles or picking and packing methodology. The only thing that saved us was that our customers were all closed.
Following Spicers’ collapse, EY sold our inventory to Paragon Group [now Grenadier Holdings]. To get back on track, we secured a £1.7 million CBILS loan to purchase new stock and began placing orders, but lead times were extensive, ranging anywhere from six weeks to 40 weeks.
The next hurdle was finding a place to store our stock. After reviewing various 3PL options, we chose Kinaxia Logistics in Rugby for its state-of-the-art warehousing facilities, signing a pick, pack and ship contract, with shipping handled by DX Delivery.
W360: Did you lose any customers in that period?
DL: No.
W360: Remarkable.
DL: We knew we had to adapt. As we emerged from lockdown and demand increased, managing the 3PL partnership became increasingly difficult. Its costs and margins rose, and we found that a significant portion of our gross margin was being eaten up by management fees to the 3PL. In response, we initiated a project in early 2022 to build a warehouse. By the end of the year, we were up and running.
We have a strong track record of doing what’s necessary and solving problems and 2023 was a very successful year for us; 2022 wasn’t bad either.
W360: What were your sales?
DL: In 2023, our group sales reached £21 million, with healthy profit levels to maintain investment in the future.
W360: When we walked around the warehouse, you said you have a relatively small number of customers. Is it you being choosy or are there simply not that many out there?
DL: I reckon there are over a quarter of a million potential customers in our market space. The key factor is their size. Larger companies tend to have the types of problems we can solve, such as vendor rationalisation. We especially value multi-site businesses because we can offer financial control, product range rationalisation, vendor base consolidation and streamlined invoicing – all wrapped in a brilliant sustainability and CSR package. We provide detailed reports on the carbon footprint of products, packaging and other factors, which are increasingly important for governance and compliance. Customers spending upwards of £25,000 value our proposition.
W360: That’s not a lot.
DL: It’s not, but you know the saying: from small acorns grow mighty oaks…
W360: What’s your USP?
DL: I think a USP only becomes a USP when it’s a combination of factors, rather than just one element. I would say we’ve got the widest range of products and world-class services. And we get it and understand you. That’s what we’d say to our clients.
W360: Those reading this won’t have had the benefit of seeing your vast array of products, some of which I don’t even recognise. How do you describe the range?
DL: The weird and the wonderful is everything you might need in a pub, except for the food and drink. Essentially, it’s a non-food consumable service for any kind of hospitality environment.
W360: Are all of your current customers in that hospitality space?
DL: No. We also serve clients in the financial, legal and professional services sectors.
W360: So they probably take more of the traditional product ranges.
DL: There is some crossover. Everyone needs essentials like toilet paper and cleaning supplies. Plus, many businesses now have better beverage and food stations, so we provide items such as cutlery and crockery. These have increasingly replaced the staplers and lever arch files we used to sell.
Clients seek value not just through the quality of the products but also through control over their usage, expenditure and pricing. They also want detailed reporting.
We have a strong track record of doing what’s necessary
W360: We’ve always had that reporting capability, but you seem to have taken it to another level. Your competitors too.
DL: I think we’ve just packaged it. I’ve just received an email campaign from Amazon Business which emphasised price reductions, operational cost savings and reporting and control. They’re targeting SMEs with this message.
When you’re speaking to a financial director overseeing 40 sites across the country, they need assurance of product quality, pricing and service. That message of consistency and control is powerful and resonates strongly with larger businesses.
W360: Talking about Amazon Business, how do you compete when it could play in your sandbox?
DL: I attend numerous industry and sector seminars. I recently went to one that included a topic on Amazon. The first slide was titled How to compete with Amazon. I hoped it would end there because the next slide should have been, “Don’t bother.” It’s not our market space.
We recommend Amazon to some of our clients or even purchase items from Amazon on their behalf if it fits their procurement needs. We are not all things to all people. We are all things to somebody, and that’s where our value lies.
We prefer not to play Amazon at its own game but at something that makes them feel uncomfortable such as bespoke products and managed services. In this way, Amazon does a great job of elevating our pitch and highlighting the services we offer.
W360: We still have traditional OP vendors out there, of course. How do you view their fortunes?
DL: The data from our Vantage Audits and the latest GfK reports for traditional office supplies is quite terrifying. Each sector is affected in various ways, with a growing demand for different products. For traditional OP, I believe the range will continue to shrink, becoming increasingly commoditised, and overall volumes will likely keep declining.
W360: You’ve mentioned Vantage Audit a couple of times. What is it exactly?
W360: We brand it as our sales-proven process.
The Vantage Audit is a framework designed to help salespeople effectively present to prospective customers. It’s a six-step process that includes engagement, discovery and an audit.
We work closely with the client to explore ways to reduce their pricing and vendor base, among other things, by conducting a detailed audit of their expenditures with full transparency and due diligence. This involves signing an NDA and taking away all their invoices for analysis.
Our promise is a 20% reduction in 20 working days – it’s the grand guarantee that comes with our proven process and includes both soft and hard costs. For example, if you’re dealing with 15 suppliers and receiving 100 invoices a month and only get one from us, that’s a significant saving. It’s a comprehensive rationalisation programme.
W360: At the end, they get a report and can choose not to use you.
DL: The work is free of charge, carries no obligation and requires little to no effort on their part. These are our three key points when we talk about the Vantage programme. For every appointment we attend – and we don’t do enough – one in six will lead to an audit. From those audits, we’ll get the account.
W360: Let’s talk about priorities for your organisation moving forward. I read recently you have a target of £100 million in annual sales.
DL: Yes, we’ve got a ten-year target, aiming to reach £100 million by 2030. This year, we’ll achieve £24 million, and I’m confident we can grow organically to around £40 million within that timeframe.
W360: So what would make a nice bolt-on acquisition for you?
DL: With Steve’s private equity background and extensive acquisitions, part of his role is to evaluate potential businesses financially. We’ve identified about 10-12 strategic locations around the UK where we’d like to establish a presence.
W360: Why is that important?
DL: For the last mile, we must be sustainable, requiring us to invest in environmentally friendly vehicles. Additionally, having our own delivery infrastructure will enhance our service offerings.
During COVID, deliveries went through courier services and while it’s now accepted in the marketplace, they won’t deliver to the 17th floor of a tower or put deliveries away at a client’s request. I firmly believe these concierge services will come back into play.
W360: Does this mean some hybrid 3PL combined with your own delivery service?
DL: We need to prove this in concept first; it’s still on paper. We need a minimum population of one million people within a 40-mile radius and at least 25,000 potential customers in any given location. Distribution would be a simple hub-and-spoke model and we believe this will add value. To achieve true sustainability, we need to control the entire supply chain, from start to finish.
W360: Since your business started as a merger, could it be on the cards again?
DL: We’ve spoken to a few companies in the
geographic areas we’ve identified, most of which have been within the traditional OP space.
W360: I’m surprised you mentioned looking at OP companies, given that the bulk of your business is in other areas and the miserable picture you just painted.
DL: It’s a land and expand exercise rather than about product range or volume. If you look at some resellers and their client lists, there are still strong lifestyle businesses out there that could be under pressure soon. There are also lots of people that if you wrote them a cheque tomorrow would go on their merry way.
W360: Attracting external investment to acquire businesses requires cash, so this is a long play.
DL: We have areas where we see potential for improvement and believe outside investment could significantly boost our organic growth. That said, are we in the right shape just yet? Probably not, and that’s why we brought Steve on board – to ensure that if someone came in and had a look under our bonnet, everything’s in order.
W360: What are your thoughts on the wholesalers?
DL: When managing a large SKU range, having a broadrange wholesaler to support us is crucial. Among these wholesalers, each faces its own set of challenges. VOW, I think, is currently in the best position due to its legacy and product range. However, it struggles with updating its inventory quickly and clearing out outdated
The £100 million is an audacious goal
Photography by Jonathan Beretta
products. Fundamentally, however, you cannot be my partner and my adversary – it’s an extremely difficult balancing act for them.
As much as it believes in the omnichannel model, resellers don’t. The cannibalistic activities between Staples, its etailers, resellers, sales agents, Banner and now Complete diminish long-term growth opportunities. They’re killing their own margins. To truly be a partner, split the divisions and put firewalls between them. Ultimately, though, it doesn’t work for them. I think it is self-harming and one of its operations needs to go.
Emotionally, evo missed a real trick. When Spicers went under before this most recent collapse and Exertis Supplies was commodity-based, it had the chance to go to the marketplace and say, “We’re going to cuddle you. We’re here for you. We’re your wholesale partner.” Instead, it was seen as a margin opportunity and those trust ripples will go around the pond for a long time.
W360: Evo might argue that it needs the volume to provide resellers with the range and price they require.
DL: Evo’s cost to serve is obscene. I think VOW has about 1,700 accounts. I would change that to 50-100 accounts and aim to double sales. It has to be a partner and work with resellers.
On the other hand, Exertis’s new investment strategy looks interesting. Its focus on trade-only and reseller support is a good message. It needs a broader range of products and some managed services. However, I think Exertis is biding its time to make sure it gets things right. It’s an interesting dynamic for us. As for Spicers...
