2. More retail and online
Pollaers sees online sales and social media as a key plank in rebuilding customers’ enthusiasm for the brands. While this has traditionally been seen as problematic for wholesalers – putting them in competition with the retailers that are their customers – Pollaers says it is integral to modern wholesaling.
“The reality for any brand business globally now is that you need excellence in wholesale, direct retail and online sales capability. It is not a question of trading one off against the other, but rather ensuring we have amazing wholesale relationships that bring our brands to life; a direct retail presence that demonstrates the quality of our entire range; and online capability that keeps our brands relevant and accessible in Australia and internationally.”
3. Expand overseas
China is no longer just a place for manufacturers to outsource to; it is also a big market opportunity.
Pollaers tells LeadingCompany that the first two planks of the strategy are the immediate focus, but overseas markets “will evolve”. He says: “The most significant focus is investing and getting retail and online strengthened because its takes longer to expand the sales and distribution networks into other markets.
“But Sheridan is a good example. It already has China and Hong Kong among its top five customers, and has significant presence in retail through concession stores and dedicated outlets. The question we can explore is, couldn’t we do that with other brands?”
The brands mentioned are Bonds, Sheridan and “workwear”.
4. Stay ahead in supply chain
There is not much more efficiency to be had in supply chain, says Pollaers, after his own first-hand examination of the systems at Pacific Brands.
The answer is a watching brief on supply chain management. “The days of massive cost reductions through outsourcing are over for most manufacturers, but there are always areas for continued improvement.”
5. “Breakthrough performance”
Last, but most critical to success is fostering the talents of the company’s people, says Pollaers. He plans to foster a “breakthrough performance environment”, a leadership model that is promoted as a way to improve innovation. “Having had the opportunity to meet many people in our company, I can see that we have both great depth and diversity of talent. I have no doubt that this talent will thrive when we provide the right coaching, mentoring, feedback and end-to-end accountability.”
Pollaers saw a “strong desire to work better as a team” and plans to encourage greater ambition and performance. “We will build on the solid experience in the business and expand our risk taking and innovation capability. Commercial and sensible risk-taking needs to be encouraged and to become part of the culture at all levels.”
Kath Walters is the editor of LeadingCompany and an award-winning journalist of 15 years’ experience. Kath was previously a senior writer and editor at BRW magazine covering management, strategy, finance, entrepreneurship and venture capital across all industry sectors. In 2006, Kath won the Citibank Award for Excellence in Journalism (General Business). Follow her on Twitter.
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