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Performance Psychology Consultant, Dr. Alexander McWilliam, Talks Presentation Anxiety and Performing Under Pressure with MBM CEO, Darren A. Smith.Join Darren as he asks; 'What makes Dr. McWilliam the best person to talk Presentation Anxiety?'. With perhaps the only PhD, globally, that specialises in why and how we feel nervous when public speaking, Dr. McWilliam has the utmost knowledge and expertise on how to combat presentation anxiety. Watch or listen to the podcast episode to experience Darren and Alexander exploring the ins and outs of this subject. Click the Image Above to Watch the Full Episode on YouTube. Read The Full Episode Transcription Below:Darren A. Smith Welcome to the world's stickiest learning. My name's Darren Smith, and more importantly, I'm here with our guest. Thank you for coming. Alex, how are you? Alexander McWilliam I'm very good. How are you doing? Darren A. Smith Hey, I'm good. I'm good. We've both got our funky shirts on and striped. You're in check. We better not go to the same party. We'll clash. But hey, we're good. We're good. Let's get back to you. We're going to talk about presenting and about being nervous and speaking up and those types of things. We'll get to that in the nicest possible way. Why should we listen to you when you talk about this topic? Alexander McWilliam Well, we said my name is Alex, which is true, but my full title is Doctor Alexander McWilliam. I've got a PhD in public speaking anxiety and performing under pressure. To my knowledge, the only person in the UK potentially globally with a PhD specialising in this field, and I've been coaching presentation skills confidence when presenting for almost decades, so a wealth of experience. It makes me feel old, but.An expert in the field of anxiety and performing under pressure. Darren A. Smith Two decades we haven't even got any grey hair. What's that about? OK, so you're the only one with the PhD potentially in the world in this. So just tell me about that. How long did you study for to get this? Alexander McWilliam So my PhD took 1/ years in total, so it was three years. Multiple studies I looked at AI looked at all the interventions available for public speaking anxiety into reduction. That was one area of study. I developed a questionnaire to help identify specific public speaking concerns because there's so many in the world. But actually when we're coaching, we need to identify what it is specifically. Darren A. Smith Yeah. Alexander McWilliam And then a last study was using acting and improvisation to help reduce public speaking anxiety.So over the three years, there was all of these studies going on with multiple participants trying to figure out why they get anxious. How do we overcome that? And as there's so many interventions available, can something alternative, like acting in improv, which hasn't seen many mainstream sort of interventions, you see CBT, you see exposure therapy, things like that. But acting in improv, that was the unique route I wanted to go down and bring on my own expertise of being an actor and being an improviser. Darren A. Smith Yeah. Yep. Alexander McWilliam With that so 3 1/2 years of lots and lots of studying, lots of reviewing, lots of writing, and if anyone's doing it, if anyone's done it, they know that it is a mammoth of a task. But so rewarding once it's done. Darren A. Smith Impressive. OK, so 3 1/2 years doing that and and just would you just paint a picture for us? So what did you do? You did some research, not some. You did research. You looked at research you practise it. Is that we did for 3 1/2 years. Alexander McWilliam I read a lot of papers looking at theories, different theories from sports psychology, from psychology, looking at why people fail to perform when it when it matters, and what's happening in our bodies and our brains when ...
Discover the Personal Values Coaching Card deck with Expert, Clare WalkerDive into a great discussion between Clare Walker, expert in Personal Values and Darren A. Smith, MBM CEO. Here, the pair talk about why Clare is perfect author of this deck, due to her expertise, training and extensive career experience, how the deck works and what you can do to improve your coaching whilst utilising Coaching Cards. Watch the full podcast on YouTube by clicking the image above.Read the full Personal Values podcast transcript below:Clare Walker, Vodafone 0:04Yeah.Darren A. Smith 0:06OK, so the whole thing is probably, I don't know, 3-4 minutes, 5 minutes. You know, it's not a long video. It's as much as you want to say. Really the idea is we're helping people to understand and use them.Clare Walker, Vodafone 0:20Well, no, I'm not. I'm gonna go the personal values.They just look at the opposite way around for the simple reason I built those as very bespoke, not bespoke. But yeah, I built them quite bespoke.Darren A. Smith 0:34OK.Clare Walker, Vodafone 0:36Yeah. OK. Let me go personal wrong.Darren A. Smith 0:40So the first question coming up after I ask you who you are and what you do is what are these personal values cards all right.So we're just doing the what the what the why in the how.OK. So let me make sure you're OK with that.Clare Walker, Vodafone 0:58Let me completely blame and just push my credit First off.I'm gonna be on video.Darren A. Smith 1:05And then afterwards I got a different question for you. Nothing to do with the video, just something I've had your opinion on.OK. All right. I'm ready when you are.Clare Walker, Vodafone 1:13OK.I'm ready now.Darren A. Smith 1:20Talks, it looks real. It's good. Love the dunks.Hi, my name is Darren Smith. I'm from the world's stickiest learning. I'm here with Claire Walker from Vodafone. Claire, how you doing?Clare Walker, Vodafone 1:33I'm very well. Thank you, Darren.Darren A. Smith 1:35And Claire, what do you do at Vodafone?Clare Walker, Vodafone 1:38I am the coaching and mentoring lead, so it means that I look after all things for external coaching, internal coaching, coaching resources and also training people how to have a coaching mindset as opposed to be coaches.Darren A. Smith 1:53OK. And how long have you been doing coaching? Not necessarily just a Vodafone, but how long have you been doing coaching things for?Clare Walker, Vodafone 2:02I started my professional or my my more structured career back in 2016, but actually through conversations and interviews like this, I realised I've pretty much been coaching all of my life.Darren A. Smith 2:14Love that, love it. Love it. OK, OK, now we're here talking about these coaching card things. We have a number of coaching cards and you kindly collaborated with us on a particular deck. So I'm going to ask you a few questions to share with the folks that are watching. What are these things? Why did you create it and how to use them? So let's start with the first question.What did you create? What are they?Clare Walker, Vodafone 2:41I created a deck that our personal values cards and I have them all here.Darren A. Smith 2:47Oh yeah.Clare Walker, Vodafone 2:48And there are 80 of them that help people to understand what their drivers, they're motivators, their way of being is.So by going through these you can really start to investigate what it is that's inside you that can.When you look at them and investigate them can cause less friction for you and greater understanding of not just who you are, but who the people around you are as well.Darren A. Smith 3:16OK, so these are coaching cards. They look like they're the size of a playing card. OK, there's eighty of them and they come in a little box and their personal va...
