FOCUS | Strengthening relationships
‘Understanding each other’s business really helps’
SCOTT DYSON, MANAGING DIRECTOR, DESIGN HOUSE, LEEDS
Q & A
Q: Which suppliers do you deal with in the main? A: TKC is our main kitchen supplier and has approximately 70% of our studio business, Nobilia takes the remainder. I strongly believe we have the Best of British and the Best of German, ensuring we can service virtually everyone who walks through our door.
TKC is a new supplier to us, selected at the end of 2019, so this relationship has been put through its paces this year. As part of the initial selection process, we did a blind order on four potential kitchen suppliers to understand their delivery, order process, service etc. Out of all of them, TKC was the only supplier to arrive on time and in full. We made a positive choice for them, and it has proved a very good one. Things can and do go wrong but their service on remedials is fantastic.
In bathrooms we deal with Nobilia, Rak, Grohe and Skudo.
Q: Given the challenge of Covid, how have relationships with suppliers been this year? A: Our relationships are strong. We are honest with our suppliers and we expect the same from them. We know the industry and accept the supply chain is under pressure,
probably like never before. However, both TKC and Nobilia have been proactive with communication and managing our expectations. I know when I’m receiving product and when I’m not – I can’t ask for more. I know some retailers have struggled with appliances, but we have direct relationships with our chosen brands of Hoover, Bosch and Neff and we’ve invested strongly in stock to safeguard availability for our customers.
Q: Stock issues seem to be an industry-wide problem – what’s your experience? A: Lead times may have increased ,but as long as communication is good, we can manage it. Prior to confi rming a sale, we run customers through the full order and installation process along with timescale, so they understand their project in detail. Timelines are industry-led, not retail-led, which we explain to all our customers and we also build additional time into our lead times to allow for any delays and the occasional damages.
Q: Have you been offered any special support? A: A few suppliers offered extended credit, which was a great gesture, but
wasn’t something we’ve needed. We’ve remained true to our principles and our service levels, meaning we’ve maintained strong cash fl ow. If we manage our jobs well and do what we do best, we shouldn’t need extra credit.
The support from suppliers’ staff though has been invaluable. I’ve got contacts with area sales managers, sales directors, the marketing departments and key accounts teams, which makes me feel part of their business and they always have someone on hand to help.
Our relationships are strong. We are honest with our suppliers and we expect the same from them. The other thing I advocate is working together as a team
Q: How important is the role of the ASM in the post -Covid world? A: Having been one myself and now sat on the other side of the fence, I think the role of an ASM is more important than ever. They are the face of the supplier and we rely on them to know their product, to communicate with us and to assist with staff training, whether safely on-site or virtually.
Q: What are your top tips for establishing a good supplier/ retailer relationship? A: Understand the retailer.
Communication is key at all times – don’t hide when things are bad. Knowing the structure of each other’s business really helps. Is what I’m asking for actually possible and vice-versa?
Product knowledge from an ASM is useful to train us so we can relay it. Knowledge is power, and a retailer is expected to know everything when a consumer is parting with thousands of pounds.
Q: How can retailers play their part in strengthening relationships? A: I think we have to be honest with suppliers, so they can fulfi l our needs – whether we’re talking about sales, cash fl ow or opinions on new product development. Don’t exaggerate your sales for better discounts, it’ll only make you look daft!
The other thing I advocate is working together as a team when you do have issues or when improvements can be made. I’ve done this to great effect with TKC this year and it has delivered fantastic results for both our service levels and retail sales.
40 · November 2020
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