Retailer Spotlight RDO
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But like many, the retailer is increasingly conscious that the role of physical retail has changed. The store is no longer simply a transactional engine; online has taken much of that function. Instead, the showroom has to offer clarity, confidence and a compelling reason to visit.
For Mr Sargant, that means careful curation rather than overwhelming choice. “If you had 100 washing machines on display, it would just be confusing,” he says. “It would be overwhelming. So we try to be more curated with our displays. We look at what’s genuinely good, what makes sense for the customer, and what helps take confusion out of the process.” Some of that comes down to “retail theatre”, particularly around premium and destination products that justify a journey to see them in person. “The online world is very good now,” he
says. “With some budget brands, a customer probably isn’t going to travel 30 miles to see one in-store. But for higher-value products, kitchens, premium appliances, things people really want to experience, that’s different.” He also sees potential for the showroom to play a greater experiential role through events and demonstrations. RDO has scaled back some of that activity since Covid, but he is keen to revisit it. “We probably don’t do as many events as we should,” he admits. “But it’s definitely something we want to do more of again, especially using the working kitchen upstairs. The role of the showroom has changed. If the transaction is increasingly online, the store has to become more of an experience.”
Digital pressures While RDO’s strengths lie in service and showroom presentation, Mr Sargant is equally aware that digital performance is non-negotiable. The issue, as he sees it, is not whether
independents should embrace
technology, but how to do so without adding friction or noise. “We’ll always jump into things that make sense,” he says. “If technology clearly benefits the customer, we’ll go in, and hopefully quite early. But if it doesn’t really do much, if it just adds confusion, then we’re not interested.” That principle shapes his view of AI and newer retail tools. He sees clear value in artificial intelligence in areas such as content creation, support and insight, and acknowledges that customer-facing tools such as augmented reality may have a place, particularly for premium purchases. But he is wary of adopting technology for its own sake.
“A lot of people get caught up in new technologies without focusing on the underlying benefit,” he says. “It has to make sense. It can’t just be something shiny that doesn’t really help.” At the same time, he believes AI could create opportunities for smaller retailers as well as threats. In search, for example, he suggests the quality and usefulness of content may matter more than sheer scale.
“The AI overview looks for valuable content
and answers to questions,” he says. “If anything, that can be an advantage. But the challenge is what happens next, where the customer clicks and how they move through the journey.” That concern is particularly relevant for independents, who may benefit from visibility
through buying group or supplier networks but still face friction in turning that awareness into a direct sale.
“It does help to be part of a strong collective brand,” he says. “That gives customers some trust straight away. But the journey still matters. If there are too many steps, or if the process is easier elsewhere, then that’s still a challenge.”
Smarter customers, sharper service One notable shift Mr Sargant has seen in recent years is the increasing knowledge customers bring with them before they even step into the showroom. “Customers are just a lot wiser now,” he says. “With LLMs and the amount of
information
available, the self-specifying is much better. You don’t often have people coming in having absolutely no idea what they’re talking about, because they’ve already done research on the way here or at home.” Far from seeing that as a problem, he views it as an opportunity to have better conversations. “You can speak to them at a higher level,” he says. “It’s great when someone comes in informed. It means the discussion can be more useful.”
The flip side, he notes, is that consumers are also more aware of their rights and quicker to challenge when something is not right. That, in turn, places even greater emphasis on communication, service and follow-through. RDO’s response is to focus relentlessly on standards, both online and in-store. Recruitment is part of that. While Mr Sargantsays there is good talent available, he is firm that the business would rather wait than compromise on fit. >>
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