Parenting Coach Ruth Taylor Talks the What, Why and How of our Parenting Coaching Cards with MBM CEO Darren A. SmithIn this exclusive discussion, Ruth touches on why her experience as a parent herself and her training as a soft skills facilitator makes her the perfect coach to have written our deck of 80 parenting coaching cards. Ruth and Darren cover the what, the why and the how of this deck of coaching cards, together with a few key pieces of advice and guidance that can be found in this brand new deck! Click Here to Watch the Full Podcast on YouTube. Read the Full Parenting Coaching Cards Podcast Transcript Below:Darren A. SmithWelcome to the world stickiest learning. My name is Darren Smith and more importantly, I'm here with Ruth Taylor. Ruth, how you doing? Ruth TaylorPretty good today. Thank you. When I say today, for me it's night time. Darren A. SmithGood.It is. Where are you in the world? Ruth TaylorWell, I decided to move from the UK all the way to the other side of the world, so I'm currently in New Zealand. Darren A. SmithRight. OK. So it's 9:00 AM here. It's probably about 9:00 PM there, isn't it? Ruth Taylor10:00. Darren A. SmithOh, right. OK. Thank you very much for coming in. We've got 3 short questions for you about the cards that you created, which I can see on the right there. So the first question is: Why, in the nicest possible way, should we talk to you about parenting? What do you know about parenting? Ruth Taylor When I came to New Zealand, I had toddlers and now I have two adults who I'm very proud of. They're in their 20s now. I was very fortunate. I did parenting courses before I had parents. Darren A. Smith OK. Ruth Taylor Parents? before I had children.Before I had children and that's something that most people don't get the chance to do. But I was trained as a parenting coach and a facilitator for courses by health promotion at the time to work with parents, and I thought this is awesome. I've got this and then what I found was the reality of having your own children is. Darren A. SmithYeah. Ruth TaylorNot quite as simple as they made out.But there were things which I was able to consider before having children, which maybe other people weren't, because obviously having gone on the courses, there was things I could talk to my husband about going. Have you ever thought about this? It was like, no. So those questions where I was thinking, well, how can we encourage other people to be able to ask those questions either before they even think about getting pregnant, when they are pregnant.And all that. So that's really kind of where the coaching clads came from and also where the sort of sections of the the cards came from.So and in my life I'm a facilitator. I I facilitate soft skill courses, communication skills, conflict management, leadership skills.Emotional literacy. A lot of things like that. So I've worked in schools, I've worked in hospitals with leaders, with parents, with children. So I guess I have a different insight as well as.How how we often think about children isn't actually how children think, and sometimes we don't think of the impact of our actions on our children.And therefore having again having card which encourages to reflect before we open our mouths or before we make certain decisions means that hopefully we'll get more of the behaviour we're looking for. Darren A. SmithThat that makes perfect sense. I know. When Gabby was born 25 years ago, these things don't come with a manual and you come home and you go.I have no idea what to do. My life has changed.Yeah. Ruth TaylorThe thing is, things change all the time, so these cards don't say do this do that, they say have you considered or? Where would you go for this information? So it's not a, not a guideline of saying, oh, you should pay it this way. And no, no, that's wrong.
Master the Art of Persuasion With Expert Christopher Phelps, Us Ceo of Cialdini InstituteChristopher Phelps and Darren Smith dive deep into the psychology of persuasion. Explore the powerful principles that can help anyone improve their persuasion skills.From understanding Robert Cialdini's six principles to actionable insights on how to apply persuasion in sales and business, this conversation is a must-watch for anyone looking to influence effectively and ethically.Click the image above to watch the video on YouTube You Can Read the Full Transcript Below:Darren A Smith:Welcome to the World Stickiest Learning. I'm Darren Smith, and I'm here with Chris Phelps. Chris, how are you doing?Christopher Phelps:Very good, Darren. How you doing?Darren A Smith:Hey, I'm good. You've just managed to solve a problem for me where I've got a stream of light from my light and, and Chris was saying, we'll put a post-it note sort of here, and you've just cracked it. It's been a problem for two years. We're off to a great start.Darren A Smith:So in this podcast we are talking about persuasion, influence, those types of soft skills. I'd like to start with a question, which is why should we and the people listening and watching listen to you when we talk about persuasion?Christopher Phelps:Yeah, that's a great question. Um, so just to give you a little bit of my background, uh, I was very fortunate, uh, and unfortunate at the same time. So I'm a dentist, uh, by trade. Uh, grew multiple dental practices in Charlotte, North Carolina, where I live on the East coast. And, um, had made this bold move of selling two of my best offices, uh, to free up my partners to be happier elsewhere, as I like to say, and took over my two struggling practices, the worst ones, so I could get back to being me, right? Get back to doing it my way. And I felt like if, if, if I could put my, all my efforts into those two baskets, so to speak, that I could do more with those two offices than what I was being held back with, with the four, right?Darren A Smith:Okay.Christopher Phelps:And so when I did that and I made that move, I then realised maybe that wasn't so smart, because now you're stuck with not the ones that were making money, the ones that are costing you money. , uh, one of which was a brand new dental practice that was costing me 70,000 a month, us in expenses, but only taking in 35,000 a month in revenue. So you don't have to be a math expert to realise that's not a good check to write each month, right? So, but what it was was a powerful motivator for me to stop, uh, procrastinating on the problems of these practices or ignoring them, right? And, and deal with them. The problem was I just didn't know what the root cause of the problems were. Okay. And so your brain is funny in that sense. That's why it procrastinates, that's why it ignores the problems, because if it doesn't understand the root cause or doesn't feel like you have the capability to solve the problem, that's what it does to quote unquote protect you.Christopher Phelps:Right? Well, at this point, knew I had to do something and dig into it. And I was fortunate that a friend of mine invited me to a business seminar, and the keynote speaker was the, the godfather of influence himself, Dr. Robert c Cini. And, you know, Cini is a professor of emus, of Mark, uh, psychology and marketing at Arizona State University. Uh, he wrote the book, influence of Psychology of Persuasion over 40 years ago, and that's what he's built his name and research around is this whole idea. And after he, he gone on stage and talked about those six principles. There was one of them in particular that was like my aha moment that I was like, yeah, that principle right there, that one is the root cause of all of my problems in my practices. Okay? So I knew he was, was in, he was an authority, right?Christopher Phelps:This guy had the answer. So I sought him out and, uh,
Mastering the Art of Negotiation: Strategies, Insights, and Real-World SolutionsExplore the art of negotiation with a distinguished group of professionals in this Negotiation Skills Training Webinar - Kuwait. Today, we're joined by Darren A. Smith, a seasoned expert in negotiation strategies and the founder of the innovative Sticky Learning methodology. Darren will guide us through some of the most effective techniques for achieving success in high-stakes negotiations, drawing from his extensive experience.Also joining us are Suha Isaac SCV, a dynamic facilitator and partner in bringing this invaluable knowledge to Kuwait, where she has been instrumental in fostering leadership and strategic negotiation skills across various sectors. Suha will share insights into how negotiation principles can be applied in the unique context of Kuwait's culture, especially for leaders in banking, education, and investment.Additionally, we are joined by professionals like Farrah, Yousif, Hamad, and others, who will share their personal challenges and experiences with negotiation, providing real-world examples to enrich our discussion.This session promises to be interactive and insightful, offering practical strategies that can be applied immediately. Darren will dive into the sticky learning approach, demonstrating how repetitive learning over time leads to meaningful behavioural change and long-lasting negotiation skills.Click the image to watch the webinar on YouTubeYou Can Read the Full Kantar Market Share Transcript Below:Darren A Smith:Hello and welcome.Suha Isaac SCV:Yeah. Hello everyone? Yes. Hello, hammed. Hello, Farrah. Hello, Yusef.Yousif:Hello. Hello. Hello everyone.Suha Isaac SCV:Hi, hammed. Thank you for joining.Yousif:Thank you.Suha Isaac SCV:Yeah, we're just gonna wait couple of morning, couple of minutes until um, we have more people because they're joining. And we are gonna start in two minutes maybe, Darren.Darren