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It Is Our Belief That Consumers Want A In The Office EXECUTIVE INTERVIEW MIGHTY Independent In a duopolistic industry that is run by big-box stores, Mitre 10 is giving a voice to the independent retailers and helping them to compete against the major chains. Images by Estelle Judah Photography ith over a decade $42-billion hardware sector was The core value at Metcash is to “It is our belief of experience going through dramatic change, build successful independents. that consumers across the with the introduction of new Metcash group, entrant Woolworths—through its This model is different to want a plus 16 years Masters chain—planning to take on Woolworths and Wesfarmers in the convenient, Wwith major fuel company Exxon the market leader, Bunnings. sense that Mitre 10 does not want local, and Mobil including four years in Masters announced plans in 2009 to company-operate its network. France and Germany, Mark to roll out 150 big box hardware “As a wholesaler, we own the innovative Laidlaw joined Mitre 10 with a stores over a five year period. The distribution centres, the brand, brief to turn the company around. home improvement market is very and the marketing programs, but alternative to fragmented and will go through we want families and small the chains, but “In April 2010, I was appointed considerable consolidation over businesses to own and operate our we have to CEO to Mitre 10. Metcash had the next three to five years. stores. It is our belief that just acquired a 50-per-cent share consumers want a convenient, fight hard of the business. The other 50 per “After the two big-box operators, local, and innovative alternative to each and cent was owned by the Mitre 10 the remainder is split among the chains, but we have to fight storeowners at that time but was hundreds of independent hard each and every day to make every day subsequently purchased by operators, from timber yards to sure small businesses survive. To to make Metcash in July 2012. Before that, plumbing and bathroom succeed in this fight against the I was general manager for IGA in specialists. Currently, there are two big-box operators, it is important sure small Victoria from 2004 to 2010. It wholesale suppliers servicing the to have a passionate executive businesses was a time of significant growth independent sector, Mitre 10 and team that is committed to and a fantastic time to be Danks, which was acquired by protecting and growing the survive.” involved with IGA and the Woolworths in 2009. independent hardware sector. - Mark Laidlaw independent grocery sector. “In many ways the two big box “I am very proud of our team- “Metcash appointed myself and conglomerates Wesfarmers and based culture at Mitre 10, and As featured in two other senior executives, Carl Woolworths, which now control 80 consider our people and our The psychology Brooks Brothers The CEO Magazine behind business decisions Swiss Escape: The Valais Range Rover Sport Effective governance Science of Club-fitting Salem, General Manager per cent of the grocery market are storeowners to be our strongest Rethinking your wheelhouse For more info visit Merchandise, and Robin Johnston, trying to do the same in hardware. assets alongside the Mitre 10 theceomagazine.com.au BUILDING General Manager Commercial, to We believe there is also a place for brand. We encourage our staff to BLOCKS ISSN 2201-876X Mitre 10’s CEO Mark Laidlaw: 11 ncl. GST I Providing independent retailers MAY 2014 MAY $14.95 with the tools of the trade 9 772201 876005 Defence Bank’s Jon Linehan • De’Longhi’s Paolo Albertoni • Saracen Mineral Holdings’ Raleigh Finlayson drive the turnaround. The a third player and that is Mitre 10. spend time in stores rather than theceomagazine.com.au The CEO Magazine - May 2014 11. sitting behind a desk in the office. You learn a great deal by visiting a Mitre 10 store and walking the shop floor.” Considering the similarities between independent grocery and hardware stores, plus Mark’s previous experiences, Mitre 10 introduced some similar strategies to the ones used in strengthening IGA. “At Mitre 10, the first thing we did was make sure our external branding was consistent. Over the years, Mitre 10 had experienced nine different versions of the brand, and the 400-store network had no consistency. We painted our stores in a contemporary blue and white, and it was pleasing to see the Mitre 10 storeowners were prepared to invest in the new branding. This helped to provide a sense of unity and team spirit.” The second strategy for Mitre 10 was to re-launch a new marketing program. “Julie Smith, General Manager of Marketing, was instrumental in securing Scott Cam as the brand ambassador for Mitre “Our a successful model. It