Canadian Electrical Wholesaler

Business Development MarketingBy Justin Fugère

Before joining the electrical trade, I had the chance to work with over 20 companies as a management coach. During five years of consulting, I saw some companies that were doing great, some good, others not so good, and a few that were just trying to survive until the next order. Now what is the difference between the ones that were thriving and the ones that were barely surviving (or about to close)?
Sometimes taking a step back from our day-to-day grind is not only refreshing, but often essential in determining our next step as a business.


When we look at most companies, three majors principles summarize the efforts we put in every day:

1.    Operational excellence — how can I reduce the cost of what I’m producing today?
2.    Business development — how do I grow my current clients and who will buy from me tomorrow?
3.    Innovation or product leadership — what will clients be buying tomorrow?

In a company like Stelpro, these three principles are challenged every week. Our production team along with our continuous improvement team look at our supply chain process continuously to understand how we can improve safety issues, quality control and work methods to not only improve the cost of each part made but to also do it in a safer way while continuously improving quality.


Our sales team is dedicated to serving our distribution branches network, pleasing the end user (contractors) and always looking to understand why some contractors buy from us and some don’t.
Our R&D department will look at market outlook, technical innovations and equipment improvement to come up with new, better and cheaper ways to please clients with electrical heating needs.
With over 430 full-time employees, it is necessary to have a micro and macro view of the organization. But how can electrical contractors improve their business with the same approach?


Operational excellence


Three aspects will influence your operational excellence:
1.    Management system — the entire management tools in your organization
2.    Communication structure — when, what and how do I communicate with my management and employees
3.    Management behaviour — is the behaviour of my management value-added or non-value added (proactive or reactive)

The details of these three aspects will be explored further in my next article. For now, understand that they all contribute to one goal: reducing the cost of what I’m producing or offering.
The best place to start is to look at lost time. How much time do my people spend waiting for parts? Is everybody ready to go in the morning? Are my people working on the right priorities? Any good manufacturing excellence book could teach you a lot about solutions to these problems: optimizing the tool belt, optimizing the space in each contractor’s truck, making sure we have a secondary assignment list if the project stops. Do I have the right person working on the right job?


The oldest and best way to find lost time is to stand with a notepad and watch your people work. Write down how much time they spend working and how much time doing other things, such as pacing, searching, trying to understand, etc.), write down the result (biggest lost time), and brainstorm for solutions.


The golden rule of operational excellence is “What we do not control, we do not measure.” A good place to start for a contractor would be to create categories of calls (e.g., service call, emergency call, project) and categorize the hours worked by each electrician each week. Quickly (after a few weeks), a trend will appear. The same guys will tend to do the same kind of calls. Also, the number of calls will trend from electrician to electrician.


Once you have a few weeks of data, start setting a measurable and attainable objective. For example, a 10% increase in overall number of calls done per electrician. Financial compensation can be attached to the goal attainment but contrary to popular beliefs it is not necessary. We are simple as human beings: having a simple goal is often enough to improve our performance.


This video offers great insights in what really motivates us: http://www.youtube.com/watch?v=u6XAPnuFjJc


Once your employees understand what they need to do to improve and why they need to improve, everybody will be working in the same direction and thus make it easier for change to happen.
Salaries are often a company’s #1 expense.


Business development


So many avenues are offered to every type of business these days: postal mailing, internet ads, newspapers, etc. The key is to never stop. If you haven’t had a meeting with a new client in more than a week, than your business is not going to grow in the long run.


The first step is to understand who is in charge of business development in your organization. If you have less than 10 employees, chances are it’s the founder/owner. Small business tends to see business development as a cost. It should be seen as an investment.


Just as with operational excellence, business development should be measured to understand the best investments. You don’t know how to measure it? Ask every new client how they heard about your company. I promise that come December 31, you will know exactly where to invest in the coming year.


Best indicator to start: what is my return on investment for every dollar I spend? This year I spent $2,000 on a newspaper ad, $6,000 on a radio commercial, and $2,000 on flyers for a total of $10,000. These ads combined to produce $120,000 of new business. So, for every dollar I spend on publicity, I get $12 back in business. If you make good decisions and review your strategy, this number could go up to $20, $30 even $100 for every dollar spent. If you sleep on it and never think about it, this number will dwindle down and pretty soon you will be throwing money away.