A Smith:We'll just see who else attends and then we'll begin.Suha Isaac SCV:Okay, great.Suha Isaac SCV:And of course, I know it's very difficult for people to join after working hours unless they're really interested in having some insight and a new, uh, let's say a new view about, uh, any topics that will be discussed in these kind of webinars. And, uh, I assume some of the people, I, I assume they have their, uh, I think their, their, uh, kids, uh, going to exams in this period of the time. And many people, let's say busy with starting, uh, preparing for their Christmas leave. So we're, we we're hitting the ground before the 20th of December when everybody actually will be switched off. .Darren A Smith:Makes sense.Suha Isaac SCV:Good. Yeah. Good, good. So the, the mic is yours. Can, uh, Darren, when you want us to start?Darren A Smith:Okay. Well, let's, um, see if we've got a few more people coming. This will be a very interactive webinar, so if you would like to come on camera, and if you would like to join in, I'd love to see your faces and we can chat about what challenges you have and how I can help. Hi. Good.Suha Isaac SCV:Yeah, how you,Yousif:Hi, how are you?Darren A Smith:Hello. I'm good. Good. I'm good. Farrah. Hello? Uh, you are on mute just in case youFarah:. Oh, sorry. I just said hi. Hi. Uh,Darren A Smith:I did some lip reading and I think I guessed. Uh, let's see if Hamed will join us. Can we coax him out? Hamed, do you fancy join us? Okay. And we've got, uh, someone else coming in. Okay. So bear with us while we just grab the late comers. Um, if you could, um, grab a piece of paper and a pen, it would be great. Um, just be some questions.Farah:Okay.Suha Isaac SCV:Okay. I think we have, um, SIA Hussein, thank you for joining us. And I think he, you want to start?Darren A Smith:It's all right. We've got Hamed coming back, so I've just, uh,Suha Isaac SCV:Okay.Darren A Smith:Admitting, um,
How Embracing Nervousness and Understanding Human Factors Can Transform Your DealsIn this podcast with negotiation expert Derek Chevalier, we dive into the secrets of mastering negotiations and transforming your approach from amateur to pro. Discover how to leverage your own nervousness to your advantage with the surprising strategy of "rope-a-dope," and learn why understanding the human element in negotiations is crucial for success.With insights that go beyond mere tactics, Chevalier's advice reveals how to effectively manage complex negotiations, understand the hidden roles of all participants, and craft strategies that make you the master of your negotiation game.Ready to up your negotiation skills and walk away with better deals? Read on to uncover the key strategies that will give you the upper hand and turn every negotiation into a win.View this episode on YouTube by clicking the image below.Click the image to watch the podcast on YouTube You Can Read the Full Kantar Market Share Transcript Below:Darren A. Smith:Alright, alright. Welcome to the world stickies. Learning my name is Darren Smith and my guest is Derek Chevalier. Now Derek and I were just having a great conversation because I was saying how do you pronounce your surname? And you were telling me it's French and it means nice. Is this right? Wow.Derrick Chevalier:OK. Yes, yes, that's it's actually a title, right, a Chevalier or knight.Darren A. Smith:You said so much better than me.Derrick Chevalier:Ha ha ha.Darren A. Smith:And also we were discussing Smith and I was saying how boring it is and I love your surname. I love it, I love it. But let's get down to why we're here. Derek, you're an expert on negotiation. I'm going to ask you a question which will be a little bit tough, but I know you'll take it in the right way. Why should our listeners listen to you when I ask you questions about negotiation? Right. Have you been doing it a while?Derrick Chevalier:Ha. I've been doing it awhile and I think the benefits that can come from the experience that I have is that people can transform their interactions with other human beings.Darren A. Smith:Nice.Derrick Chevalier:It's a process that can be adapted to virtually any element or aspect of both personal and professional life, child rearing to business, yeah.Darren A. Smith:Yeah, yeah. I mean I always say in negotiation, I can negotiate with anyone. But my kids, you know, they just win. But you know, we both know that.Derrick Chevalier:Exactly.Darren A. Smith:Now I've got.Derrick Chevalier:The younger they are, the more true that is.Darren A. Smith:Oh, I want a lolly. I want a lolly. I want a. Oh, come on. You've worn me down. Have 4 lollies, alright? So you and I were talking about this a couple of weeks ago and I said well, let's ask the questions that people are asking on Google, which I've got here. And you said, yeah, you can answer those questions. So that's what we're going to do. We're going to ask you the questions that the folks are mostly asking on Google, like 10,000 hits a month, alright.Derrick Chevalier:OK. Sure.Darren A. Smith:So let's start with the first one. Nice easy one to get us going. What do you mean by negotiation, that's what the folks are asking.Derrick Chevalier:Sure. So it's a formal or informal process of either conflict resolution or problem resolution. Essentially. That's as simple as it is, you know, a process for resolving.Darren A. Smith:I like it.Derrick Chevalier:Either issues or questions or conflicts.Darren A. Smith:Alright, nice. Nice. Alright, nice and simple. For folks watching or listening to this show and they're thinking I can't negotiate. I don't like negotiating and I avoid it. Just a couple of thoughts for them before I move on to our second question.Derrick Chevalier:Right, sure. Quick disclaimer, everything that I'll talk about is based upon the proprietary ne...
Dive Into Whole Brain ThinkingIn this episode of "The World's Stickiest Learning," hosts Darren A. Smith and George Araham engage in a deep dive into Whole Brain Thinking with expert psychologist Johan Olwagen.The discussion revolves around the HBDI (Herrmann Brain Dominance Instrument) model, exploring its applications and insights. With Johan's extensive experience since the late '90s and the hosts' own encounters with the model, the conversation delves into the value and impact of Whole Brain Thinking.Get a comprehensive understanding of HBDI and its relevance in leadership development and personal growth with this podcast!View this episode on YouTube by clicking the image below. Watch the video if you're more of a visual person You Can Read the Full Kantar Market Share Transcript Below:Darren A. Smith:Welcome to the world. Stickiest learning. I am absolutely pleased that this title will be a deep dive into whole brain thinking with our psychologist, Johan. Johan, how are you?Johan Olwagen:I'm very well and thank you for the opportunity guys.Darren A. Smith:And we're here with George as well. Hi, George. You good?George Araham:Hello. Hi, good and you?Darren A. Smith:All right, so we'll ask these guys to introduce themselves in a moment. What we're looking to do here for the next 30 to 40 minutes is a real deep dive into HBDI whole brain thinking to understand this thinking preference tool. And we've got our expert here. And George and I are going to grill Johan to within an inch of his life about HBDI because he's been using it for about 500 years.Johan Olwagen:Excellent. Looking forward to the challenge.Darren A. Smith:All right. Well, let's start with George. George, would you just tell us 30 seconds about you? So our listeners know who you are before we get stuck in.George Araham:Sure. So I'm actually NSO blog writer and I've been collaborating with Darren on HBDI. Which is a fascinating assessment tool. I also have my masters in marketing, but that's boring stuff so I don't really like to talk much about it. I did write an international best selling book on relationships, so yeah, that would be me in a in a nutshell.Johan Olwagen:Trans.Darren A. Smith:Well done. Well done. Thank you, George. Very welcome. Johan, would you just give us 30 seconds about you? And also I'm going to ask you that tough question, but in the nicest possible way, why should we listen to you when you talk about HBDI, please?Johan Olwagen:Well, first let me introduce myself. I'm a clinical psychologist in South Africa. I have been working in the field of leadership development since 1995, went through a number of iterations in my career. Why should you listen to me? Passion, excitement and impact? I really am passionate about getting people to change and working with people so that they can thrive and grow in whatever they intend in life and purpose in life.Darren A. Smith:Fabulous. Fabulous. Thank you. Thank you.George Araham:Hmm.Darren A. Smith:And how many years have you been, Johan working with HBDI whole brain thinking.Johan Olwagen:Well, in the late 90s, we had discovered it. A colleague of myself and we wanted to get a hold of the HBDI and it was provided to somebody else to run the business in Africa. And so I haunted this person down in 2001, made-up with her. She was the CEO of Herman International Africa and just said, I need to talk to you. We need to get together. We need to. Utilise this tool because I found absolute value in it so since 2001. In a couple of decades now.Darren A. Smith:And I didn't know that before we started this, but I had my first profile done when I worked for Sainsbury's, a supermarket here in 2001.Johan Olwagen:There we go. Fantastic.Johan Olwagen:Again.George Araham:Interesting, that's a similarity.Johan Olwagen:Absolutely. Yeah.Darren A. Smith:So we've got about 50 years between this of Herman th...