W360: Whether you achieve your target of £100 million by 2030 or not, you’ll be around 60 years old by then. What are your thoughts on exit or succession? DL: Clive is already past 60 and we’ve been proactive about succession planning with our leadership team. Most are in their late 30s and Steve has joined as a bit of “grey” material (laughs). I genuinely enjoy what I do –it doesn’t feel like work.
The £100 million is an audacious goal but it’s really about saying aim for the stars. There’s always room for improvement and our goal isn’t just about hitting a revenue figure. We want to be recognised as the best in our industry – both as a great place to work and as a leading company in our field.
W360: If you get to £50 million or £100 million, Bunzl is going to get annoyed. Right now, you’re probably the size of a fly in terms of volume.
DL: I don’t think we even tickle – more like an insect on the back of one of its vans. This market space is massive and ready for disruption.
W360: But Bunzl is very acquisitive, and they buy small operations too…
DL: Everything has a price. But I like getting up in the morning and going and doing things.
W360: And long may that continue. Hopefully, I’ll get to see you hit £100 million.
TIM BEAUMONT
Managing Director, Nemo Office Club
If true to its manifesto, the new government will look to address many of the issues our members have been pushing for through our national Keep It Local campaign: fairer support to small businesses by ensuring larger companies pay their rightful taxes and opening up competition for public contracts, giving SMEs the chance they deserve.
Promoting local procurement initiatives is key. By prioritising local suppliers for public sector contracts, the government can create significant opportunities for smaller businesses to thrive.
When it comes to retail, the government has set out a five-point plan to breathe life into our high streets. This needs to happen fast, and we need to see actions to back up the words. Talk of replacing business rates with a new system that aims to level the playing field between our high streets and online options will be music to many members’ ears, but we need to see what that would look like. It cannot give with one hand and take with the other.
LABOUR INTENSIVE
What are business products leaders hoping or expecting from the new Labour government? Workplace360 asked them for their thoughts…
STEVE CARTER
Managing Director, Advantia
Over the years, I have watched our local town centre wither away and become a place of almost desolation; the scene is a similar one when I travel on business around the country.
Only last year, one of our longstanding Advantia members told me that they had decided to close their retail shop and concentrate on the commercial side of their business – the reason being that they felt they could no longer compete with the likes of Tesco, Aldi and Amazon, and the footfall they had 10-20 years ago has simply disappeared.
I would like to see a government taskforce set up to regenerate town centres and a package put together to really help and support local independent retailers. Another issue is the challenge that sending goods over to Northern Ireland (NI) has become since Brexit. It used to be relatively easy to set up drop-ship arrangements with manufacturers and suppliers to deliver anywhere within the UK.
Unfortunately, that is no longer the case, with some suppliers refusing to deliver to NI and others imposing high minimum order levels in order to do so. It is now so costly and complex to send something as basic as a shredder across to NI that it isn’t cost effective for a supplier to expedite the order. This has to be looked at and made easier; it is just a ridiculous situation we find ourselves in.
JAMES DAY Managing Director, Durable UK
The key is to restore market confidence for businesses over the short to medium term. Post-COVID, we seem to have had a great deal of market turbulence, which has made businesses more cautious in investment decisions and stunted growth.
Specifically, I’m keen to see how the Labour manifesto’s more ‘horizontal’ approach transpires with regard to investing more broadly across the economy rather than cherry-picking high value-added sectors to back. This should help our industry if the implementation is in line with what has been promised.
The pledge not to raise corporation tax is clearly welcome news; however, I believe a reduction in interest rates is more important in the longer term to increase investment and boost innovation and expansion opportunities.
Finally, the stance on sustainability initiatives is positive and aligned with our direction as a business and an industry. This should hopefully translate into increased opportunity in the public sector and tender business if greater importance is placed on the carbon footprint of products.
ANDREW GALE CEO, evo Group
The new Labour government faces challenges, but has the advantage of being able to implement its policies given the scale of the Commons majority – although this is out of line with its proportion of the vote.
If Labour want to take us all on the journey with them, they need to act responsibly and with balance. The real test is whether they can live up to the challenge to act and serve us all, not just their core voters – as the Prime Minister committed to in his first speech in the role. Words now need to be matched by actions.
The danger here is that they can do as they please; but just because you can do something, it doesn’t mean you should.
I would like to see a government taskforce set up to regenerate town centres [...] and support local independent retailers
AIDAN MCDONOUGH CEO, Integra Business Solutions
I would like to see the new government provide financial incentives to get staff back into offices. This would give a huge boost to local economies and drive growth, particularly in the business supplies industry.
Increased costs, inflation and complex administration continue to stifle growth in the UK. Simplified red tape, easier access to funding and flexibility on payments would remove some of the barriers to growth.
Increased costs, inflation and complex administration continue to stifle growth in the UK
I would also like to see additional financial support for businesses struggling with energy costs as well as easier access to grants for installing renewable energy sources. Working to improve our trading relations with Europe and easing administration are also on the wish list.
It would be great to see some additional investment in apprenticeship schemes, making sure they are robust and beneficial to both apprentice and employer. There is so much untapped potential getting lost in the system.
Businesses are also facing an ongoing battle with fraud/cyberattacks and seeing the financial impact on insurance premiums and third-party costs. Additional technical and financial support for smaller businesses would be very helpful.
On a final note, the new government needs to ensure that any reduction in the cost of labour, ie National Insurance (NI) payments or changes implemented to HR laws, are proportionate and do not place an additional burden on smaller businesses. NI at 13.8% together with 3% pension and minimum wage consequences could have a negative impact on recruitment
The government needs to be mindful that any new regulations under the regulatory framework also add to the pressure on businesses, invariably needing additional operational staff.
MARTIN SHAW Managing Director, D3 Office Group
As a fairly nimble SME, we can often navigate around government strategy and not worry too unduly about it. However, it would be good to see more business stability and confidence, which will
encourage investment in capital projects. If stability is backed up with low interest rates, we should also see more confidence for businesses to borrow to achieve their ambitions.
While we understand there are large gaps in public finances, financial stimulation from the government in the manufacturing and construction industries would be very helpful. The UK needs to build and produce more. This, in turn, would benefit businesses such as ourselves that supply goods and services to these entities.
We can see that changes are required to some aspects of employment law, but at the same time, would urge the new government not to put too much red tape in the way of employment rules; undue administration is an unnecessary burden that stymies growth.
The planned increases to public sector pay on top of large increases to the minimum wage are worrying to SMEs. Therefore, we would also urge Labour to exercise some restraint with pay awards and try to manage pay inflation. Otherwise, the result in the longer term will be more unemployment as we try to drive costs out of the business to pay for wage rises.
SHAUN TIDMAN
Head of Sales, Avery UK
I hope this change in government gives us an opportunity to reset and gain some consistency and stability, and also revitalise the office products industry.
I’d like to see support for sustainability in the shape of tax benefits for cutting carbon footprints and moving to eco-friendly products and packaging. We see how fast the growth in e-commerce continues to happen. I would
like to see nationwide high-speed internet and digital skills training so that even the smallest businesses can be competitive in the digital space.
Improved international trade relations post-Brexit are also important. We have already seen a coming together within the UK; I hope a Labour government can work to simplify import/export regulations and establish new trade agreements that reduce costs and increase opportunities for office products in new markets.
MARK WILKINSON Regional VP, ACCO Brands UK & Ireland
Firstly, we should restore and enhance our relations with the EU, our biggest trading partner. Brexit has caused a lot of uncertainty and disruption for many businesses, and we must find ways to overcome the barriers and friction that have subsequently emerged.
Secondly, we need to increase our productivity and competitiveness, especially in the digital sector. This includes levelling the playing field between smaller businesses and big tech and supporting innovation and entrepreneurship.
Thirdly, we have to revive our town and city centres, which have suffered greatly from the pandemic and the shift to remote working. A drive to encourage local government staff back to the office would help stimulate local economies and create a sense of community.
We […] would urge the new government not to put too much red tape in the way of employment rules
Changing the game
As automation and technological advancements reshape the warehouse and signage landscape, vendors are striving to develop sustainable products and bespoke solutions. By
Kate Davies
Warehouses are demanding and often chaotic environments, serving as an essential cog that keeps the wheels of product demand and customer service turning. In this fast-paced sector, implementing innovative solutions – such as advanced signage and labelling – and tailoring products to specific warehouses can enhance efficiency, safety and productivity.
FIRST-HAND EXPERIENCE
For distributor Dalton Safety, its key sellers for the warehousing sector are safety knives. Sales Manager Harry Dalton says sales have increased year on year –not only because the blades last around 11 times longer than traditional knives but also because the company visits customer warehouses to gain a deeper insight into their needs. This enables Dalton Safety to select the most appropriate tool for each environment.
“Visiting the customer and fully understanding their requirements enables us to tailor the best solution,” he says. “The main challenges we face are a result of people disliking change. While overcoming this isn’t always straightforward, we’ve found that involving those who actually use the items in product discussions and trials is the best approach.”
Similarly, Beaverswood Managing Director Stephanie Gentle recognises that warehouses have unique requirements and believes site visits are an effective sales tactic. “It might seem like a foreign space initially, but the more you see, the more second nature it becomes,” she explains. She recommends sales executives keep the following questions in mind, whether they have the opportunity to see the warehouse in person or not:
• What identification solutions are utilised within the warehouse?
• What recycling system is in place? Is it accessible at the end of each aisle?
• What signage do employees rely on?