Always remember those horror stories of small companies who start dealing with Wal-Mart. After a few months Wal-Mart is buying close to 100% of their production. When you have a client with over 50% of your business you are overexposed. Keep yourself diversified and always keep meeting new clients.


Sales should always be a top priority. The day you stop developing your market is the day your company starts dying. Business owners often see this as a useless expense because they do not measure the return on investment.


Innovation or product leadership


Remember all those primary school art classes in which you started with a blank piece of paper, a pot of glue, a pair of scissors and the whole world in front of you to create something spectacular? The result may not have always been impressive, but applying creativity to your business could mean the difference between thriving, simply surviving or slowly dying.


We often hear, “I’m a technical person, not an artist” or “I’m not a creative person.” FALSE! Creativity is linked to the elasticity of the brain, meaning, just like your 1 rep max bench press, it needs to be exercised to improve. How do I exercise my creativity? Let you walls down, try new things: drawing, reading, brainstorming with your team, take a different route to work tomorrow. All those means and hundreds of others will take you out of your comfort zone and train your brain to come up with new ideas.


Creativity and innovation can be applied to all aspects of any business. In the case of an electrical contractor, ask yourself, “What will make me different?” Think in terms of customer experience. Do I present my company the right way? How do I thank my clients and get feedback on the job we did? What is a prospective client’s first impression when meeting me or someone from my company?


There is no magic recipe for spontaneously stimulating creativity. Some will find it while doing something odd like gardening or yoga; others, while exchanging ideas with their peers. Whatever works for you is the right solution.


Here is a great video on “creative confidence.” It helps us understand why some people apply their news ideas and some don’t:
http://www.ted.com/playlists/11/the_creative_spark.html
To find news ideas, you need a new setting.


Conclusion


When looking to improve your company’s profitability, focus on the basics. These three simples principles should help any business in achieving steady and solid growth. Always remember: “The day you stop growing is the day you start dying.” Next month: more on the different aspects of operational excellence.

Justin Fugère is Stelpro’s Territory Sales Manager — Electrical Distribution for Quebec. Before joining Stelpro, Justin served as a business coach, management consultant and financial planner; Tel: 450-441-0101450-441-0101, ext. 208; This email address is being protected from spambots. You need JavaScript enabled to view it.

Contribute Your Product Knowledge to Develop the Industry’s Harmonized Data Model (HDM)

IDEA Harmonized Data ModelHave you heard about the industry’s Harmonized Data Model (HDM) initiative? IDEA, in partnership with NAED, is calling all product experts to get involved and be recognized by the industry. People who join the Product Expert Task Force will impact the future of the electrical distribution channel.

In the next 6 months, subject matter experts (SMEs) will be harmonizing the categorization for dozens of product categories. It’s an opportunity for industry experts to participate as a SME in the HDM initiative.

 

 

 

For more information Go Here.


 

 

CEW-31-UNEnvironment-WorldAccreditation-400.jpgClimate change poses very real risks to people and the environment. Extreme weather events like the destructive storm we just saw in Ottawa that left thousands without electricity for days, and damaged homes and critical infrastructure, are a stark reminder that we must take action, now.

Countries around the world agree – achieving a more sustainable future is a top priority. Commitments like the UN’s Sustainable Development Goals (SDGs), the landmark Paris Agreement and the ISO London Declaration, bring nations into a common cause to undertake the ambitious efforts it takes to tackle one of our time’s most critical challenges.

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Selling ServicesBy David Gordon, President, Channel Marketing Group

As every distributor knows, there is a labor and driver crisis in every market. It affects hiring warehouse staff as well as drivers. Today’s competition for labor is further exacerbated by competitive environments that can pay $20 / hour plus benefits (aka Amazon and others.) Further, within the electrical industry, many electrical contractors are faced with their own staffing challenges.

Industries have talked about fee-based services and many industry leaders are seizing upon the opportunity to diversify their income stream, improve profitability AND add a valuable service to their customers.

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CEW Schneider Electric Logo 2022 400

Schneider Electric recently announced it has won the Energy & Sustainability 2022 Microsoft Partner of the Year Award. Schneider was honored among a global field of top Microsoft partners for its innovative EcoStruxure software solutions provided to customers that were powered by Microsoft technology, including Azure Cloud and Dynamics 365.

The Microsoft Partner of the Year Awards recognize Microsoft partners that have developed and delivered outstanding Microsoft-based applications, services and devices during the past year. Out of over 3,900 submissions from more than 100 countries across various categories, Schneider Electric was recognized for providing outstanding solutions and services in energy and sustainability.