It Can Be Loney at the Top - But C-Suite Coaching Cards Can HelpJoin C-Suite Coach, Kim Randall and our very own Darren Smith, as they talk about support for C-Suite (executive-level managers). Face it, sometimes it gets lonely at the top, especially when everyone is rushing to you for support. Explore Kim's passion for delving into the human side of leaders, helping them to connect with who they are as a person as well as a leader. If you're a leader or want to offer support, make sure to check out this podcast.You Can Read the Full C-Suite Transcript Below:Darren A. Smith:Hello. You're at a podcast. Welcome to the world's stickiest learning. We're with Kim Randall and also Pudding who you're stroking there.Kim-Adele Randall:I am to try and get him to not join in. I think he might be the more vocal of the two of us this morning.Darren A. Smith:It's probably true. That's probably true. The title of our podcast is where Do C-Suites go to for support now? I'm joined by Kim, who is a C-Suite coach. Is that right?Kim-Adele Randall:It is.Darren A. Smith:OK, now in the nicest possible way. Kim, I'm going to ask you, why should we listen to you about this?Kim-Adele Randall:Great question, Darren. So I guess for me, I started off as in C-Suite and was there for a number of years. And then when I became a mum, I decided that I could have a bigger impact by coaching of the C-Suite leaders. Having been there and realised that it might be lonely at the top, but it's certainly not quiet. Everyone is looking to you for the answer. Everyone expects you to always be on your game. People forget that our cease suite leaders are people 1st and leaders second and we are all perfectly imperfect. We have things that go wrong in our lives. We don't always know the answer.Darren A. Smith:True.Kim-Adele Randall:We're not always feeling like we're firing on all cylinders and so if we can, when we understand the human side of that C-Suite, that was one of my passions as part of my purpose, which is how do we help those C-Suite leaders connect with who they are as a person as well as who they are as a leader and give them that support? Because no human being in the world can survive without support for long. And it's this way you think the phrase comes from lonely at the top. I think so, yeah. Because when you get to the top, you both from. From my own experience and also from, you know, coaching at hundreds of other C-Suite leaders, one of the things that is so common throughout is we all fear becoming irrelevant.Kim-Adele Randall:And when you get to the very top, you know that everybody wants your job. You're doing one of you, so there's nowhere to go. So actually all you are is hanging on for dear life until somebody comes to step into those shoes and that is that plays in, in their head. It's that, you know, am I still adding value? Am I still relevant? Am I still doing stuff? Cause where do you go for your help? You can't. If you have those moments of doubt, we all have them. You know, in Process syndrome hits us all at some point in our life, you kind of go well, where, where, where do I go?Darren A. Smith:True. True again.Kim-Adele Randall:So I'm having this moment of doubt and I can't go to my direct reports because they're one looking to me for support and equally looking for any element of weakness so that they might be able to take and I can't go to the board because they might doubt my confidence or credibility and therefore you know that might have ramifications. So where do I go in those moments? Where I need to get out of my own head and we all know that we all have blind spots for the reason we're blind to them.Kim-Adele Randall:So no amount of looking at ourselves in the mirror is going to highlight those blind spots. What we need is a sometimes a sounding board, sometimes a trusted advisor, sometimes just a safe space where I don't know if you've ever had these moments, Darren,
Cultivating a Culture of BelongingJoin us as we explore Chelsea Kirk's profound perspective on EDI (equity, diversity, inclusion) and, above all, the significance of belonging. Discover how these principles can transform workplaces into vibrant ecosystems where every individual feels valued, heard, and empowered to contribute their best. Also, we talk about the EDI Coaching Cards and how valuable they can be.So get ready for a journey that goes beyond the surface, into the heart of creating workplaces that truly reflect the diverse tapestry of the world we live in.You Can Read the Full Kantar Market Share Transcript Below:Darren A. Smith:Welcome to the world's stickiest learning. I am absolutely over the moon to have Chelsea Kirk with us. Hello.Chelsea Kirk:Hello, thank you for having me.Darren A. Smith:Hello how are you doing? It's Friday weekend soon.Chelsea Kirk:Absolutely super excited.Darren A. Smith:Good, good, good, good. Now we wanted to ask you to come to our podcast because you're an expert on EDI, is that right?Chelsea Kirk:That is.Darren A. Smith:OK. So Chelsea, would you tell us what you do and in the nicest possible way, why should we listen to you when you talk about EDI?Chelsea Kirk:Yeah, of course. So my current position is head of equality, diversity, inclusion at the Queen Elizabeth Hospital in Kings Lynn been in that post for around 2 1/2 years and done EDI for probably near enough four years.Darren A. Smith:Wow.Chelsea Kirk:And kind of a generalist for about 8 years in HR prior to EDI. I suppose in terms of listening to me, I've got kind of a lot of experience in sort of that HR field in the EDI sort of field and landscape and.Darren A. Smith:OK.Chelsea Kirk:We're quite well connected with different sort of professions and different EDI leaders, and I think as well sort of keeping yourself current. It's really important that you know, as the landscape evolves constantly, it is around, how do you kind of keep yourself current? So you know, well connected, you know, net networking with different individuals. It is really important as well. So I would say in a roundabout way that that to sort of summarise. Yes.Darren A. Smith:Alright, alright, cool. Cool, cool. So EDI is something that's relatively new to most people, although it's becoming, dare I say, on trend, it's becoming more topical, which is a good thing. So if I new to EDI, would you just summarise for us what is this thing and why should we start understanding it better?Darren A. Smith:Run.Chelsea Kirk:Why is really important one? I think creating that sense of belonging in the workplace, having that safe space to be their true authentic selves and bring their whole selves to, you know, the workplace. And I think that for me is really, really important. And I think as you know, EDI has really sort of grown over the last sort of few years. I think there's a few topics that have really elevated that. So I think you know the Me Too movement, the Black Lives Matter.Employees who feel welcomed contribute to a healthy workplace environment Chelsea Kirk:Have really sort of pushed the dial and organisation.Darren A. Smith:There.Chelsea Kirk:Sort of. You know, waking up to some of that and, you know, EDI is becoming quite a top priority in organisations and now becoming that golden thread through it all really.Darren A. Smith:Yeah, and what about organisations that are still sort of we're too busy, we've got too much on, we're just not going to think about this now, does it matter? Why should they really start thinking about it and caring about this stuff?Chelsea Kirk:Yeah, I think it is really, really important. I think because you know similar to what I've said, it's about how do we ensure that our workplace is safe for people to be there, to authentic selves, but also what is creating organisations, EVP, what is making me want to join your organisation.