• How are important notices communicated to staff in the industrial setting?
Observing daily operations is particularly important for dealers that supply various types of industrial environments or are aiming to diversify their product range. For example, facilities handling chemicals are vastly different from e-commerce distribution centres. While the former require eyewash stations and spill kits, for example, the latter prioritise high-visibility clothing and ergonomic lifting aids.
However, there are plenty of common products required in almost all warehouses. Safety footwear, for example, is vital to enhance both operational efficiency and employee well-being in warehouses. According to Beverley Hill, Marketing Manager at safety footwear manufacturer Rock Fall, 37% of workplace injuries result from slips, trips and falls. “Employers must ensure
Warehouses are constantly being reorganised, making robust identification solutions essential
The 3PL sector is the leading occupier of warehouse space, accounting for 12 million sq m of stock – UKWA Report 2024
the footwear provided is fit for purpose, considering the particular roles and risks within their warehouse. Reliable suppliers are crucial to avoid disruptions caused by unchecked certifications or fraudulent products.”
With fluctuating material costs and evolving environmental considerations, Hill advises buyers to seek expert advice on selecting the right footwear. To assist with this, Rock Fall offers consultation and fitting services to help employers comply with safety regulations effectively.
SECTOR GROWTH
The warehousing and signage sectors are experiencing significant growth, underpinned by the increasing complexity of warehouse operations and the demand for reliable and adaptable organisational solutions. Durable UK is expanding its signage products after noticing growing interest from sectors such as healthcare and hospitality. One unexpected area of diversification has been garden centres, where Durable provides waterresistant pockets for outdoor signage. In 2025, the vendor plans to extend this range even further.
Equally positively, Beaverswood has reported a surge in demand for space-saving products, with its labelling and ticket solutions remaining top sellers. These items help alleviate typical frustrations in busy industrial environments, such as difficulties in finding and utilising space, handling inventory and managing waste. In response, Beaverswood is further investing in its labelling and signage product offering.
“Warehouses are constantly being reorganised, making robust identification solutions essential, whether through barcoded or manual labelling systems,” Gentle asserts. In 2023, Beaverswood introduced rack end boards to help customers make use of underutilised space within end-of-aisle racking systems, offering various versions including signage, shadow boards and racksacks. Additionally, the Mini and Nano racksacks provide waste solutions for packing and dispatch areas as well as warehouse vehicles.
Efficient space utilisation and the flexibility to scale operations are primary concerns for companies using warehouses, such as furniture vendor Dynamic Office Solutions. According to the company’s Operations Director Andrew Ifrim-Wright, these key challenges are managed by improving warehouse layout based on inventory and demand.
For example, Dynamic’s warehouse management system optimises the organisation and flow of products, and real-time data analytics have been incorporated into operations to monitor performance metrics.
“Our stock control team regularly reassess and optimise the layout,” explains Ifrim-Wright. “To maintain accurate inventory levels and avoid disruptions in order fulfilment, we use advanced inventory management systems for real-time tracking and precise stock counts, supplemented by regular cycle counts and audits to ensure accuracy.”
Durable UK Marketing Manager Aksela Kolodziejczyk notes a “significant push” for automation systems and machinery in warehouses, driven by labour shortages,
the rise of e-commerce and the need for improved safety and data analytics: “The introduction of automated machinery necessitates enhanced safety protocols in pedestrian zones to prevent accidents. To address this, Durable offers marking tapes ideal for separating driveways, parking spaces, walkways and production zones. For locations with heavy delivery and transport traffic, warning and protective profiles are especially beneficial.”
Ensuring seamless integration with existing systems is another issue Dynamic tackles by proactively reviewing its systems, working with reliable technology partners and transitioning to cloud-based solutions for operational continuity.
“The combination of big data and analytics is transforming operations management, enabling us to optimise inventory levels, predict demand and make more informed decisions,” Ifrim-Wright notes.
In addition, there has already been a shift in warehouses towards using robotics for previously manual tasks, such as AI-driven robots which can handle floor cleaning during off-hours and improve overall efficiency. For dealers, selling autonomous mobile robots and accompanying consumables could prove to be the next ‘big thing’.
QUALITY CONTROL
Meanwhile, the sector continues to face significant competition from low-cost imitations. Gentle identifies these cheaper alternatives as a major concern, noting that while they may initially seem appealing to end customers, they often fail to withstand the harsh conditions of industrial environments. In the long term, these products are a false economy and often contribute to plastic waste.
As such, industry certifications are crucial in ensuring the safety, quality and sustainability of products used in warehouses.
For instance, Durable’s anti-slip tapes meet stringent slip resistance standards to prevent accidents on floors and walkways. Says Kolodziejczyk: “Our products are designed within the EU to meet key industry standards and certifications essential for warehouse environments. We adhere to EU regulations, confirming that our offerings comply with relevant safety and quality benchmarks.”
Manufacturer and distributor Seton – part of Brady Corporation – produces the UK’s largest number of ISO 7010-compliant safety signs. The ISO guarantees that safety sign information contains common symbols, shapes and colours that can be easily recognised and understood. This helps to prevent confusion and increase employee safety in the workplace.
Cheryl Peacock, Content Specialist and Editor at Brady Corporation – Workplace Safety Division, states: “We rigorously vet all of our suppliers to ensure their products meet the latest safety standards. Also, we have a dedicated team focused on continually innovating and simplifying our solutions, helping our customers build a robust safety culture.”
Beyond certifications, Ifrim-Wright highlights the value of Dynamic’s membership of the UK Warehousing Association since 2023. This has connected the company with industry leaders and experts, keeping the team informed about the latest trends, best practices and innovations in warehousing.
Ifrim-Wright adds: “Membership has also bolstered our credibility, reinforced our commitment to high industry standards and positively impacted our business relationships and opportunities.”
SUSTAINABLE INITIATIVES
Sustainability is a significant and ongoing trend within the sector. By prioritising quality, products can offer better value and support customers in achieving their sustainability goals. For instance, Seton has introduced removable, repositionable signs that reduce waste and is in the process of developing more eco-friendly material options.
ESG is a major focus for Seton, as Peacock explains: “Our local steering committee in the UK continually assess our environmental impact. They look at natural resource usage and implement improvements across our operations to help reduce our carbon footprint.”
The UKWA Report 2024 anticipates greater emphasis on the ESG certification of warehouses through EPCs and other schemes. In April 2024, 66% of warehouse stock in the UK had an EPC of C or below. However, all units must achieve an EPC rating of B or higher for new leases to be signed after April 2030.
The demand for sustainable safety footwear is also on the rise, with manufacturers incorporating recycled and bio-based materials. Customers are seeking
Businesses want to feel unique and it is crucial to offer not just a product but a comprehensive service
products that not only protect employees but also minimise environmental impact. Rock Fall, for example, uses sustainable materials and holds certifications from the Global Recycled Standard and the Vegan Society. Meanwhile, Durable’s sustainability concept, RETHINK, is built around four key principles: refuse, reduce, reuse and recycle. These form the base for defining the vendor’s goals and products. Notably, its badge reel with snap button strap no longer uses plastic bags, reducing plastic waste by approximately 315 kg annually.
DEALER TIPS
For dealers navigating the warehouse and signage sectors, it’s essential to recognise and address the unique needs of each client and deliver solutions tailored specifically to them. Dalton underscores the importance of treating customers as individuals: “Businesses want to feel unique and it is crucial to offer not just a product but a comprehensive service. This can be as simple as training, videos or posters. Dealers should also ensure that all stakeholders – not just department heads or managers – are happy with potential new products.”
In businesses where consistency across multiple branches is key, offering a unified proposition can help streamline operations. One effective approach is to provide labels in various colours to differentiate between types of goods. For example, assigning specific colours to categories like perishable goods, hazardous materials or high-priority items enables employees can quickly locate items and handle them appropriately, accelerating identification and ensuring uniform procedures and standards across all locations.
Proactive communication is another important factor in establishing relationships with customers. Regular contact fosters trust and engagement, encouraging repeat business. Durable exemplifies this by offering informal warehouse audits as part of an account review with dealers that have their own warehouse facilities.
Says Kolodziejczyk: “For dealers interested in organising an audit, they can contact their Durable UK account manager. These audits assess how our products add value and resolve the challenges of specific businesses. Bringing samples and illustrating their use in real-world scenarios can help customers see the benefits first-hand.”
Beaverswood racksack Nano
Depending on the source, the office supplies market is declining, static or experiencing minimal growth. One certainty is that winning and maintaining a profitable business have become increasingly challenging. In TSP’s first article on this crucial subject, Adam Noble discussed the necessity of a well-thought-out strategic plan and provided tips on developing one (read The building blocks to success –Part I, Workplace360 July/August 2024, page 34).
The options for diversification are huge, varied and admittedly complicated. There are two primary approaches to driving diversification in your business for the benefit of your customers: in-house and outsourced. There is also a third option: a combination of both.
The choice depends on several factors, including your financial strength, the existing skill set within your business, the urgency of the need to act and – most
importantly – your current and target customers. In this article, I will explore the outsourced model that Anglo Office Group decided to adopt.
Anglo was an established and successful office supplies business, serving only London clients. There were scores of potential customers in this concentrated geographical area and many competitors – all of which were really good at providing business products, thanks to the evolution of the (mainly) wholesale-backed single-source supply chain solution.