In 2021, Schneider’s EcoStruxure solutions helped customers reduce their carbon emissions by 84 million tonnes which amount to 347 million tonnes saved or avoided since 2018.

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CEW Ideal logo 400IDEAL INDUSTRIES, INC. recently announced that IDEAL ELECTRICAL will serve as the exclusive electrical partner of RIVET Work, a provider of workforce management software for specialty contractors. The partnership brings electrical contractors transformative visibility, access to labor and equipment planning tools and real-time utilization of company assets that result in improved profit margins.

Commercial and industrial electrical contractors nationwide are maintaining and scaling incredible infrastructure requiring complex planning, scheduling, communication and collaboration as phases and tasks progress. The RIVET platform provides automated forecasting for project teams that plug into job rosters, schedule gantts and location-aware maps for back-office managers to assign the right people to planned positions. Schedulers and equipment teams can even attach the dispatch of tools and equipment so contractors know where equipment is, and who’s using it, in real time. RIVET can also be used to quickly review worker profiles, field labor requests and create interactive job maps, as well as transfer workers where they are needed on demand.

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AD and TORBSAAD and Torbsa Limited are announcing an agreement to merge the two groups. The merger is expected to close July 1, 2022. Established in Ontario in 1966, Torbsa is a shareholder-owned group made up of twenty-seven independent building supplies distributors, with 48 locations across Canada.

Rob Dewar, president of AD Canada, discussed how Torbsa's strong leadership and financial success made the buying group an ideal match for AD. Rob Dewar, president of AD Canada, discussed how Torbsa's strong leadership and financial success made the buying group an ideal match for AD.

 

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CEW-32-EFC-TomMason-400.jpg

Electro-Federation Canada (EFC) is pleased to announce that Tom Mason has been appointed Vice President, Marketing and Channel Development and will report directly to Carol McGlogan, President & CEO. This change has taken effect on June 20, 2022.

Tom will be responsible for the overall planning, development, and marketing of channel-related programs, including initiatives that centre on workforce development, talent management, industry research, events, and regional engagement. The Marketing and Events teams will report directly to Tom. He will also work closely with other partner associations to promote collaboration across the electrical channel in Canada. Tom will be responsible for also leading the National Advisory Council (NAC), an operational committee that takes guidance from the Board to help steer EFC programming.

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Nedco/Rexel Atlantic is pleased to announce the appointment of Nathalie Parisel as General Manager, Quebec division effective July 4th, 2022.

Nathalie brings to the organization a wealth of knowledge in the Electrical industry and in leadership development.

Most recently, she ran her own consulting firm helping companies during their transformation journey to deliver profitable growth, sustainability and greater customer experience by building a talent pipeline. Prior to Parisel & Associates, she was Senior Vice President Canada, EES Division for Anixter. Over her 30-year career in the industry, Nathalie has worked in sales, marketing, customer service and engineering where she built high performing teams that achieve business objectives.

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EIN FE LEED 400

Franklin Empire Inc., the largest independently owned electrical distributor in Canada, and MONTONI are excited to launch the construction of the company’s new headquarters designed to support future growth. This family-owned 4th generation company is also celebrating its 80th anniversary this year. In summer 2023, Franklin Empire employees will move into their new facility of nearly 190,000-square-feet, conveniently located along Autoroute 40 at the junction of Autoroute 13 in Saint-Laurent and close to the Ericsson and VSL campuses developed by MONTONI. The building, which will be targeting a LEED certification, will triple the firm’s warehouse space and double its office area, while improving the customer experience and providing employees with a work environment adapted to the new reality of today’s job market.

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Peers & Profiles

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Larry SternThe Industry Data Exchange Association, Inc. (IDEA), the electrical industry-endorsed technology service provider and eBusiness standards body, announces its 2022 Board of Directors. Larry Stern, President of Standard Electric Supply, is the IDEA Board Chair for the coming year.

“Larry’s experience and strong leadership are a driving force to tackle industry challenges and pursue IDEA’s roadmap. Today, with the increasing complexity and the increasing volume of data that needs to be exchanged, IDEA is focused on our mission to facilitate the exchange of complete, high-quality transactional and eCommerce product content and serve as the standards body for the electrical industry.” said David Oldfather, President and CEO of IDEA.

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