I Can't Get to My ProspectsAre you fed up with not getting hold of your prospects? Learn to use the HBDI quadrant to your advantage and get prospects to reply. Join us in this fourth instalment of this HBDI series with Darren Smith and George Araham.You Can Read the Full HBDI Transcript Below:Darren A. SmithHi and welcome to the world's stickiest learning. I'm here with George Araman. George, how are you?GeorgeHi Darren, I'm good. How are you?GeorgeI'm sure it won't be.Darren A. SmithHey, I'm good. I'm good. I'm excited about our next podcast, so I'm gonna read out the title 'cause. It's a bit of a mouthful, but I think it works. I can't get my prospects to reply. Use HBDI to get your prospects to reply. So that's the title of our 4th podcast on HBDI. George is going to be excited for the next 20 minutes. What do you think about that title?Finally, get prospects to reply Darren A. SmithThat's certainly the plan.GeorgeWell, show me the money like they say so I'm pretty sure people are gonna like our audience are really gonna love it.GeorgeYes.Darren A. SmithFantastic. Fantastic. So let's do a few minutes bringing people up to speed on HBDI so we don't want to make an assumption they know now you've kindly lent us your profile for HBDI. So HBDI is the Herman brain dominance instrument. It's a way of understanding how people think. And this is your profile. It's split into four quadrants as everyone's is now. George, what does the left brain normally mean?GeorgeSo the left brain is more of the rational brain. It's more of the logical brain. Whereas the right side of the brain is more the emotional side of the brain or more, the idea, the onceptualising side of the brain.Darren A. SmithFantastic. So HBDIL, Hermann, asks us to understand our thinking preferences. Now, Hermann. Ned. Herman back in the 70s, split it also into the top half of the brain in the bottom half of the brain, giving us these four quadrants. Now, Herman, colour them as well. Obviously, they're not coloured in our head, but they are coloured here. So the further your profile goes towards this outer circle, the more you prefer to think in that way. But you can do all four of these.GeorgeYes.Darren A. SmithAlright, now let's see from our other podcasts. George, what does the Blue quadrant mean?Darren A. SmithYes.GeorgeSo the blue is analytical side of things. This is the part where I don't really enjoy doing for me. Facts tend to be more boring, very flat, and very not imaginative. I'm more into the imagination side of things. The creativity. I think Leonardo da Vinci would agree with me somehow. Yeah.Darren A. SmithI think he was. I think he worked and you're in good company. Alright. So this is the fax. The fax quadrant will use an F just to make it easy. This is the future quadrant. And you talked about creativity. Entrepreneurs love this quadrant and this is where you are. You're quite creative. Lots of ideas. Then as we come down here, the Red Quadrant. Let me quiz you. What's the red quadrant?GeorgeSo the Red Quadrant is more about the relational side of the quadrant. It's more like we liked how we relate with others. It's more about the passion we bring into it. It's about like you mentioned in one of our podcasts that for example, the red is very important because they tend to bring the team together and it's so even if sometimes people might think they're not really actually adding value, they are in the back scenes and they're really. Only the team together in a very efficient and effective way and even energising others to have better and more efficient results.GeorgeYeah.Darren A. SmithYou're absolutely right. You're absolutely right. And it's the Red Quadrant that largely gets to dismissed by people because it's emotional and particularly as a British man, I'm not supposed to show any emotion. I get that. The thing is, it's the red that drives us. You know,
I Really Don’t Know How to Manage Conflict at WorkLooking to manage conflict at Work? Well, you can use HBDI, the Hermann Brain Dominance Instrument. Join us in this third instalment of this HBDI series with Darren Smith and George Araham.You Can Read the Full HBDI Transcript Below:Darren A. Smith:Hi, you're at the home of the world's stickiest learning. My name's Darren Smith, and this is George Araman. George, how are you?George:I'm great, Darren. Thank you. How are you today?Darren A. Smith:I am good. I'm good. I'm keen to share with our listeners about HBDI. This is the third in our series of podcasts and I'm just going to read the title out to make sure I get it absolutely right. It says I really don't know how to manage conflict at work. Use HBDI to manage conflicts at work, so that's the title of our podcast. And George has kindly allowed us to share his HBDI. Herman brain dominance instrument profile. So this is a profile. It's a bit like Myers Briggs is a bit like disc. It's a bit like insights. The reason we favour Herman is it's lovely and simple, simple to use and it really just has four colours and it's a it shows the thinking preference.Conflicts are a natural part of life Darren A. Smith:So there are blue, yellow, red, green and this shows almost the thinking preference of George's brain. So what this tells us is he likes to think in the big picture, creative. He likes to think in the people feelings area. But when it comes to facts, struggles a bit and when it comes to form and structure. Plan he struggles with that as well. Now the thing to say is we can do all four colours, we can do all of this. My metaphor is that George does yellow and red in 5th gear and maybe blue and green in second gear.George:Spot on.Darren A. Smith:All right. So that's a really quick summary and an overview of HPDI for anyone who hasn't seen it before. George, what have I missed on there? Your news HBDI, what have I missed that people would want to know?George:So far, like from what you mentioned, it seems great. We already talked a lot in our previous podcast like how we can overcome the differences and how we have like I think what would be really interesting for us to delve into is with regards to conflicts, how what is the best way to like manage conflicts from different perspectives.Darren A. Smith:OK. OK. Well, let's, let's start with conflict hard now. I've been doing soft skills as a training provider for 20 years and I've come to 11 absolute fact on conflict. It's hard. It really is. It's exhausting. It takes energy, it consumes our brain. It's those things that we lay down at night and think, oh, how did that happen? How did I get to that place? So conflict is not easy. And what I read a lot lately about is people. Let's avoid conflict.George:OK.Darren A. Smith:Just can't you imagine there's seven 8 billion people on the planet. With all these microcosms of banging together and they're gonna bang together, they're going to have conflict. They're not going to think all the same way. And do you know that's all right. We don't have to agree.George:Yeah. And it's a good thing, or else with the own robots. If I'm thinking the same way.Darren A. Smith:Well, we would, we would. Well, let me give you an example. So George, what's your favourite food favourite meal?George:Depends on the like. I would say sushi or pizza or.Darren A. Smith:OK, so you love sushi. I mean, I happen to as well, but let's say you love sushi and I didn't. And I liked only fish and chips. That's OK. Now we have a small conflict there. We don't have to disagree, but let's take that into the more passionate disagreements that we might have. It's still OK. It's still OK that you have a different perspective to me. And maybe that's a good thing that you have a different perspective to me.George:Yeah.Darren A. Smith:OK, so conflict is hard.George:I was just like,
My Team is Not Performing Well, What Can I Do?My team is not performing well, so what can I do? Well, you can use HBDI to Build a High Performing Team. Our second video in this HBDI series is all about building high performing teams. Join Darren and George as they explore ways you can super-boost your team for success.You Can Read the Full HBDI Transcript Below:Darren A. Smith:Hi, my name's Darren Smith and I'm here with George Araman. George, how are you?George:Hi Darren, how are you?Darren A. Smith:Very good, very good. We're at the home of the world's stickiest learning MBM, and we're talking about HBDI now the 2nd in our podcast on HBDI. And I'm going to read out the title because it's taken George and I a while to get an absolutely cracking title. My team is not performing well. What can I do? And this is based on feedback we've had from other people, OK, what can you do? And the second part is use HBDI to build a high performing team. So this podcast is all about HBDI and teamwork. And high performing teams, George, why did we come up with this as our second in our range of HBDI podcasts?George:Today, there's a lot of problems around the world with Teamwork and team working together or not working together. So we found out like around 15 to 16 topics around that and we want to delve into them and discover how can we tackle each one of them using HBDI and how HBDI can take team performance to the next level. Love it. Yeah.Here's how to use HBDI if your team is not performing Darren A. Smith:Brilliant. Love it. So for a couple of minutes, let's do a recap on HBDI is, we'll share a profile just so the viewers can see what we're talking about in case they're new to HBDI. And then let's get straight into Team conflict, team dynamics and all that good stuff. All right, all right. So let's check in with you HBDI Hermann brain dominance instrument. That's all well and good, but what does it mean? What's your take on? What is HBDI?George:As in the title.Darren A. Smith:What does it mean to you?George:Well, it's a profile. An assessment profile type that helps you navigate into your like understanding or discovering your thinking style. If you're more left-brained right-brain conversion, divergent feeler or thinker, all those types of sorts of things and to help you to help guide you to use your best assets and your best tools as well as improve the areas that you need in certain circumstances to develop better work. And work better in teams as well. Yeah, indeed.Darren A. Smith:Brilliant. Brilliant. Brilliant. I put George on the spot of there a little bit because we did a podcast last time, and I'm just bringing back his memory of what he retained. I've been working with HBDI for about 20 years. George, you're relatively new to it. And we did your profile, didn't we? So you did. You did 80 questions and then this thing pops out. Is that right? Yeah. OK.George:Yeah, yeah.Darren A. Smith:And what George was referring to is the left half of the brain, the right half of the brain, which most people know. This is largely logical. This is largely creative, but what Ned Herman said was there's a top half and a bottom half of the brain as well, given US 4 quadrants. So the four quadrants, if I do it as four FS fax. So this is a thinking preference for retaining lots of facts. If you've got a mate who's good at pub quizzes, brilliant.Darren A. Smith:This is future, so this is me. It's not my profile, but I do have a tendency to think more in the yellow quadrant, which is big picture creativity type, then we've got.Darren A. Smith:It is.George:That's what we that's why we get along very well. I love yellow and red.Darren A. Smith:Yes. And we're gonna come back to that. That's why we make a good team. And the red is F, which is feelings. So these people make good nurses, good teachers, particularly vocational and the greens are our form. They like structure.
