Canadian Electrical Wholesaler

 

 

Locking Back DeficitAugust 31 2016

An $80,000 deficit from 1979 greeted the CEDA members at the 1980 Annual General Meeting. The more than $300,000 in expenditures in the previous year had outstripped revenue by that much. Treasurer R. Ellis explained there were three reasons for this deficit: 

• a decrease in income from membership dues caused by numerous mergers

• increased activity by all committees, especially the Operations Research group 

• a loss in operation at the 1979 St. John’s Conference

Mr. Ellis stressed that the association was still financially sound, and noted that neither the annual dues or the conference fees had been increased for several years.

Executive Director Richard Taylor announced his resignation effective in May so that he could take up a position with COPEL in Quebec. A recruitment committee was set up under the Chairmanship of incoming President Jack Nairn to seek a replacement. The committee eventually selected the current President, Stan Wild, an experienced association executive who at that time was employed as President of the Warehousing Association.

At a Board meeting in fall 1980, a motion was made that “in order to cut our conference costs and decrease future expenses, CEDA discontinue the practice of paying the airfare of delegates attending the conference.” Under this 20-year-old provision, CEDA had been paying the return economy airfare of one delegate per member company. Past President Jim Redmond warned the Directors that they should think carefully about this motion; it was his opinion that the practice should be continued, as it encouraged smaller, less wealthy members to attend the annual conference. The Directors considered Mr. Redmond’s remarks, but voted to discontinue paying airfare to conferences, subject to the approval of the 1981 Annual General Meeting.

To ensure that large member companies in CEDA did not pay a disproportionally large membership fee, a $200 million dollar ceiling was placed on annual sales for the purpose of calculating member fees. The standard multiplier used in calculating membership costs had made no allowances for members with a larger volume of sales; the fee ceiling allowed larger members to limit their membership fees. This ceiling was seen by the directors as a stop-gap measure until a more equitable system of determining membership dues was decided upon.

The Board decided to set up a system whereby members would be required to report their annual sales in confidence to the Executive Director, so that membership fees could be accurately computed. Up until this time the Executive Director had estimated members sales and it was generally agreed that most estimates were low. (The only members who ever complained about the estimates were those whose sales were overestimated… and there were precious few of those.)

Acting on a recommendation made at meetings held in September and November 1979, the Directors approved a draft bylaw that would change the titles of the CEDA Executive. The President would become the Chairman of the Board, Vice Presidents would become Vice Chairmen of the Board, and the Executive Director would become President. The proposed changes required the approval of the members and were therefore to be circulated to members with the agenda for the 1981 Annual meeting with a recommendation that they be approved. (The change was voted on and approved the next year.)

Photo courtesy of jarmoluk at Pixabay.

 

 

OlsonBy Katrina Olson

A recent CEW article by David Gordon caught my eye. The headline was, Are Your Sales and Marketing Teams Inhibiting Growth?

As a marketing consultant, writer, and trainer, I recognized the challenges and barriers that David was writing about. We agree on many issues (and their causes) facing electrical distributors and marketers. But I also hear from marketing people all the time that the C-Suite is hindering their efforts which, in turn, hinders the company’s growth.  

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Study


A confirmation: the winds of change are now howling.

Several years ago, in a workshop at Electro-Federation Canada’s annual conference, a roundtable session described and debated the numerous disruptive technologies that are forcing us to think differently.

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Looking BackIn the 1930s to 1940s, CEDA’s Western Canada membership was very stable with old line independent companies like Horsman, Ashdowns, Brettell, Marshall Wells, Electrical Supplies Ltd., etc.

Small electrical distributors just were not acceptable for membership as they did not carry the main-line manufacturers’ goods, publish a wiring device catalogue, or employ four to five salesmen as CEDA requested.

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Changing Scene

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Bill Smith from Electrozad Supply Company Limited has been selected as this year’s recipient ...

Peers & Profiles

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Laura Dempsey

Owen Hurst

Laura Dempsey has been working as an outside sales representative for E.B. Horsman & Son for over 15 years, and is a member of the BCEA U40 network of young professionals. She lives in Langley, BC and is proud of her position and work with E.B. Horsman, particularly as she is the second Dempsey generation to work for the company.

Laura’s mother Shelly has worked at E.B. Horsman for over 25 years, and instilled in Laura a determination to succeed. Laura followed in her mother’s footsteps after witnessing how much her mother enjoyed her work and the people she works with at E.B. Horsman.

Read more: Laura Dempsey

Laura Dempsey

Line Goyette

I've known John Sencich since CEW began publishing. He agreed from the outset to be part of the newsletter’s Editorial Board. His contribution was regular and sustained. Always present to answer my technical questions, and refer me to the right person for additional information as needed. Always available despite his role as senior leader of an influential company.

Over the past five years, many industry insiders have cited John Sencich when I asked them to name someone who had made a difference in their lives or had inspired them as a leader.

Read more: John Sencich

Looking Back

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The ceiling that had been placed on membership fees remained a point of contention among ...
The year 1982 started on a relatively good note for electrical distributors. Sales in the first ...

DIgitalDigitalization is set to take a strong hold of all business models, transforming how companies access, monitor, engage with and service customers. Today’s customers are not passive consumers; they rely on real-time digital access to information to make purchasing decisions. Businesses must consider how to apply digital technologies and digitized data to connect with customers to help reshape their paths to purchase. This digital lens provides improvements to business functions, operations and overall processes by creating stronger insight and knowledge so businesses can take action.

The path towards digitalization has put the electrical supply channel at an important crossroad: the entire electrical value chain (suppliers, manufacturers, distributors, customers) will need to strongly consider how to move from a traditional model that has served the market well for decades, towards a new model that is connected, smart and highly efficient. But how does the industry evolve from a traditional model to an integrated ecosystem?

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EFC 2018 Scholarship Program

This year Electro-Federation Canada (EFC) will award $156,250 across 62 scholarships supported by manufacturers, distributors and associations.

The annual EFC Scholarship Program reflects an industry that understands its responsibility to attract future talent. In the face of technological, demographic, and socio-economic evolution, the employment landscape is in constant transformation resulting in substantial challenges for companies as they work to define and redefine their recruitment practices. Furthermore, as competition for the brightest and the best of the next generation of business leaders intensifies, it’s more important than ever to engage young people. 

Read more...

 

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