In such a competitive market, differentiation was key. For years, Anglo’s strategy relied on energetic sales and marketing efforts aimed at specific target customers alongside a traditional pricing model for core and noncore products. However, the distinction that had served the business so well became commonplace, leading to the inevitable race to the bottom.
Managed services and outsourcing can be key tools in your arsenal when it comes to diversification
The building blocks to success – Part II
RESET TIME
Then, Amazon Business arrived with a bang. This new entrant caused significant disruption and attacked the non-core products that are crucial for maintaining positive margins. It was time for a rethink. We looked at our business model and talked to our customers.
At Anglo, like most other dealers, clients often asked us to help them out with one-off ‘specials’ (or a ‘bloody nuisance’, as they were known in purchasing).
As a company that prided itself on its customer service approach, we always did our utmost to source these products, even when the cost in time and effort meant supplying at a low margin.
When we took a closer look at our sales composition, it was found that ‘specials’ accounted for around 15% of our business – and growing. Was this a legacy of lazy business practices or an opportunity? Could we turn it into a sustainable and profitable service offering?
It was time to ask some questions. We supplied tea and coffee to some customers. How much tea and coffee was consumed in an average office? What about milk – you can’t get that from a catalogue! Would our customers prefer better-quality brands or options? What other drinks were being supplied for staff?
Water, cola, squash – all the usual suspects. Did more discerning employees want a greater choice?
If clients supplied beverages for staff, did they also provide biscuits/snacks? Would they like more variety? Were we offering enough non-standard catalogue lines? Would old-fashioned ‘upselling’ work? What other product areas could we apply the same logic to?
Almost 50% of our customers’ existing spend was on associated products that we could potentially start to provide
We also supplied lots of paper, so the assumption was that our clients were using printers. Was there an opportunity to start selling hardware or get involved with MPS? Would this be in-house or would we need to partner with a specialist to provide good service at a competitive price?
The product association was obvious. Our extensive research, which included meeting and speaking with our top 100 customers, revealed a significant market opportunity: almost 50% of our customers’ existing spend was on associated products that we could potentially start to provide.
Now, services were a consideration. We wanted to be recognised as a ‘single-source’ provider for everything an office might need. For example, we were selling a reasonable amount of jan/san products to our clients; those that didn’t buy from us were using an outside cleaning company. Could we offer this service if we
Steve Gorham is Director at TSP
partnered with a cleaning business? There was clearly something in this. It was time for a board meeting!
There was virtually unanimous agreement that an enhanced product offering would be valued by our larger customers. However, smaller ones would have needs we currently couldn’t service. The concept of a true single-source solution – including the whole spectrum of products AND services – was popular among SMEs. This was driven by the fact that SMEs frequently lack dedicated resources to manage these needs – they were often a bolt-on part of someone’s job.
Plus, they weren’t attractive or big enough to benefit from volume-related discounts from specialists to justify the internal management costs of split/multisuppliers. So, there was a clear customer appetite for an extended single-source solution. All we needed to do was give them what they wanted!
However, valid questions were raised: what product areas would sell? Did we have access to appropriate suppliers? Would there be stock implications? And could we add these without negatively impacting our service and undermining our reputation? More importantly, could we do this profitably?
While the concept of a total single-source product solution was wholeheartedly received by our customers, complementary services were not met with the same enthusiasm. This was clearly outside the comfort zone and there were legitimate concerns about our lack of expertise in not only providing the services but also supporting and selling them.
If we were going to take this to market and build from scratch all the areas we wanted to offer, funds and outside expertise would be required. Therefore, exploring partnerships with experts was worth considering. But where to start?
RESEARCH, RESEARCH, RESEARCH
We had a wealth of experience within the business, so working through the list of potential product areas and services that our customers might require was relatively straightforward. After all, we understood our business needs and could easily extrapolate them. We crossreferenced our ideas with around 100 regular clients to determine which areas they would likely embrace, focusing on common requirements rather than niche or one-off requests.
The results encompassed enhanced catering supplies, milk, fruit, flowers, newspapers/magazines, artificial plants, archiving, storage, couriers, MPS, printers and associated hardware, event planning, vending/coffee machines, maintenance services, cleaning, business gifts, health and safety equipment and workwear.
The next and extremely critical step was to find the right suppliers to bring these to life. We needed to be confident that they could provide a broad range of products, making our offering attractive and reinforcing our position as the ‘go-to’ one-stop shop. It was essential that ordering from us would be easy and sustainable. Key factors included competitive pricing, stock availability, acceptable lead times and building positive, trusting relationships with our suppliers. When selecting partners, it was vital to ensure that any companies we collaborated with had a demonstrable customer service ethic, as they would be let loose on our most important assets – our clients. This was also a chance to discuss reciprocal arrangements. Our potential new contractors would have their own client bases and many would need office supplies. There would be scope to agree on commercially sound arrangements based on referrals and successful conversions.
SELLING THE IDEA
We leveraged personal relationships forged over decades in office supplies and related industries. By talking to wholesalers, suppliers and clients and seeking recommendations, a list of potential partners was compiled and exploratory meetings were arranged.
Formal working/commercial agreements needed to be drawn up: simple ones, not just for our benefit but to build trust, mutual respect and commitment in the suppliers’ minds – all paramount in these relationships. In hindsight, there was a little trial and error, but I can honestly say we discovered some wonderful vendors and developed professional relationships that endure to this day.
One of the most critical aspects of our approach was successfully selling the concept to potential thirdparty service providers. We shared a lot, including the challenges we faced from declining sales in our core OP business and increased competition from Amazon and other online providers.
However, we also highlighted our advantage due to our mainly loyal customer base, ability to maintain regular contact with them and value in being present when an opportunity arose – arguably the most critical factor in any sales process. Many of these partners would only get one stab at a sales prospect every few years when contracts were up for review. Our role as their ‘eyes and ears’ was obvious.
Naturally, the third-party service suppliers were cautious at first. We were asking them to share a portion of the margin they normally retain by selling directly. But the promise of a proactive sales and marketing effort, our awareness of when to pitch for business and our ability to help secure customers by offering a comprehensive single-source solution were attractive. The margin we requested was, after all, roughly equivalent to what they would spend on their own sales and marketing efforts anyway.
In the background, we looked at how to market/sell our new offerings. It was vital our salespeople were
trained to sell the concept (we will cover this angle in Part IV ), while our online presence needed to be coordinated and consideration given to sales collateral.
UP AND RUNNING
Success was almost immediate. Clients loved the idea of consolidating their orders and the monthly invoicing, appreciating the time savings and the positive impact on their carbon footprint. Larger customers welcomed our extended range, especially since we stocked their regularly used catering products and could deliver them the next day.
We also offered direct invoicing from service partners, which some clients preferred as it allowed them to allocate costs directly to specific cost centres. In these instances, we invoiced the partner directly for our margin. Most importantly, our customers knew we managed it all and wouldn’t risk poor service in one area as it would potentially damage others. We never shied away from selling that as a benefit.
An obvious benefit [...] was client retention. The more they relied on Anglo, the less likely they were to switch providers
Another ‘trick’ developed for our larger customers involved our delivery drivers taking on the task for ‘put away/stock replenishment’. SMEs, in particular, loved this service because it relieved them of the responsibility and workload. An obvious benefit of all the above was client retention. The more they relied on Anglo, the less likely they were to switch providers. Additionally, as customers increased their spending with us, their profitability improved, with the cost-to-sales ratio dropping for almost every account that used our Managed Services.
Many of our service partners faced similar challenges and, on occasion, would refer leads to us when their clients expressed a desire to single-source their company needs. Rather than lose the business they already had, these partners would introduce us, allowing us to satisfy all other requirements. In some cases, customers switched their service to go through Anglo for consolidated billing. Above all else, the growth in Managed Services replaced the decline in core office products and proved more profitable. It was our fastestgrowing area when Anglo was sold.
BESTSELLERS
While we sold well in all areas, there were some astonishing triumphs. Together with our service partners, Anglo had ongoing cleaning, MPS, vending, hardware, planting and storage contracts – low-cost, cash-rich margin business.
We had weekly catering orders delivered to clients directly from our suppliers and the volume demand to stock well over 100 lines in our warehouse. Our events contractor supplied food for breakfast, lunch and conference meetings and alcohol for office functions and parties.
We sold 250,000 bottles of milk in a year through our dairy partner. Offering the milk in glass bottles was a massive win and an environmental success. The demand for milk and the service behind it were so successful that our sales team started to lead with it!
The success of Managed Services led us to set up a dedicated team that liaised with our suppliers, service providers, salespeople and clients (the latter of whom loved the idea they had someone on hand to deal with things immediately). The team also identified new avenues – products and/or services – that might benefit sales growth and were incentivised to do so.
By the time Anglo was sold, Managed Services had grown to account for 50% of turnover. This diversification strategy counterbalanced any marketrelated declines in the core OP business and became the primary driver of our operating profit. While the gross margin percentage decreased due to outsourcing more, the cost-to-serve was much lower, so the net contribution went up.
PAVING THE WAY
Diversification proved to be a real game changer for Anglo. Although we may have been pioneers in this space, it’s encouraging to see other forward-thinking dealers now experiencing similar success by embracing diversification. I would encourage any dealer to explore the possibilities. You don’t need to go ‘all in’; maybe look at catering supplies for bigger clients or work with a service provider you already have a relationship with.