Harness HBDI for Negotiation SuccessDoes your negotiation always get to an annoying stalemate? Well, today's podcast will explore using HBDI to avoid a negotiation stalemate. Join Darren Smith and George as they tackle this exciting topic.You Can Read the Full Negotiation and HBDI Transcript Below:Darren A. Smith:Hi, my name's Darren Smith and you're the home of sticky learning.We are with George Harran. George, hello.George:Hello, how are you, Darren?Darren A. Smith:Hello. Hey, I'm good. I'm good. So I'm Darren, this is George. And we're here today to talk with you about HBDI and negotiation. In fact, the title of this podcast. I'll read out my negotiations. Always get to an annoying stalemate. Use HBDI to understand your opponent to avoid stalemates. So George, we're talking about negotiation and HBDI. The reason you're here is your what we would call naive results. You've just completed your HPDI profile, is that right?George:Yay, correct.Darren A. Smith:OK. Fabulous. Fabulous. So you're gonna ask me lots of probing, challenging questions, particularly around HPDI and how we can use it with negotiation. All right, all right, so let's do a couple of minutes on your understanding of HBDI and what this profile meant to you.The HBDI brain is split into four coloured sections George:Love it.Darren A. Smith:What did it mean to you doing your profile?George:It's interesting because I found a couple of like things.It was interesting. I discovered things I was aware of, some I wasn't really aware of.Darren A. Smith:Mm hmm mm.George:A couple of the so when I was asked to anticipate the results, I actually nailed it in a way I got all my 4 quadrants more or less precisely the same. I was surprised though, by stressful flow. What's it called? This. Yeah, exactly. The results were a bit different than I was expecting, but like, it is what it is, I guess.Darren A. Smith:That's not. OK, alright. Well, let me give you and the viewers a quick summary of my understanding of your profile here it is. I'm sure you don't mind me showing it. So what Ned Herman said was that we all know that the brain is split left and right. So let me ask you, George, what's the difference between left and right of the brain?George:Yeah. No. The conversion side of the brain and the right side is more like the creative, intuitive side of the brain, or the diversion.Darren A. Smith:Perfect, perfect, perfect. OK. And this was discovered now probably 50 years ago now. Not what Ned Herman said was actually left and right. Absolutely. But he also said there's top and bottom given US 4 quadrants to the brain. Now, Ned, Herman or HBDI, which is the Herman brain dominance instrument, measures how we prefer to think. And there are four quadrants in how we prefer to think we've got the blue Quadrant, which is all about facts. So if you've got a mate who's very good down at the pub quiz.Darren A. Smith:He's probably a blue loads of facts. The yellow. This is the creative, the entrepreneurial, entrepreneurial type. People who have got a million ideas and might be described as having their head in the clouds. We've got the red people. These are the touchy feely people. People what I love about the Reds is if you walk into a room they normally come over and touch your elbow and then we've got our greens, who are our structured plan. Next project managers. All right. So this just describes how you prefer to think.George:Interesting.Darren A. Smith:You can't get it wrong. You can't get it right. This is George.George:Hello.Darren A. Smith:So if having understood that you have a tendency to think more in the right side of the brain, your creativity, your big picture thinking's fairly high.George:Yeah.Darren A. Smith:Your people skills, your feelings fairly high, but your ability to do facts in the blue is quite low and your green is, let's say it's fairly low too. All right,
Mastering the Art of Service Join Darren A. Smith and Andrew Stotts from the Weird Human podcast, as they explore customer service with the useful tools of coaching cards. You Can Read the Full Customer Service Transcript Below: [pending]
Are you more of a visual person? Then watch the podcast video on YouTube.
Discover the Personal Rule Book Join Clare Walker - a practise leader at Vodafone, an expert in personal values, and Darren Smith - the chief executive officer at MBM, as they explore the exciting topic of personal values. Discover the trick to finding your number one value with Clare using a special tool - personal values coaching cards.
Our new addition to our set of cards is Personal values coaching cards. Unlike other cards, these are not questions, but rather one word. There are about 70 cards in this exciting new pack! Check out the podcast to learn more! You Can Read the Full Personal Values Share Transcript Below: Darren A. Smith: Hi and welcome to another podcast or video depending on whether you're watching on YouTube or on our podcast platforms. We're here with Claire Walker. Claire, how are you? Clare Walker: I'm very well. Thank you, Darren. How are you doing? Darren A. Smith: I'm good. I'm good. We're sitting here on Thursday afternoon. It's hot. Is it hot where you are? Clare Walker: It has clouded over a little bit, but I'm very fortunate. I've got an ever-changing view outside my window because I live in the Lake District. So yes, it may change to hot in a moment's time. It may rain. Darren A. Smith: Lovely. Lovely. I'm jealous. We're here talking with Claire because you are an expert on personal values and we have just collaborated on some coaching cards. So we have a bunch of coaching cards. I'll grab some here like this. But these are premium grow coaching cards and we've collaborated on some personal values and we want to talk to you about personal values and coaching cards. All right, so.
More about our expert on values
Clare Walker: Indeed. Darren A. Smith: Claire, what do you do at the moment? What's your day job? Clare Walker: My day job is that I am the coaching community of practise leader at Vodafone and I'm very fortunate with that. I have a wonderful team of internal coaching coaches who are both certified and credentialed. There's about 100 of them. And it's great and a coach will pull within Vodafone of probably in the region of about 80,000 people. So we have a lot of work to do here. Darren A. Smith: Wow. OK, alright. So you working for a very big company. You're doing coaching all day long and you've got a whole bunch of people who coach with you for you around you. Alright. Fabulous. Fabulous. So before we get started on personal values, would you tell us a little bit of something weird and about you? Clare Walker: Ohh gosh. It's gonna start with. I'm very modest, but that's really hard when you ask that question, isn't it? What do I what's where do wonderful about me? I'm a member of the local acting group and I recently played a 75-year-old woman who finds her neighbour's ecstasy tablets and proceeds to take them with some very interesting consequences.
So I love doing that. That's really good fun. And I think actually I really enjoyed playing her because I think one of my life's quotes is that you don't stop playing because you get old, you get old because you stop playing and. And so I think I love playing her because of that. And I think that kind of leads to the fact that I love practical jokes. One of the things I really miss about working from home is that you don't get to do them quite similarly anymore. So yeah, probably the weird thing about me is my little practical joking. Darren A. Smith: Lovely. Lovely. Wow, wow, wow. OK. And in the nicest possible way I'm gonna ask this question, but particularly for our viewers. Why should we listen to you about personal values? What do you know about it? Clare Walker: I think because I can speak from experience about how values have changed my life and my relationships, but also about what I've witnessed within my coachees and colleagues and within teams that we run this session with as well. So I can tell lots of really good stories in confidence about those experiences of what I've seen and real...
Expert Tips for the World of Negotiation Join Darren A. Smith, Dr. Anthony, and Andrew Stotts from the Weird Human podcast, as they tackle how to be a better negotiator. You Can Read the Full 'Better Negotiator' Transcript Below Andrew Stotts: So guys, so first of all, welcome to another edition of the Weird Human Podcast. Our 25th actually. So we've got some fantastic guests again today. Huge. As usual. I'm joined by the brilliant Dr Anthony, but also today, which I'm joined by the Fantastic Darren Smith. I've known Darren for many, many, many, many years. And we've worked together in different organizations around the world, which has been fantastic. Today's question, just to remind you guys, is really how can I be a better negotiator? Andrew Stotts: And before we kind of tackle the question I'd like to just remind you upon the mission statement, really for the Weird Human Podcast. That mission statement is really about exploring the extraordinary about the human beings who are around us. And that's a very, very important point. So it's about making you and really kind of bringing out the extraordinary of being a human being. So, Darren, perhaps it'll be helpful for the people who are listening, just to have a brief introduction from yourself. Darren Smith: So we are MBM, we're also known as the Sticky Learning Guys. We are the guys who want to achieve behavioural change with you because we know that most people go on a one-day training course, come back and do nothing different. So we're the guys that ensure by prodding, poking, doing everything we can, you come back and be the very best version of yourselves. That's me, Anthony. Andrew Stotts: That's a great introduction. Dr. Anthony. I can't believe, we did a show last week. That show actually had had more than 11,000 views now. So again, massive thanks to Michelle. That was the one around kind of like wealth coaches and kind of like tips around kind of money. So if you want to go back and look at the catalogue that's an incredible episode. We also started to delve into the kind of relationships and kind of what made relationships. Then of course that kind of took us into the path around negotiating, particularly between couples. Dr Anthony's obviously married to Dr Michelle in the previous show. Andrew Stotts: The first time I met his beautiful wife. We obviously then started to explore kind of what made their relationship successful and that kind of brought us to our conversation today. So if I can go back. So Dr Anthony, love you, my friend. Dr Anthony: I hope that Darren can actually then teach me how to negotiate better because there's one thing for certain, every man is know how to negotiate better to be a good man. You start to seek love, that's for sure. Darren, how do you negotiate? Andrew Stotts: How do you? Darren Smith: Well, I'm starting to feel like I should have some awards on the wall like you've got because wow, they're very impressive. The first thing that we need to do in answering that question is understand the difference between haggling and negotiation. Now, there are eight ways to solve a conflict. Haggling is one, negotiation's another. So, Andrew, I know you do this. You've been to the bizarre market stores and you've haggled for the Ray-Bans, and you started at 40 Euros, didn't you? Andrew Stotts: That's just an obscene amount of money for those, the Ray. I'm kind of more in the two-euro range, to be fair. Darren Smith: So we've all been there, haven't we? We're trying to buy these Ray-Bans, we're on holiday and the guy behind the stool starts at 40 euros, we start at two, and you meet somewhere in the middle. A valid form of resolving a conflict. But don't kid yourself that it's negotiating. It is not. It is haggling. Now, if you get a chance, Andrew, look up on Google, a Monty Python sketch about haggling. It's really brilliant about how to do it. So I love that. But let's come back to negotiating.