also helps our knocking on suppliers’ doors in an 10. Scott provided great appeal for consumers storeowners manage their inventory effort to win back respect and both our tradie and our DIY levels better, as once the sale is show them we had a clear vision customers. Scott was actually a these days received online, our distribution and strategy for the future. Mitre 10 customer before he want to centres check to see that the joined us, and that helped make nominated store has adequate “We support both the big-brand our TV commercials very authentic. spend across stock. If the product is not in stock, suppliers and the small innovators. This also enabled us to secure The a number the store receives a delivery within In terms of big brands, paint is Block, which has been a very 24 hours and we ensure the stock a very interesting category. successful DIY television series of channels. is available when the customer Dulux is ranged in Bunnings and allowed us to reach a new and Bricks-and- drops in to pick it up.” and not Masters. Wattyl is ranged younger audience. Mitre 10 has mortar is very in Masters and not Bunnings. We been a major sponsor of the show Mitre 10 will continue to invest in are happy to be a customer of for over four years.” important to us, its omnichannel platforms in the Dulux, Wattyl, and Taubmans as it particularly as future, seeking to take advantage provides our stores and their It was also important for Mitre 10 of its physical stores as convenient customers with greater choice. to expand its digital platform. “Our our brand is pick-up points for products consumers these days want to about being ordered online. The retailer is “There are also a number of spend across a number of also very pleased when online smaller, innovative suppliers that channels. Bricks-and-mortar is very ‘mighty helpful’. shoppers visit the store and make will not be ranged by the big-box important to us, particularly as our But we have additional purchases. operators. Things such as pool brand is about being ‘mighty testing works very well in Mitre 10 helpful’. But we have also also established Strategy three was about re- stores. We work with a supplier established an online ‘click and an online ‘click engaging with suppliers to ensure called Pool Resources, and nearly collect’ service which generates they saw value in Mitre 10 and 50 per cent of our network has over $1.3 million in sales. It has and collect’ continued to invest. “Carl Salem pool-testing facilities available. been very pleasing to see the Mitre service which and I spent the first three months This has worked well, as many 10 storeowners embrace online generates over selling and become better at it. $1.3 million “Our partnership with Mitre 10 is solid and a key platform for growth in the Independent “Having the end consumer order hardware segment. Our strong relationship with Mitre 10 ensures we continue to work in sales.” together closely ensuring high quality support and programs to members and their product online and then pick up - Mark Laidlaw consumers.” - John Lange, National Key Account Manager - Independents, Valspar the product instore is proving to be Consumer ANZ theceomagazine.com.au The CEO Magazine - May 2014 13. pool shops are not open on “We also introduced a locked- still an ongoing battle today Saturday or Sunday afternoons. down low pricing program, and with the chequebook acquisitions developed a more aggressive and by the chains, the backing of “Premium power tool company appealing monthly catalogue which Metcash has allowed us to find Stihl refuses to deal with large has been well received by our better solutions when storeowners corporates like Bunnings and stores. Previously, the Mitre 10 want to sell. Masters. You will find the Stihl catalogue looked more like a range www.abscosheds.com.au range in a number of Mitre 10 guide than a sales tool. Today’s “For example, we can assist in stores due to our stores enjoying version is far more consumer finding a new owner for the store, local ownership.” friendly and allows our customers or in some instances take a to purchase many goods online. minority interest in a group of Carl Salem and his merchandising Our warehouse range increased stores. When we completed our team introduced some other from 16,000 to 22,000 SKUs, network plan, we recognised the significant initiatives which have which provided our stores with a need to retain a national footprint improved Mitre 10’s competitiveness. wider variety from suppliers and of the larger Mitre 10 stores that These include a revamped private reduced the need for our stores to had a good mix of trade and DIY label program. “In 2010, Mitre 10 purchase elsewhere.” customers.
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