When selling into a new sector to grow sales, these customers will likely have other products and services requirements you are not currently supplying, so you will need the agility/skill sets that diversification brings to make you stand out.
One of the key aspects of making diversification work is a well-managed supply chain and strong
supplier partnerships
This isn’t a light undertaking. It requires a solid strategy – as Adam outlined in his previous article –along with investment in time and potentially money. If your goals include offsetting declining core sales, retaining clients, fending off competitors, looking for ways into new customer bases and re-energising your sales and marketing efforts, embrace the opportunities that exist.
One of the key aspects of making diversification work is a well-managed supply chain and strong supplier partnerships. I’ll leave you with a quote from Gary Naphtali, Managing Director at Anglo when Managed Services was introduced: “We have been calling ourselves a single-source supplier for years. We are not. We are a selective single-source supplier – we only supply products that suit us, not our customers. This has to change. If we are going to say we are a singlesource supplier, we have to become one. The risk of doing so and the commitments we need to make are obvious, but the risk of not doing it is much higher.”
In the next article, Adam Noble will look at the ‘in-house’ option he embraced at The Irongate Group
Revving up growth
Technology providers can transform operations, making dealers more agile, competitive and prepared for sustained growth and success
Aclose relationship with technology providers can drive business success. However, while dealers excel in customer relationships and product knowledge, many struggle with integrating and leveraging modern technology to optimise their operations. This gap can hinder growth, leaving dealers at a disadvantage in our competitive industry and increasingly digital landscape.
From implementing intelligent automation software that streamlines repetitive tasks to adopting advanced CRM systems, technology providers offer a range of solutions tailored to the unique needs of dealers. These partnerships allow dealers to focus on their core strengths while benefiting from cutting-edge technology that improves efficiency, reduces costs and augments every customer touchpoint.
Tailored technology
In the rapidly changing business supplies industry, staying competitive requires a strategic approach to technology adoption, says Calidore Director Richard Olds
Technology is evolving exponentially, and to stay relevant for 2025 and beyond, dealers must embrace technology to thrive and remain competitive. Integrating CRM, ERP and e-commerce solutions has become foundational to success. In this context, a one-size-fits-all approach is no longer viable. Dealers require customised solutions that scale and adapt to higher demand while maintaining high-quality standards.
Recognising this need, in 2023, Calidore joined forces with the Stronger Business Partners Group – a coalition of tech companies specialising in all aspects of digital business solutions.
Through this partnership, Calidore has enhanced its product portfolio and gained additional expertise and resources in cloud technology, back-office software, development tools and digital marketing. This ensures that Calidore remains at the forefront of innovation.
FUTUREPROOFING
As businesses look towards the future, equipping teams with the latest back-office and e-commerce solutions is critical, as is considering a broader perspective that integrates cloud services, web shops, digital marketing, EDI, APIs, and AI.
Cloud computing offers numerous advantages, allowing users to access system features and files without the need to save data on their PCs. Dealers hosted on Calidore’s Cloud gain advantages such as reduced costs, improved security and seamless scalability – no matter the size of the business.
A responsive, integrated and SEO-friendly web shop is vital for maintaining seamless customer access across all devices. This adaptability not only boosts customer satisfaction, expands market reach and drives sales but also appeals to a broader audience, especially those who favour mobile and tablet devices.
Through centralising data entry, an integrated solution reduces errors and guarantees accurate information by avoiding duplication across various platforms. For a webfocused company to succeed, a CMS is essential, and Calidore’s offerings are equipped to meet this need.
Digital marketing plays a crucial role in achieving success in today’s business landscape. Techniques such as SEO and email marketing have revolutionised how businesses engage with their audiences. They enhance online visibility, build brand recognition and expand audience outreach. Calidore’s digital marketing services are affordable and provide real-time interaction, personalised messaging and data-driven ideas.
An integrated solution reduces errors and guarantees accurate information
APIs enable seamless communication between software systems, resulting in automation, reduced manual labour, enhanced productivity and cost efficiency. Calidore’s APIs facilitate integration with systems such as Evo-X, Sage, Xero and QuickBooks while allowing for
custom solutions tailored to service maintenance and print applications.
Finally, the significance of AI in our daily lives cannot be ignored. Utilising automation for repetitive tasks and data-driven insights can empower dealers to improve decision-making. By offering round-the-clock assistance, chatbots can improve response times and increase customer satisfaction, with purchasing behaviour on a web shop analysed by AI to offer tailored product recommendations. Beyond 2025, every business will benefit from AI.
For more information, visit: Calidore.co.uk
Struggling to keep up?
Comgem offers an integrated solution for growth-driven resellers
In an era of relentless digital transformation, the business supplies industry is undergoing a seismic shift. For resellers, keeping pace with these changes is not just a matter of survival – it’s a pathway to expansion, and those relying on outdated and inflexible systems are being held back.
To thrive in this fast-moving environment, resellers must adopt integrated solutions that adapt swiftly to market changes, streamline operations and enhance the overall customer experience.
A comprehensive platform such as Comgem provides a solution that meets these needs and fuels sustainable growth by providing a 360° view of the business, simplifying processes and eliminating data silos. It integrates back-office operations, websites, e-commerce and marketing tools into one powerful platform.
MANAGING COMPLEXITY
Resellers are expected to offer an extensive range of products, but managing these can be a daunting task without the right tools. Comgem effortlessly handles even the most complex product catalogues. Data is imported directly from suppliers, supporting various
product types – including bundles, variations and customisable options such as branded workwear – and offering flexible merchandising options.
In the age of big data, the ability to make informed decisions is a key competitive advantage. With Comgem’s real-time data and AI-powered analytics, resellers can make data-driven decisions that drive revenue, such as identifying sales opportunities, optimising pricing strategies and personalising the customer experience.
Resellers can make data-driven decisions that drive revenue
ELEVATING THE EXPERIENCE
Today’s buyers demand a seamless and intuitive shopping experience, whether purchasing for personal use or managing large corporate accounts. Resellers need a platform that integrates their online store with back-office operations, marketing tools and customer management systems.
Comgem enhances the sales experience by providing tools that make purchasing easy. From personalised product recommendations to intuitive self-service options and targeted content and themes, the platform ensures clients have positive and engaging customer service.
The platform’s flexibility in content management allows users to maintain a consistent brand voice across all channels. The intuitive CMS enables resellers to manage a corporate website and online store content, creating a unified buying experience. Website design
A bird’seye view
EO Group co-CEO Richard Sinclair explains why utilising a single platform such as Office Power can provide a comprehensive view of customers
In a fast-paced and customer-centric landscape, it is critical to deliver personalised experiences. This means ensuring all departments – from sales and operations to customer service – have access to the same realtime data to foster consistent and informed interactions with clients.
Unfortunately, many businesses still operate with disjointed systems that fail to provide an integrated perspective. These fragmented systems can lead to various data silos, with customer information being trapped in separate databases and inaccessible to the teams that need it most. The result? The potential for delivering a seamless, personalised customer experience is significantly hindered…
The Single Customer View allows businesses to consolidate customer data from various touchpoints
TRUE CUSTOMER FOCUS
The answer to this issue lies in adopting a single-platform solution that centralises data management and provides a unified customer view, commonly known as a ‘Single Customer View.’ The Single Customer View allows businesses to consolidate customer data from various touchpoints, such as marketing channel communications, website interactions, sales calls and operations, all leading to a united and comprehensive profile.
and content can be tailored to suit specific business needs. Furthermore, flexible merchandising and product management tools allow the design of unique product page templates and the addition of rich content, such as videos and 360° product views, to create visually stunning and informative catalogues.
Additionally, Comgem’s flexible pricing options enable resellers to implement various pricing strategies, set quantity breaks and account-specific, segment-based and contact-level pricing.
For more information, visit: Comgem.com
With such a centralised system, businesses can leverage the power of segmentation and personalisation to drive enhanced customer engagement and sales. Real-time insights from integrated data truly empower companies to tailor their marketing strategies, improve customer growth and make more accurate stock and sales forecasts. These are all capabilities that are increasingly crucial in today’s competitive market.
Moreover, a Single Customer View significantly enhances the client experience across all points of contact. When customer service representatives, sales teams and operations staff access the same data, they can deliver consistent, relevant and timely interactions. Imagine a client reaches out to customer service via email, follows up with a phone call to the sales team, interacts with the website and even speaks with your delivery driver.
With a Single Customer View, each touchpoint would reflect the same up-to-date information about the customer’s needs and preferences, ensuring a seamless and satisfying experience. This level of personalisation not only meets but also exceeds expectations, resulting in a loyal and long-term relationship.
For more information, visit: Officepower.net
Unlocking the cloud for SMEs
ECI Software Solutions EvolutionX and FusionPlus Solution Consultant James Stacey explains why avoiding the cloud costs more than you think
Using cloud technology is no longer just an option for businesses; it’s necessary for staying competitive. Despite this, many SMEs still have concerns about adopting cloud services, often due to fears of high costs and complex technology transitions. However, this reluctance can be much more costly in the long run than many business owners realise. Here are the reasons why.
