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Kondor and its KISS of success World-class companies from across the region


Many will know the KISS principle of business but Kondor, the consumer electronics accessory specialist, has a 21st-century version that has helped put the Dorset-based company at the forefront of its sector


The KISS of Kondor keeps it simple for its B2B customers – from product conception through to consumer interface – and ensures the company’s operations are leading edge.


KISS (the Kondor Intranet Support System) incorporates a purpose-built order management service that is constantly developed around Kondor’s ongoing needs. It includes a drop ship vendor (DSV) order processing system for its customers’ websites that uses B2B integration, which effectively links customers’ servers with Kondor’s for efficient simple real-time ordering.


The KISS system also includes a leading edge content management system (CMS) with a fast and flexible asset library, enabling Kondor to manage customer website product imagery and content.


Kondor uses KISS within many roles for many B2B customers because Kondor aims to be the ideal middleman – invisible, but reliable and adaptable, a strong link in a shortened supply chain. Every week it processes 175,000 accessories – from headphones to handsets, batteries to Bluetooth connectors, chargers to car kits – for distribution to high-street names throughout the UK.


Many of those accessories arrive at Kondor factory-fresh but unpackaged and unrecognizable to high-street consumers. They leave Kondor purchase-ready packed complete with point-of- sale materials – much of which Kondor will have designed and produced itself to the exacting standards of major brand-name B2B clients.


Kondor provides a one-stop shop of services from product creation to retail sales-point (either instore or online) and performs those services so well that its MD Rob Haycock confidently predicts the company’s turnover will exceed £50 million this year, a 15% year-on-year increase. “We are in good financial health,“ he says, sitting in the boardroom of Kondor’s new purpose-built offices and production hub on the Christchurch Business Park.


Kondor is a former Dorset Business Awards ’Company of the Year’ but the only plaudits it really strives for are those from its many customers and suppliers – all the major mobile networks, Vodafone, Orange, T-Mobile etc; supply partners Blackberry to Betty Boop, Skullcandy to Sony; plus retailers Asda to Amazon.com, PC World to P&O.


Exceptional service that adds value for its working partners is one leading edge quality at the heart of Kondor’s success. Another is speed of operation.


“For us, concept to shelf-stock inside 12 weeks is not uncommon. We have a reputation for being first to market, which is necessary with some of


THE BUSINESS MAGAZINE – SOLENT & SOUTH CENTRAL – SEPTEMBER 2011 Rob Haycock


the lifestyle accessories we handle that may have a limited fashion-dependent shelf-life,“ explains Haycock.


“Our trading sweet spot is accessories from around £3-£30, so volume, timing and market awareness is crucial.“ The Kondor consumer electronics market ’antennae’ are so well tuned that commercially they regularly surf each breaking consumer trend. “Currently, everything is trending towards mobile communication.


“Sometimes we even create the breaking wave ourselves, come up with a suggestion, and develop a product with one of our suppliers,“ says Haycock.


Last year Kondor set up a Hong Kong sales company. It has also introduced its own specialist products – that won’t compete with the lines of Kondor’s key B2B customers.


Leading Edge


Kondor began life in 1994 when founder Malcolm Bartlett went into his local Dixons and noticed the poor product marketing and displays. He offered Dixons an improved outsourced service – and importantly, acted as the one facilitating, flexible, fulfilment provider for Dixons hundreds of suppliers.


Add to that description fast and fashionable, the top names in the consumer electronics and retail sectors, and 17 years of experience and evolution, and you have today’s multi- tasking Kondor.


KISS, Sage financial systems (Haycock is an ex KPMG accountant), just-in-time stocking policies and Haycock’s prudent approach as a shareholder – “If you own it, you look after it“- are control factors on a dynamic business model. The friendly team spirit of Kondor’s personnel, allied to a wide range of personal skills, is an obvious driving force.


The Kondor culture is open-minded, accepting of change. Its growing 110-strong workforce is encouraged to be pro-active and creative, while ever-conscious of ’keeping the customer satisfied’. Constructive and close working relationships with all customers are the norm. “It’s all about providing solutions for customers and making their jobs easier.“


So, does Haycock regard Kondor as ’leading edge’?


“Yes and No. Yes, we are industry leaders in certain things we do, and I’m sure a lot of people would like to be like Kondor, but I’m always seeing things that can be improved. We operate in a fast-changing sector and you have to keep aiming to be leading edge. All our customers expect us to be that anyway.“


This article is the first in a series looking at leading-edge companies identified by BDO.


The BDO business adviser’s view by director Robin Lloyd


You cannot fail to be impressed by Kondor’s new purpose-built unit in Christchurch. It is


modern, stylish and fit for purpose, but it is more than well-designed bricks and mortar that make a highly successful business.


The combination of energetic and passionate leadership and an engaged workforce, who are encouraged to actively drive the business and contribute ideas, has created a culture that other companies should aspire to.


This is backed by financial prudence – money is only spent where it will improve the business. However, Kondor’s emphasis on customer satisfaction is key. It reflects the growing focus across all industries on service delivery as a differentiator in an increasingly-competitive marketplace.


I think Haycock’s final comment is perhaps the most revealing, that to be leading edge you don’t stand still, but continually seek to improve. It’s not only about catching the wave, but also creating it!


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