Mental Health Expert Interview with Simon Blake CEO of Mental Health England by Darren A. Smith MBM Today's podcast features mental health questions and answers by our expert Simon Blake. Here's a quick overview of the questions:
What is the definition of mental health? How has Covid-19 affected mental health? How accurately is mental health reported in the media? How does mental health affect physical health? How does mental health affect your life? Why is mental health important? - Why is mental health training important? Why is mental health on the rise? Please tell us about mental health month/week. When is mental health too much? What does mental health mean to you? Where can someone get a mental health diagnosis?
You Can Read the Full Transcript on Mental Health Questions and Answers Below: Darren Smith: Welcome to Sticky Interviews. My name is Darren Smith, and I'm the Chief Executive Officer of MBM Making Business Matter, the Home of Sticky Learning. We are the soft skills training provider to retailers and manufacturers around the globe. The idea of these interviews is to bring to you the expert's inside knowledge of how you can be the very best version of you. Welcome to the show. Welcome Simon Blake. We are here at Sticky Learning, MBM, and we have the great honour of talking to you. Now, I know that you are the CEO of Mental Health England. I know that you ride horses and you've got a competition tomorrow. But what I'd like to do is, for the guys that are watching is say, why should we talk to you about mental health? Simon Blake: Simon Blake, on Mental Health Questions and Answers
So, I mean, the first thing, of course is that everybody should be talking about mental health and talking about mental health properly and seriously. So great to be here talking with you. But I am Chief Executive of Mental Health First Aid England, which is an organisation that wants to train one in 10 of the adult population in mental health first aid England skills and knowledge because we think that will create a cultural tipping point in which enough people have the skills and understanding around mental health to make a real difference. Simon Blake: I also, of course, have lived experience in terms of live with a partner who has their own mental health conditions, friends, family, my own ups and downs in all sorts of things. So, yeah, I have some professional expertise and then some personal expertise. But just go right back to the first bit. We all need to be talking about it, and that's why you should talk to me because hopefully, I encourage some people too [inaudible1:47]. Darren Smith: Fabulous. Alright, we've got about 12 questions. Most of them are those that either come from people on LinkedIn or they are searching for them on Google. So we saw these questions and we thought, who better to ask than you? So we are going to go through these questions, ask you, we might go off a tangent, we might ask you to share a few stories. But for the viewers at home or at work, what we are really trying to do is get all those goodies that are inside your head around mental health out so we can help each other. Simon Blake: Cool. Darren Smith: So our first question is, what is the definition of mental health? Simon Blake: Sure. I mean, the World Health Organisation, I know Donald Trump's not their biggest fan. But the World Health Organisation defines mental health as a state of well-being in which individuals realise their own potential can cope with the normal stresses of everyday life, can work productively and fruitfully, which is obviously a good term for those working in supermarkets and be able to contribute to their own community. So that's the World Health Organisation definition. I guess the key bit in that is this is about well-being. Simon Blake: We often talk about mental health when we mean mental ill health, and it's really important to recognise.
Are You an Amateur Negotiator?Join Ben from Innovate Podcast and Darren A. Smith with their talk on how to become an effective negotiator. Learn useful tools like the squaredance for negotiating and disregard bad practices like running to PowerPoint first. Read on to discover the basics of effective negotiation that you can start using today.Darren A. Smith:What else could we do? What could I explore? What do you want from me? Could we talk about a contract that's 50 years long? No, we can't, Darren. Alright, what about one's five years long maybe? Okay. Could we talk about improving the quality, and reducing the packaging? Could we work together on blah, blah, blah? There’re a million things we could talk about. Now. None of them might bridge the gap between a 10-pound case and an eight-pound case. But let's try.Ben:Welcome to the Innovate Podcast, a show where we discuss, dissect, and attempt to rebuild the world of product and category within consumer goods. Today I'm delighted to be joined by Darren a Smith a veteran of the grocery industry with over 3o years of experience, I think working either for retailers or advising manufacturers and brands. Darren and I briefly crossed paths as buyers and category managers at Sainsbury back in the very early naughts, which we may discuss in a moment. But Darren, welcome to the Innovate Podcast. Delighted you can join us. How are you? How are you today?Darren A. Smith:Hey, Ben. I'm good. We're in process of moving house, not today, but in the next couple of weeks, so I am struggling with that process. There's a reason it's stressful.Ben:So yeah, you just thought you'd add another huge seismic life event onto the already kind of generational economic challenges that we're facing.Darren A. Smith:That's absolutely true. I think we just squeezed in for the interest rates went through the roof.Ben:Right. Yeah, yeah, yeah. That's not a joking matter actually. Yeah. Okay, cool. Good. So, Darren, just for the benefit of the listeners, I guess a natural place to start would just be to introduce yourself, talk through your kind of background from Sainsbury through to now and just talk about what you're focusing on with your current business MBM, if that's okay.Darren A. Smith:Of course. So I started Sainsbury in 1990 and at that point, I was the assistant. Now that's the important part. I was the assistant cottage cheese buyer. I wasn't even the real one. I didn't even know what cottage cheese was at the rightful age of 19. So that's where I started. Then I took on various buying roles for the next 13 years. My last real job was looking after the fruit team for Sainsbury, where I decided that actually I wanted to go and see if I could do something by myself, set up MBM, and ever since we've worked on soft skills training.Ben:Okay, awesome.Darren A. Smith:For the last past 20 years now.Ben:So soft skills training, I guess that could be quite broad. It's clearly focused on people. What are kind of the key areas that you focus on in terms of developing skills?Darren A. Smith:The key ones that people want are how do I get the most out of my time — time management. How do I get the most out of my people — people management, leadership skills, and how do I get the most out of my deals, particularly in the industry that you and I are in? So it's negotiation predominantly.It's time management and it's people management skills. They're the three. There are a number of other soft skills. The bit I really like is Jack Ma, recently the chairman of Alibaba said that with the progress of AI, soft skills is the only way forward. Love it.Ben:Right. Awesome.Darren A. Smith:Which is great. So we can try and process data really quickly and be analysts, but ultimately it's about how you and I interact about the teams we build and about how we lead people is the future.Ben:Yeah. That's very interesting. So we're recording this in mid-November.