HIGH COST
A common misconception among SMEs is that maintaining traditional in-house IT systems and the teams required to support them is less expensive than moving to the cloud. But for those who take the time to add up all the costs of purchasing, managing and maintaining an on-prem IT infrastructure they usually find the total cost of ownership to be substantially more than they had envisaged.
The cloud is no longer an option […] it is an indispensable asset
Cloud solutions, on the other hand, offer a streamlined approach to managing business processes and, therefore, reduce costs. Cloud-based systems also free up resources, enabling businesses to focus on core objectives like enhancing the customer experience or entering new markets rather than managing the IT infrastructure.
CYBERSECURITY BENEFITS
One of the most compelling reasons to use the cloud is its robust cybersecurity. SMEs are increasingly targeted by cyberattacks and such incidents can have devastating
financial consequences, including the cost of potential reputational damage and loss of customer trust.
However, cloud providers protect subscribers better than they can themselves by investing substantially in securing their infrastructure. This offers SMEs the highlevel security measures they require without significant additional investment. The security aspect of cloud computing alone, by robustly protecting sensitive data, reduces the financial burden associated with managing security in-house.
CLOUD ADOPTION
For SMEs ready for the cloud, the path to adoption involves selecting a provider that can scale resources to match fluctuating needs, has a reliable performance track record, and has data centres optimally located to provide latency, data sovereignty and compliance.
Transitioning to the cloud should be meticulously planned by creating a detailed migration strategy with clear objectives for data security, cost management and training. It is also wise to consider backup and disaster recovery plans.
Finally, successful cloud adoption requires that all employees are comfortable and receive enough training to be proficient with the new systems. Comprehensive training tailored to various organisational roles is essential, and ongoing education encourages continuous improvement and problem solving.
Those who choose to avoid using the cloud run the risk of incurring substantially higher costs to do less than they would be able to achieve with cloud-supported software. In an era where digital agility is critical, understanding the substantial benefits and addressing the initial barriers to cloud adoption can enable SMEs to improve efficiency, security and growth. The cloud is no longer an option. For many, it is an indispensable asset. For more information, visit: Ecisolutions.com
Free your staff
Document Genetics Director Joe Hyde looks at how IA can improve dealers’ operations
We’ve all experienced times in our lives when we’ve worked hard but not smart – some might call it being a ‘busy fool’. It’s that feeling you get when you’re stuck in a cycle of repeating the same mundane tasks, day in and day out, all the while wondering if there’s a better way. Well, there is. It’s called intelligent automation (IA) software. IA combines elements of AI and automation to create systems capable of performing complex tasks autonomously or with minimal human intervention. The latest IA software can develop smart business processes and workflows that think, learn and adapt on their own. Ultimately, by automating monotonous tasks, IA saves time and frees valuable employees to concentrate on more strategic, core responsibilities.
Here are some key components and characteristics of IA software:
1. AI: Utilises machine learning, natural language processing, computer vision and other AI technologies to understand, analyse and learn from data.
2. Robotic process automation (RPA): Automates repetitive, rule-based tasks such as data entry, without the need for complex programming.
3. Cognitive automation: Goes beyond traditional RPA by incorporating AI to handle unstructured data, make decisions and adapt to new situations.
4. Machine learning (ML): Enables systems to improve performance and accuracy over time by learning from data.
5. Natural language processing (NLP): Permits systems to understand and respond to human language, facilitating interactions such as those with chatbots and virtual assistants.
6. Computer vision: Allows machines to interpret and make decisions based on visual inputs, such as images and videos.
7. Analytics and data integration: Includes tools for data analysis, visualisation, and integration, providing insights to inform decision-making.
IA software is widely used across various industries to improve efficiency, reduce costs, enhance accuracy and deliver better customer experiences. Examples of IA include the automated extraction of data from documents such as purchase invoices directly from email, eliminating the need for manual data entry. IA can also streamline the creation of risk assessments on the shop floor or provide a fully digital onboarding process for HR.
In fact, IA has the potential to drive improvements in any area of a business, whether you’re a manufacturing plant, a retailer, a wholesaler or a dealer.
For more information, visit: Document-genetics.co.uk
Transforming business operations
Changing software provider has been instrumental in improving KBS IT & Office Solutions’ business operations, customer relationships and sales growth
Founded in 1988, KBS IT & Office Solutions started life as a provider of photocopiers, printers, scanners and fax machines. The company quickly established a key partnership with Ricoh, becoming Northern Ireland’s sole Ricoh Partner. Over the years, KBS adapted to the digital era by broadening its services to include MPS, IT managed services, cloud services, cybersecurity and office supplies.
Despite the success, KBS faced several challenges with its previous ERP system and, in response, decided to implement Prima Software’s ERP suite, switching from Sage 200 in May 2020 during the COVID-19 lockdown.
Says KBS Group Director Karen McKee: “From the very first engagement, we loved Prima’s consultative approach and style. The team asked the right questions, probed into areas that we had not considered before and allowed us to explore other ideas for the improvement of our business.”
The transition to Prima was met with enthusiasm from the KBS team. The onboarding process was smooth, with Prima providing exceptional support throughout the development and implementation stages. KBS staff have expressed appreciation for the ease of use and efficiency gains of the Prima ERP system, noting that
it has simplified tasks and allowed them to focus more effectively on their core roles. With KBS experiencing significant improvements in its operations, the decision was made earlier this year to also move its e-commerce platform to Prima Software and its PrimaGO and Prima VANTAGE solutions.
“Our previous e-commerce platform was rigid and it was becoming clear that it didn’t sit with our evolving business objectives,” explains McKee. Maintaining and updating the system required significant additional resources, which added to the operational burden.
Moreover, the system’s limited functionality put KBS at a competitive disadvantage, and there was a noticeable lack of proactive communication from the vendor, resulting in a disconnect regarding KBS’s needs and challenges.
The previous e-commerce platform also suffered from several specific issues. It lacked full back-office integration, creating inefficiencies and placing a resource burden on the team. The client e-commerce experience was restricted, which hindered KBS’s ability to compete effectively. The system’s limitations affected the online sales strategy, making it difficult to showcase products and brands in a way that resonated with KBS’s brand identity and enhanced the client experience.
SMOOTH TRANSITION
According to McKee, PrimaGO has been instrumental in providing full back-end integration and real-time synchronisation, which has rationalised processes and reduced errors. The enhanced dashboards and data analytics have allowed internal account managers to monitor and evaluate performance more effectively.
The customisation options available with PrimaGO have enabled KBS to tailor the platform to better reflect its brand and business needs. Continuous investment in PrimaGO’s development has ensured that KBS benefits from ongoing advancements and improvements.
McKee says the migration of KBS’s webstore to PrimaGO has yielded several notable benefits. Online sales have increased and staff have been able to spend their time more effectively and focus on more strategic tasks. The transition has also resulted in cost savings, providing better budget management as the team expands.
“The full back-end integration has minimised errors and risks, leading to positive client feedback on enhanced speed, product access and overall functionality,” she adds.
ONWARDS AND UPWARDS
Since switching to Prima Software, KBS has observed substantial improvements in its operations. The streamlined processes have reduced the need for extensive resources across departments, resulting in smoother transitions from order placement to delivery. The advanced analytical capabilities provided by Prima have been crucial in acquiring valuable business insights.
Efficiency gains have been significant, with automation saving time and resources, enabling the team to focus on growth and strategic initiatives. The customer experience has improved with the added benefits offered to clients, leading to increased satisfaction.
The procurement and commercial teams have also benefited from automated applications, including direct EDI links to key vendors and automated purchasing
routines. These enhancements have ensured accuracy and up-to-date vendor data, driving further efficiencies.
The positive effect of Prima on KBS’s sales is evident. States McKee: “We have experienced a 12% increase in new business capture and higher traffic across the webstore, reflecting the impact that the applications have delivered in driving internal efficiencies and boosting customer engagement.”
McKee praises Prima’s customer support, noting the company’s professionalism, courtesy and responsiveness. Looking to the future, KBS is exploring additional enhancements with Prima, considering the phased implementation of the Prima POD App and the potential of Prima ENGAGE, which is due to launch in Q4.
We have experienced a 12% increase in new business capture and higher traffic across the webstore
“One standout area for me is the significant impact of automation on client management. It’s been an incredible benefit for our account managers and sales support admin team,” says McKee. For more information, visit: Primasoftware.co.uk
Unlocking value
3M UK North Europe Shopper Marketing Lead Simon
Williams reveals how dealers can leverage value packs to offer customers high-quality, cost-effective options without sacrificing performance
Workplace360: Simon, can you tell us exactly what 3M’s new Post-it Notes promotion for dealers entails?
Simon Williams: Absolutely. We have regular packs of Post-it Notes with a fantastic built-in offer: buy 12 pads, get 12 free. The promotion is designed to let users stick with high-quality branded products while keeping an eye on their budget. These packs are perfect for office use – store them in a cupboard and everyone can grab what they need.
Our goal is to provide dealers with alternatives to cheaper, lower-quality products, ensuring that performance is never compromised. These value packs are intended for promotional use by dealers and form part of our extensive range.
W360: Is this offer available in all sizes and types of Post-it Notes, including Recycled and Super Sticky?
SW: The ‘12+12 free’ packs come in standard sizes in the original adhesive and Super Sticky versions in our classic Canary Yellow.
