Retailer Spotlight RDO
“We recently hired in the appliance sales
team and had several candidates who probably could have done the job,” he says. “But if it’s not 100 per cent, it’s no. We’d rather wait and get the right person.”
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Reviews, reputation and relationships For a retailer whose name may still be unfamiliar to some outside its catchment, reputation is critical. At RDO, reviews are treated as a core business asset. “Reviews are the lifeblood of the company,” Mr Sargant says. “If a customer hasn’t heard of RDO, seeing our reviews helps them think, ‘Okay, this is a good company.’ I don’t see how you can run a business with poor reviews.” That focus is visible from the street. The business’s large digital screen out front, facing the busy one-way system through Reigate, often carries customer feedback and brand messaging. With around 10,000 cars passing each day, Mr Sargant sees it as an important awareness tool, even if he believes it could be used better.
“I’m not fully happy with the content on it at the moment,” he says candidly. “It needs to be more about who we are as a company, more focused on our unique selling points. But it absolutely has value.”
The same is true of external recognition.
RDO’s success at the ERT Awards has been embraced both as a team motivator and as an additional reassurance point for customers. “For the team, it’s a real boost,” he says. “Sometimes as an independent you can feel a bit like an island, so getting that nod from the industry is a really nice thing. It tells people they’re doing something right. “And for customers, it’s another marginal gain. They see the awards around the showroom and it gives them confidence they’re dealing with people who know their stuff.”
Community and continuity Although digital channels are increasingly important, RDO continues to invest in local presence and community connection. The business takes part in Reigate’s Christmas fair, raises money for charity and supports local causes, which Mr Sargant describes as being “the right thing to do”.
“Community engagement has always been important to RDO,” he says. “Whether it brings
in customers or not, that’s not really the point. We’re a long-established business in the community, so we should be there.” He points to examples such as fundraising at local events and the company’s support for community projects, while noting that the business does not always publicise these efforts.
“Our core value is doing the right thing,” he says. “If we can help people, particularly in the local community, we will.”
That sense of continuity extends internally too. Mr Sargant speaks warmly about the importance of keeping teams connected, from showroom staff to warehouse and delivery colleagues. Weekly updates, informal conversations and social gatherings all play a role in maintaining cohesion. “Relationships are everything,” he says. “Particularly with drivers and warehouse teams, you’ve got to make sure they still feel connected to the rest of the business.”
Clear-headed in a tough market Like many independents, RDO is not insulated from wider economic pressures. Rising operating costs, squeezed margins and the changing behaviour of both suppliers and consumers all weigh on the sector. Mr Sargant mentions fuel prices in particular as one current concern, especially in an industry where delivery remains so important. “There’s no secret margin in this industry,” he says. “There’s no secret margin in this industry, so when you pile on more costs, it is scary.” Yet his tone is notably calm rather than alarmist. He draws a comparison with football: when you make one mistake, the temptation is to panic and make another. In business, he suggests, the same principle applies. “You can’t do much about some of these things,” he says. “You’ve just got to react to them clearly. Head down, keep going. Don’t scramble. Reset and go again.”
That mindset also shapes his view of long- running issues in the trade, whether it
is
supplier behaviour, direct-to-consumer activity or exclusive models created for larger retail partners. These are realities of the market, he says, but not ones that should consume too much time or attention.
“The main thing for RDO, and I think independents generally, is to keep putting your
best foot forward,” he says. “If you keep looking at AO, you’re not going to win that game. Some structural things don’t change. You can either keep complaining about them or get on with your work. We do the latter.” “It’s an interesting old industry. There
are a lot of challenges, but there are a lot of opportunities too. If you don’t get too caught up in the challenges and try to reframe them as opportunities, I think you’ll be alright.”
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