q&a: darren clements


Adapting to ‘new normal’ market conditions


A Q&A with Darren Clements, retail general manager of Hughes Electrical


Simon King: Can you tell us about your background and also your work with Hughes before you took up your current role?


Darren Clements: Like several of our senior management team my first role with Hughes was a Saturday job, for me in the King’s Lynn store 25


years ago! Following that I was a sales person, then manager at North Walsham, Norwich and Great Yarmouth. Most recently, the retail operations manager involved in special projects such as store openings.


SK: What attracted you to the retail general manager role? DC: From the start of my career, I fell in love with retail, helping customers to choose the right product to meet their specific needs and to know it would serve them well for years to come. It is also about continuing the Hughes legacy which has served it well for over 100 years and has seen us help generations of the same family. As general manager, I want to instil my enthusiasm and knowledge in others.


SK: What is your vision for the retail business under your leadership? DC: While some may be happy to buy on the basis of a ‘review’ we find customers prefer to talk to a skilled advisor with an expert knowledge of that product and have it demonstrated to give them the confidence to buy. They want to see and compare other models


to help ensure they make the right decision. It is important Hughes staff show customers what is right for them - what is the point of paying for the latest technology if you will use less than half of its features? After decades of having shop managers


reporting to area managers, we now have a structure which gives them much more autonomy. Every shop is unique with different


‘‘ From the start of my career, I fell in love with retail 10 | www.ierdaily.co.uk


‘‘


Retail is a highly dynamic


industry and you can never stand still


customer profiles so managers must be able to adapt accordingly. I, together with the director of retail Jack Phelps, will support the shops and staff in any way we can.


SK: How is the retail business looking to grow? DC: Retail is a highly dynamic industry and you can never stand still. We have to adapt our offering to changing market conditions. Lockdown saw a massive change in customer’s buying habits, with online sales soaring to heights never seen before. Despite this we have not slowed down our investment in our retail offering. We need to make sure our new branches have what customers want; a vast range of products, ample free car parking, demonstration areas and a ‘click & collect’ service. Shops are also essential as display areas and information points for our ever-growing rental service.


SK: The Hughes Electrical stores have been through a refurbishment programme. Is it complete and how have stores changed? DC: Refurbishing Hughes branches will never


be complete! In addition to 28 shops we have huge call centres, delivery depots, trade counters and offices to look after. This year there will be several very exciting projects taking place which I can’t yet go public with. We see refurbishments as making sure we have the best environment for our customers, backed up by our brilliant in-store teams.


SK: What can you tell me about Shop Live, how useful a tool is it? DC: Shop Live was one of the ‘good things’ to come out of lockdown. Once on the Hughes website, and looking at products, customers can select to have a live video chat, they will be put through to, and be able to see, a skilled advisor who can then talk about the product they are interested in, answer any questions and even go out onto the shop floor to show and demonstrate over 1000 items. The system also allows customers to book appointments with advisors via an online calendar. It has been a huge success and is here to stay.


SK: What one bit of advice can you offer readers of IER? DC: Retail shops are so different no advice from me is going to help a shop with different customer, stock and staff profiles. If you press me, I would say make sure there is a passion being passed to customers about the products being sold.


March/April 2022


‘‘


‘‘


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48