We also offer value packs available across all areas of the brand, including recycled options and larger formats. Our mission is to ensure dealers are aware of these built-in value offerings as they have always been part of our range.
W360: Where can dealers obtain these packs?
SW: Dealers can currently get them from VOW and Exertis Supplies.
W360: Is there marketing collateral available for dealers?
SW: Definitely. We’ve created a PDF flyer, banners and other collateral for dealers to help build a campaign around the promotion. Dealers can source these materials from us directly or from Exertis Supplies through its Office Vibes Marketing Portal. VOW and inControl Marketing are also running campaigns.
W360: How long will the campaign run?
SW: It has already started and will run through the end of the year.
W360: Why have you chosen now for this push?
SW: Market data shows that consumers currently prefer branded products over private labels, which is why we’re emphasising the option to stay on brand. Customers may be spending less but they are buying more wisely. Competition is tougher than ever, so this push on value packs highlights existing products within a dealer’s toolbox that they might be unaware of.
Our goal is to provide dealers with alternatives to cheaper, lower-quality products
W360: What are the main selling points for dealers to focus on?
SW: The key hooks are quality, cost savings and sustainability. Users prefer high-quality products and the value packs offer top-notch performance with the trusted and industry flagship Post-it Notes brand –and they get to save money. Plus, they are packaged sustainably with recyclable cardboard and no PVC wraps, and are fully recyclable.
Dealers can leverage these points based on their customers’ priorities. Our promotional packs are one of the fastest-growing parts of the Post-it Notes brand, indicating strong consumer demand for value in the channel.
Fortune Web Marketing’s Mara Gannon makes the case for influencers in B2B marketing
Influential allies
Within the dynamic world of business and e-commerce, traditional marketing strategies are being superseded continuously by innovative digital trends.
Among these, influencer marketing stands out as a particularly effective approach for businesses looking to boost their brand visibility and credibility while increasing sales. However, its vast opportunities lie largely dormant in the B2B sector. Why? Because most business leaders in this industry are unaware of how to go about taking advantage of influencer marketing.
A considerable amount of purchaser consumption and education happens via influencer marketing, both online and in person, so it’s time to tap into this powerful tool and add it to the B2B marketing kit.
CRAFTING CREDIBILITY
Influencer marketing within the B2B landscape does not quite mirror its B2C counterpart. The latter often revolves around high-profile personalities extolling the virtues of consumer products to their myriad followers. The best B2B influencer marketing, meanwhile, assumes a more understated and nuanced approach through something called ‘peer proof’.
Here, the focus is on establishing alliances with notable figures within a particular market. These could be industry thought leaders, entrepreneurs, experts or seasoned professionals whose knowledge and insights are widely respected.
They act as a mouthpiece, extending the reach of the brand’s message to the target demographic. Rather than leveraging mass appeal, B2B influencer marketing seeks to utilise the position and authority of these respected figures within their own professional circles.
In the workplace solutions environment, the creation of trust and credibility is paramount in the quest to secure and retain customers and staff. Deploying influencer marketing strategies within this sphere can considerably amplify these objectives.
When thought leaders within the industry endorse a brand’s services or products, it does much more than
Mara Gannon is Senior Content Marketing Manager at Fortune Web Marketing
simply enhance visibility. It elevates the perception of trustworthiness, given that these figures hold a respected status in the market.
This perceived reliability sparks curiosity among potential customers and employees, prompting them to explore the brand’s offerings. The knock-on effect is heightened potential for conversions, expansion and brand recognition.
PICKING PERFECT PARTNERS
The importance of pinpointing appropriate influencers within the B2B sphere cannot be overstated. For business supplies providers, these are likely to be individuals possessing considerable sway within relevant professional circles, backed by a solid reputation for expertise and occupational acumen.
The hunt for these individuals shouldn’t be steered by the number of followers alone. Instead, the emphasis should be on locating those whose influence plays a critical role in the decision-making process of your target audience. This approach aims to align the influencer’s standing with the individual brand, thereby strengthening the overall perception of its value proposition.
After identifying the perfect advocates, the next step involves establishing a mutually beneficial relationship. This could take the form of shared endeavours such as jointly creating content, orchestrating webinars or podcasts, and/or incorporating input from these influencers within your marketing materials.
Crucially, it’s paramount to grant influencers an element of creative licence to support products or services in a manner consistent with their own personal brand. This authenticity, far from diluting the message, serves to make it more potent, as it echoes among their follower base and professional circle to a greater degree.
BEYOND THE BOTTOM LINE
The effectiveness of such marketing initiatives should not only be judged by sales. More subtle yet powerful indicators also deserve consideration. Enhanced brand recognition, more website visitors, improved employee retention and increased social media engagement offer insights into a campaign’s performance.
Changes in brand perception need to be closely monitored. Positive recommendations and reviews indicate an improved public image – a valuable commodity in today’s competitive market. Together, these metrics provide a nuanced understanding of
the campaign’s impact and enable the refinement of future strategies. Therefore, in measuring progress, a comprehensive view that goes beyond immediate financial gains is crucial.
TRAILBLAZING
Several B2B enterprises have already enjoyed notable success by deploying varied approaches to this strategy. One striking example is SAP, a leader in enterprise software solutions that used influencer marketing to drive engagement during its annual conference. Collaborating with industry thought leaders, it developed content that achieved a reach of over one million and resulted in significant audience engagement. Meanwhile, working with relevant individuals, HP Inc initiated a series of webinars and podcasts that significantly enhanced brand engagement and perception. Similar success was witnessed by Slack, the widely adopted workplace communication tool. It strategically partnered with influencers within
Choosing the appropriate spokesperson and cultivating a mutually beneficial partnership can result in a strong, impactful brand message
the tech and business sectors to create user-generated content, showcasing the utility and practicality of its product. This endorsement triggered a ripple effect within its target audience, spurring increased interest and uptake. Likewise, American Express Global Business Travel enlisted the help of notable industry figures for The Atlas, its corporate travel blog. This resulted in increased web traffic and amplified social engagement, thus magnifying brand visibility and boosting its credibility.
Lastly, we cannot overlook IBM’s successful B2B influencer campaign ‘Cognitive Cooking with Chef Watson’ project. By partnering with celebrity chefs, IBM managed to showcase the potential of its AI technology, Watson, in an appealing and innovative manner, achieving tremendous media coverage.
SIGNS OF SUCCESS
In the changing terrain of digital marketing, B2B influencers can provide a powerful new avenue for building trust, authenticity and brand visibility. By leveraging the authority of industry professionals, operators in the business supplies sector can improve their brand image, encourage customer interest and generate conversions.
Choosing the appropriate spokesperson and cultivating a mutually beneficial partnership can result in a strong, impactful brand message. As mentioned, success cannot be solely measured through sales – an increase in recognition, traffic, engagement and improved brand image are all positive signs of a successful influencer marketing campaign.
Toxic TRASH
The world is grappling with a severe waste electrical and electronic equipment (WEEE) –more commonly known as e-waste – crisis, as the volume of discarded items continues to surge. The Global E-waste Monitor 2024 presents alarming statistics and trends, emphasising the urgent need for improved management and recycling practices to mitigate environmental and health impacts.
The surge in e-waste – an item that uses a plug or batteries becomes e-waste when it is no longer used – is driven by rapid technological advancements, increased consumption and inadequate repair options, shorter product lifecycles and insufficient waste management infrastructure. This has led to the hoarding of EEE within homes and workplaces, and as technology develops, more devices are being included, such as e-bikes/scooters, smart clothing and furniture and energy-saving equipment.
GLOBAL PROBLEM
According to the Monitor, in 2022, the world generated a staggering 62 billion kg of e-waste – a significant increase from 34 billion kg in 2010. Future projections estimate that 82 billion kg will be generated in 2030. Despite some improvements in the collection and recycling of e-waste, these efforts have not kept pace with the growing volume. Europe leads in e-waste generation, producing 17.6 kg per capita, followed by Oceania at 16.1 kg and the Americas at 14.1 kg. However, Europe also boasts the highest documented collection and recycling rate at 42.8%, compared with a global average of 22.3%.
The UK generated approximately 1.7 billion kg of e-waste in 2022 – the highest in Northern Europe –and it is the second-highest generator per capita, at 24 kg. The UK has made strides in improving e-waste management through regulatory frameworks and public awareness campaigns. However, challenges remain, including gaps in the collection and recycling infrastructure. Strengthening these frameworks and
The world is drowning in e-waste as discarded electronics surge to record levels
improving enforcement are essential for the country to manage its e-waste effectively.
Looking at the bigger picture, of the 62 billion kg of e-waste, the recycling figures are sobering. According to the Monitor, only 13.8 billion kg of e-waste was formally collected and recycled in an environmentally sound manner. Outside of the formal system but in countries with developed e-waste infrastructure, 16 billion kg was estimated to be collected. This is still less than the 18 billion kg handled by the informal sector in areas with no developed e-waste management infrastructure. Disturbingly, around 14 billion kg is thought to have been disposed of as residual waste and therefore likely to have ended up in landfill.
Most pertinent for our sector, 4.6 billion kg of e-waste globally comes from small IT and telecoms equipment, of which only 22% is formally collected and recycled. Screens and monitors represent 5.9 billion kg, of which 25% is properly recycled.
