RETAILING
area we have has had an effect on the profit margins,” he says. “We have 13 areas of selling points, and we’ve got some of those we want to redevelop and we’re going to reinvest back into those. Our stock range is getting smaller with our computer system, we’ve been EPOS now for a little while and that’s reduced our stock holding by about half, we get stock in when we need it and we know what we need. We’re just going to centralise all our receiving to the warehouse space, so we’re not doubling our stockholding because it’s just inefficient buying. “We’re just being more efficient,
and everything has been streamlined down to take the cost out of the business, using technology where we can to make the job easier. It’s an old 17th century building, so why take things upstairs to take them back downstairs, it’s easier to bring things in when and as you need them.”
In terms of future investment, Paul also says the company is looking to introduce a lift in the middle of the store, which will make getting around the space easier for customers. “We’re going to invest some of the
money from the release equity into a space in the middle of the shop to put a lift in. Most of it is stockroom space so I’m not losing much space by doing this, so it will save me a lot of costs in the future. It’s quite deep this building, it goes quite far, it’s longer than you would need. It’s worked for us over the years but duplication of stock, and we know what isn’t selling so we found ourselves having to spread stock out in order to fill the space.” In order for Barnitts to continue to thrive in a struggling market, Paul believes the company cannot afford to stagnate.
“If we want to be around for the next 100 or so years, we need to change. We need more and more on the internet, we need to be working with suppliers, and we need to be using technology and various other things to improve the business. “A slightly smaller store will be easier to run, and the experienced staff will be able to talk to more customers and give the service, and it will be far more efficient. For us to survive we will have to give a better service, perhaps a bit less more choice than we do now, but that’s not a bad thing as less is more sometimes.”
Brexit has caused disruption in
the retail sector as a whole, however Paul’s outlook on the subject suggests a relaxed attitude, and he says fearmongering won’t work. “I think we need some stability out there and some understanding - whichever way we are going to be. I think it just creates uncertainty, and like all things once we know where we are and what’s going to happen and how it’s going to happen - give it a month and the polticians go on holiday, our trading will actually be better because it always is when they’re not talking about Brexit!
So let’s stop talking about it because scaremongering isn’t the way. Who’s going to cut their nose off to spite their face?
He ends our conversation with wise words: “It’s been very disruptive over the last 18 months for business, people’s confidence have been hit and we just need some understanding so people can get on with their lives and what will be will be. It’s affected our profits, it’s been very difficult over the last two years, it hasn’t been easy, but change isn’t always a bad thing, it doesn’t have to mean the worst case scenario.”
22 DIY WEEK 14 DECEMBER 2018
www.diyweek.net
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