Business First - - PROFILE -

But this is growth with struc­ture, not for the sake of it. Hence the Dick­sons merger and other ac­qui­si­tions.

“We’ve ac­quired three busi­nesses and merged with another one of equal size, all in a space of 18 months,” Rod­ney says.

Merg­ers and ac­qui­si­tions al­low Hol­lier to con­tinue to evolve strate­gi­cally and there­fore add greater value.

One value-add that sets this com­pany apart is the flat man­age­ment struc­ture. “Our na­tional sup­ply chain flat man­age­ment struc­ture and flex­i­bil­ity are prob­a­bly our great­est as­sets and set us apart from our com­pe­ti­tion,” Arthur says. “We can of­fer truly na­tional sup­ply, where no­body else in our field can do that.”

Ev­ery busi­ness re­quires a mod­icum of flex­i­bil­ity. Tech­nolo­gies, cus­tomer re­quire­ments and at­ti­tudes are con­stantly shift­ing; it means those who fail to change are left be­hind. Yet Hol­lier con­tin­ues to forge for­ward and Rod­ney puts this down to the flex­i­bil­ity the com­pany has in work­ing with sup­pli­ers.

“I don’t want to go di­rectly into com­par­i­son to any com­peti­tors, but I think that flex­i­bil­ity in work­ing closely with our sup­pli­ers and their cus­tomers de­liv­ers ev­ery­body ex­actly what they need. These re­la­tion­ships add a lot of value and en­sure we can max­imise con­sumer en­gage­ment and mar­ket op­por­tu­ni­ties.”

Rod­ney says trust is key when deal­ing with sup­pli­ers. Hol­lier is a com­pany that from day one made it clear to sup­pli­ers that they would pay their bills on time. This was cru­cial to the com­pany’s value of­fer­ing dur­ing the es­tab­lish­ment years. “I think we’re seen as peo­ple that have a moral obli­ga­tion to pay our bills and that’s some­thing that we im­ple­mented from day one and it’s some­thing that I per­son­ally value,” Arthur says.

Rod­ney takes this fur­ther. “Cash is king within a busi­ness, but no more so than a cap­i­tal in­ten­sive in­dus­try such as ours. Over the years we’ve formed a great re­la­tion­ship with sup­pli­ers through ac­ces­si­ble lev­els of data and mea­sur­ables. I guess once again it comes back to the flex­i­bil­ity, our will­ing­ness to work with sup­pli­ers on projects that are prob­a­bly greater or bet­ter than some of their com­peti­tors.”

Ev­ery busi­ness re­quires a mod­icum of flex­i­bil­ity. Tech­nolo­gies, cus­tomer re­quire­ments and at­ti­tudes are con­stantly shift­ing; it means those who fail to change are left be­hind.’

Among the sup­pli­ers Hol­lier is renowned for set­ting high stan­dards and work­ing with in­tegrity. They are known as fair and a com­pany that can be trusted on its word.

“When we make an agree­ment with a com­pany, we fol­low through,” Arthur says.

Be­yond that the flat man­age­ment struc­ture al­lows Hol­lier to be hands on with clients.

“Key man­age­ment will speak to our key sup­pli­ers and key cus­tomers daily or weekly to en­sure that ev­ery­body through the mu­tual part­ner­ships that we de­velop con­tinue to be fos­tered,” Rod­ney says. “I’ll man­age high­end cus­tomer ac­counts di­rectly rather than del­e­gat­ing that. Hav­ing man­age­ment take care of these key ac­counts means sup­pli­ers know they’re speak­ing to the guys that are mak­ing the de­ci­sions and that gives them the con­fi­dence to take on projects.”

Suf­fice to say that Hol­lier of­fer a ser­vice that is well re­spected. It comes from a place where val­ues are pri­or­ity and where cus­tomer is king. This is a com­pany where in­ter­nal sup­port re­flects ex­ter­nal en­gage­ment. There is very lit­tle turnover in staff be­cause re­spect starts at the top and it fil­ters through the en­tire com­pany, which res­onates in the way clients are treated. This is a mea­sured com­pany that looks at how to add value and ways that value can be at­trib­uted to sus­tain­able growth. And that is a busi­ness phi­los­o­phy that can’t be taken lightly, par­tic­u­larly in the tough busi­ness of dis­tri­bu­tion.

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