p45 BKU-FEB22 Quooker_bku 31/01/2022 11:07 Page 45
Key to success – Futureproofing a KBB Business Stephen Johnson, Quooker UKMD
chain issues and Covid-19 with its harsh trading restrictions, the KBB industry has experienced every form of complexity that could arise. When it comes to planning and future-proofing our businesses, we must take these experiences, learn from them and recognise they are going to present more challenges for 2022 and beyond. We must face these challenges in a spirit of cooperation, recognising each other’s issues and working in harmony to try and solve them. If the last two years have taught us anything, it is that there is no benefit to working in isolation. Manufacturers, dealers and retailers need to work together; teamwork is paramount. Throughout the pandemic and the resultant
O
lockdowns, at Quooker we have tried to support the wider industry wherever possible, including our most recent campaign with the BIKBBI to tackle the growing skills gap crisis. We have become increasingly conscious that bigger brands have a wider responsibility of care, wherever that support is needed most. This also means investing in key relationships
that enable your business to thrive. At Quooker, we rely heavily on our relationships with our dealers and are incredibly thankful to each one who has continued to help us get our taps into so
ver the last couple of years, what with Brexit and resultant supply
many kitchens nationwide. Our business success or failure is determined by our ability to build and strengthen these relationships, and our whole strategy is therefore based around this dealer-first mentality. We are absolutely committed to them and understand that we need to engage them to develop the business for our mutual benefit. The challenge is that as everyone’s business is different, only by understanding each business individually can you deliver a bespoke approach that works for both parties. Manufacturers and suppliers cannot hope to thrive in the sector if those relationships are not rock solid. All of this is underpinned by having a world-class
product, everything else is pointless. We have spent the time, through constant
research, development and testing, developing market leading innovation and design. The form and function of our taps are unparalleled – we take great pride in being the best and believe our product genuinely makes people’s lives better. We also have a very simple work mantra at Quooker: work harder and do better than yesterday. With the objective to beat the previous day, however challenging it was, you can meet every new obstacle head on with fresh enthusiasm and renewed determination. For businesses looking ahead to an uncertain new year, I cannot recommend adopting this mindset enough. It is also crucial to adapt to the retail situation
that presents itself. During lockdown and the closure of many of our dealers and showrooms, we have seen the huge benefit of virtual working with our dealers and end-consumers. Whilst the pandemic took us off the road, we adapted and developed a strong and more efficient business model that allows for virtual consultations and installations. Not only are we helping reduce our carbon footprint, but we have continued to give customers unparalleled customer service, even from the comfort of their homes.
uinfo@quooker.co.uk uwww.quooker.co.uk
BKU FEBRUARY 2022 45
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 |
Page 49 |
Page 50 |
Page 51 |
Page 52