VALUABLE BUT DANGEROUS
Unsurprisingly, significant disparities in e-waste management exist across regions – high-income countries with advanced collection and recycling infrastructure manage e-waste more effectively. In contrast, those without proper legislation see minimal formal collection and recycling efforts.
Effective e-waste management hinges on the development and enforcement of laws. Currently, 81 countries have enacted such legislation, covering 71% of the world’s population, with the UK’s underpinned by the WEEE Regulations 2013. However, enforcement and compliance remain major issues – only 17.4% of the e-waste generated in low-income countries is formally documented as collected and recycled.
EEE contains valuable and critical metals such as gold, silver, copper, platinum and rare earth elements. Proper recycling could recover significant amounts of these metals, contributing to resource conservation and reducing the need for environmentally destructive
mining activities. Due to improper handling, the Monitor states that 31 billion kg of metals, 17 kg of plastics and 14 billion kg of other materials such as glass and minerals – all recoverable materials – were lost in 2022.
According to the report, around 19 billion kg of e-waste was turned into secondary resources. This included an estimated 300,000 kg of precious and platinum-group metals; but for rare metals, which are vital for future technologies, recycling activities make up only 1% of the current demand.
Despite increasing awareness, the share of secondary materials declined from 9.1% in 2018 to 7.2% in 2023, while material consumption continues to rise. During this timeframe, the Monitor reveals that we have consumed over 500 gigatonnes – 28% of all the materials humanity has consumed since 1900!
Improper handling of e-waste releases toxic chemicals and heavy metals – including lead, mercury, cadmium and flame retardants – into the environment, contaminating soil and waterways and polluting the atmosphere. For example, informal e-waste collection releases 58,000 kg of mercury and 45 million kg of plastics containing brominated flame retardants into the environment annually. All these substances pose severe health risks to communities, particularly in developing countries where informal recycling practices are prevalent.
The UK generated [...] 1.7 billion kg of e-waste in 2022
Global cooperation is urgently needed to address these environmental and health challenges, especially considering the 900 billion kg of ore left in the ground thanks to urban mining (extraction of resources from waste, ie recycling) is equivalent to 52 billion kg of CO2-equivalent emissions avoided.
FULL CIRCLE
Our current take-make-waste linear approach must be changed to a closed loop system. In the UK, the Right to Repair Regulations introduced in July 2021 currently focus on household EEE such as washing machines and televisions but are expected to be expanded into other categories, including small consumer electronics such as mobile phones and laptops.
Government policies and business and community initiatives are crucial in supporting the circular economy. Encouraging behavioural changes towards consumption in the home and workplace, along with reducing barriers to repairing and recycling e-waste, can drive more sustainable practices.
DEALER TIPS
Dealers can play a crucial part in the circular economy and help customers understand the issues of e-waste and the benefits of recycling properly and repairing or buying refurbished goods. It can be an easy way to offer a valueadded service and boost your environmental credentials with clients.
Here are a few ideas:
• Promote electronic devices that can be easily upgraded, repaired or recycled.
• Provide an e-waste collection service for customers or a repair/refurbishment service. This could also include e-waste audits, helping customers decide whether items should be repaired, donated or recycled.
• Find out whether your wholesaler or vendors have a recycling scheme that you can participate in and become a local collector. If this option isn’t available, check local council guidelines for recycling e-waste.
• Team up with a local repair shop.
• If electronic equipment is still in a good state of repair but unwanted, identify any local charities or educational establishments, for example, that could use it.
• Encourage customers to ask their employees to bring in their devices for recycling or refurbishment – estimates suggest over 800 million unused electrical goods are sitting in UK homes.
• Look out for vendor-approved remanufactured items for sale through distributors.
• Don’t forget that data security is paramount, so partner with a reputable company to ensure total data erasure.
Breaking barriers
How work ethic can support bridging the social mobility gap
Social mobility is a concept that resonates acutely with me on both a personal and professional level. When I first encountered the theory a few years ago, I was struck by its profound significance and felt an immediate connection to its implications. Realising how frequently this critical issue is overlooked, I committed myself to a deeper understanding of the topic.
What began as a personal interest soon evolved into a professional mission, culminating in the decision to dedicate my research and thesis to exploring the subject in greater depth. This journey has only reinforced my belief in the power of work ethic and equal opportunities to bridge societal gaps. Moreover, it has fuelled my passion for advocating for policies and practices that promote a more equitable society where everyone has the chance to succeed.
WALKING THE PATH
Social mobility refers to the ability of individuals, families or groups to move up or down the socioeconomic or social hierarchy. According to the OECD, it is measured in terms of earnings, income, social class and wellbeing, such as health and education. Vertical mobility remains a pressing issue. While the UK has made strides in certain areas, significant obstacles – predominantly economic disparity and education inequality – still hinder upward mobility for many. However, in an environment of true equality,
Melissa Doran is Marketing Manager at JGBM
talent and commitment become the focal points and are prioritised over other factors.
While academic achievement and experience undoubtedly play crucial roles in shaping career prospects, work ethic often emerges as the ultimate differentiator. In a workplace where coequality is the norm, employees who demonstrate dedication, reliability and a strong work ethic can transcend traditional constraints. It’s important to note that diligence extends beyond hard work; it’s about striving for excellence, demonstrating resilience in the face of challenges and a commitment to improvement.
Parity has the power to transform lives and careers
THE BUSINESS CASE
Embracing equal opportunities is not merely an ethical imperative – it also makes sound business sense. A diverse workforce in respect of background and experience brings a wealth of fresh perspectives and innovative solutions to the table. This diversity of thought is crucial in today’s globalised economy, where adaptability is key to staying competitive.
Parity has the power to transform lives and careers, offering individuals the chance to achieve their full potential. For companies, fostering inclusivity and fairness is a pathway to innovation, growth and long-term success. As we strive for a just society, it is incumbent upon businesses to lead by example, breaking down barriers and creating possibilities for all.
By recognising and rewarding work ethic within a framework of equal opportunities, organisations can build a brighter future for their employees and themselves. This isn’t just about levelling the playing field – it’s about expanding it for everyone.
The only senior executive event for the business supplies industry addressing our unique challenges alongside matchless networking opportunities
SPEAKERS
• Alex Bonarius, Global Sales Director, Pukka Pads
• Henry Coutinho-Mason, Author of The Future Normal and Trend-Driven Innovation
• Stephanie Dismore, SVP and Managing Director, HP NW Europe
• Andrew Gale, Group Chief Executive, evo
• Brendan Hughes, CCO, eDesk.com
• Adam Huttly, Founder, Red-Inc
• Greg Liénard, CEO, Lyreco Group
• Chris Paton, Managing Director, Quirk Solutions
• Nicolas Potier, CEO, Bruneau
• Andreas Reuter, CEO, Schäfer Shop Group
• Marc Teulières, General Manager, B2B, Mirakl
• Finn Walsh, B2B Lead UK, Mirakl And more confirming all the time...
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 View the whole agenda at www.opi.net/ef2024
10% discount for Workplace360 readers. Use this code when booking: WKP360HKP
What’s your favourite sport to watch?
I’m a big Gillingham fan. It’s where I grew up, so I watch them play away from home as much as possible. I also love combat sports such as UFC, which is usually on at 3 am and I try to stay up for it.
Shaun Tidman, Head of Sales, Avery UK
Best gig you’ve ever been to?
I love live music and go to the Isle of Wight festival every year. However, the best gig I ever attended was Muse for their homecoming in a small field in Devon. I fell in love with the band there and then.
Do you collect anything?
Hobbies! My garage looks like a Sports Direct warehouse. I love trying new things, but I want to be automatically brilliant at them, so I have bikes, dartboards, boxing gloves and a small putting green. I even tried magnet fishing, which I have yet to live down.
Most embarrassing industry moment?
Luckily, I got most of my embarrassing moments out of the way in my 20s, so I avoid doing anything too daft now. Anything I did do I’ll take to my grave.
What is the scariest thing you’ve ever done?
It was during a training exercise while in the fire brigade. It was a windy day and I was at the top of an aerial platform ladder about ten storeys up. I was told a mechanical problem meant I had to get out of the bucket and climb down. It was terrifying. I think my
What is one thing people would never guess about you? There are quite a few things… I was a prison officer and a firefighter. I even did stand-up comedy for a couple of years.
shaking rattled the ladder more than the wind. I got to the bottom to find out it was all a wind-up.
Who is the most famous person you’ve met?
I went to one of the early UFC events in London in 2010 before it was globally popular and managed to get floor seats. I sat next to Katie Price, Alex Reid, Dizzee Rascal, Jamie O’Hara and Danielle Lloyd. I promise they were pretty famous back then! I also got to meet GOAT Jon Bones Jones (top right), the legendary Bruce Buffer and Dana White (bottom right) – although this is only cool if you’re interested in MMA and UFC.
Which phone app do you use the most?
I use X all the time as I don’t watch the news or read newspapers and like to know about events as they happen. That said, it can be a pretty awful place too.
Last book you read?
I love reading self-improvement books. The last book I read – for the second time – was No Bullsh*t Leadership by Chris Hirst. It’s an excellent book for aspiring and experienced leaders.
Favourite holiday so far?
I have some great memories from Club 18-30 holidays – for those who remember them! For my own safety, however, it would be Mexico, where I asked my wife to marry me.
Celebrate a ofCentury Support