Is Drinking No Longer an In-crowd Kind of Thing?Join Janet Hadley and Darren A. Smith in an all-new podcast episode on the British drinking culture. Hear why the British drinking culture has changed in the 21st century and its impact on how leaders encourage inclusivity in the workplace. Learn other cool things like the origin of beer and statistics on the leading cause of absenteeism and fights in the workplace.You Can Read the Full Transcript Below:Darren A. Smith:Welcome to S***s and Giggles with HR. We are with the lovely Janet Hadley. How are you?Janet Hadley:I'm very well, thank you.Darren A. Smith:We've entitled this podcast or video if you watch it by video — this was Janet's idea — the Elephant in the well-being room. Is that right?Janet Hadley:That's correct. Okay.Darren A. Smith:I'm intrigued and I'm going to ask you more about that. But firstly, before we move on, why should we talk to you about drinking culture? Because that's what I know our topic's about.Janet Hadley:So the reason why you should talk to me about drinking culture is because I am on a mission to create a drink-safe workspace without killing the boss and that is what we do here at Choose Sunrise. I guess what brought me here is my own personal experience. I've worked in large corporations since all my jobs apart from my pay ground have been in large corporations basically.Darren A. Smith:Right.Janet Hadley:I've always been a big drinker. Those two things go very nicely together actually as it turns out. So I was a big drinker at school actually, from the age of 14. A big drinker through sixth form, a big drinker through university. I thought, do you know what? I'm going to have to calm this down a bit when I get my first proper job. I was wrong.I had to dial it up a bit because when I joined the trading floor of a large supermarket whose head office is based in Leeds, I was quite shocked actually. It was such a boozy culture. So it suited me down to the ground at the time. We would be out from 4:00 PM till 4:00 AM on a Friday.Darren A. Smith:Oh. That's heavy.Janet Hadley:It's probably heavy, isn't it? I never saw anything wrong with it. It was almost a culture where you had to be part of that in-crowd in order to be considered for promotion.Darren A. Smith:Right. Okay.Janet Hadley:I do remember there being a couple of pregnant, well, not pregnant women. Well, there were pregnant women or people who were recently back from maternity leave who I feel so guilty for now knowing I was in this. But they weren't part of the in-crowd. They weren't ever out in the pub with us, and they were passed up for promotion.There was a real culture of, well, they're only part-time and they're not really serious about their careers. It's a horrible toxic culture actually for someone to work in who has a young child. I actually do feel incredibly guilty now looking back on it and thinking about how I was part of that.Actually, I mean, fast forward to a couple of years ago when I decided to stop drinking, which I've obviously missed out on. It's a huge amount of story.I really only saw for the first time how much the drinking culture in the workplace had influenced me. I would never say it was my employer's fault that I developed a problem with my drinking. But it certainly didn’t hurt. If you wanted to create a culture where someone would develop a drinking problem, that would be it.Many people develop drinking problems due to the drinking culture in the workplace Darren A. Smith:Okay. So there's a hell of a story there from heavy drinking. Now, you haven't had a drink for two years.Janet Hadley:Two and a half years. Nearly three.Darren A. Smith:Okay. You were by no means an alcoholic. You were just part of the drinking culture.Janet Hadley:Well, this is a very interesting question because there is no formal definition of an alcoholic.
Shits and Giggles with HR Episode #1 What is Right About the Recruitment Industry Could Be Written on a Stamp! Join Lisa Haggar and Katrina Collier to discuss what is wrong with the recruitment industry. The horror stories of people going through 6 rounds to get a job and then getting no reply, or how people receiving job offers then leave their job, only to be told that the job they applied for & won, has been made redundant before they even start! Sharing Resources Mentioned By Katrina in the Podcast
Katrina's Website The Robot-Proof Recruiter Getting back to people:
https://circlebackinitiative.com/ https://end-ghosting.com/
Places to feedback:
https://www.glassdoor.co.uk/interview/ https://indeed.com https://www.kununu.com/ https://www.reddit.com/r/recruitinghell
You Can Read the Shits and Giggles with HR Episode #1: What is Right About the Recruitment Industry Could Be Written on a Stamp! Transcript Below: 0:0:0.0 --> 0:0:0.600 Darren A. Smith Let's start.
0:0:10.10 --> 0:0:13.970 Darren A. Smith Welcome to the Shitz and Giggles with HR podcast.
0:0:14.760 --> 0:0:17.830 Darren A. Smith We're here with Lisa. Haggar, Lisa. Say hello, please.
0:0:18.750 --> 0:0:20.20 Lisa Haggar Good evening. Hello everybody.
0:0:20.820 --> 0:0:23.690 Darren A. Smith And we're also here with Katrina Collier. Hello, Katrina.
0:0:24.330 --> 0:0:25.220 Katrina Collier (Guest) Hello.
0:0:25.690 --> 0:0:46.420 Darren A. Smith Hi I'm your host, Darren Smith. We'll come back to these lovely ladies in a moment. Our topic for tonight and I'm going to blame Lisa for this is what is right about the recruitment industry could be written on a stamp. Katrina, I'm just gonna come to you and ask what's your name in this game? What do you do?
0:1:6.690 --> 0:1:7.510 Darren A. Smith Let's stop listening.
0:0:47.140 --> 0:1:11.40 Katrina Collier (Guest) So I am best known as the author of the Robot Proof Recruiter that I have been in the recruitment industry for nearly two decades, and I spend most of my time delivering design thinking workshops to fix candidate experience and recruitment. And I also have a coaching and mentoring group that's probably me in a nutshell, but plenty plenty of experience in their recruitment and talent acquisition space.
0:1:11.700 --> 0:1:18.200 Darren A. Smith Brilliant. Brilliant. But we wanna get into that and ask you what's wrong with this industry. Let me just come to Lisa for first. Lisa, what do you do?
0:1:19.730 --> 0:1:28.920 Lisa Haggar It's a good question. I tell people I knit Jelly for a living because when you tell them the work in HR, it switches people off quicker than if you're the tax man. So I knit Jelly Darren.
0:1:29.530 --> 0:1:30.210 Darren A. Smith Yeah.
0:1:30.280 --> 0:1:30.540 Darren A. Smith Yeah.
0:1:33.520 --> 0:1:33.750 Darren A. Smith It's.
0:1:36.800 --> 0:1:37.350 Darren A. Smith OK.
0:1:37.770 --> 0:1:38.270 Darren A. Smith That's good.
0:1:31.270 --> 0:1:39.940 Lisa Haggar Or otherwise known as the ** from HR Queen of HR on LinkedIn, the opinionated small 5 foot blonde who has a lot to say about most things.
0:1:40.670 --> 0:1:42.580 Darren A. Smith Lovely. And how do you guys know each other?
0:1:44.250 --> 0:1:44.940 Katrina Collier (Guest) LinkedIn.
0:1:44.200 --> 0:1:48.510 Lisa Haggar Uh, Katrina's fabulous, and I know everybody who's fabulous on LinkedIn. Simple.
0:1:48.490 --> 0:1:52.860 Katrina Collier (Guest) Is it LinkedIn? I don't know how we know each other. That's hilarious. Yeah, LinkedIn.
0:1:50.890 --> 0:1:58.40 Lisa Haggar It is, yes, yes, I remember. I remember the day we met Katrina. Do you mean you? You can't remember that wonderful time? I don't know.
0:1:58.610 --> 0:1:59.110 Katrina Collier (Guest) Yeah.
0:2:0.410 --> 0:2:1.420 Darren A. Smith Well, thank you both.
0:2:0.760 --> 0:2:1.500
Presenting to Make an Impact Join Darren Smith in this webinar where he discusses 10 top tips using the mnemonic 'presenting' on how to make a presentation that has an impact.
Find out more about how you can change the way Learners deliver impactful presentations, whether they are internal or external. Also, help learners develop their knowledge and understanding of how to convey key messages, fully engage an audience, and deliver maximum influence.
Significantly increase your impact and influence when presenting with our Presentation Skills Training Course. 10 Top Tips Procrastination Have you ever put a job, a task, anything off until the last minute? Maybe you are too busy because the presentation is going to take so much time and effort that you just can’t find the time to do it this week. STOP! Many people put presentations off because of what we like to call ‘the tinkering effect’. This is because, if you start a presentation early, you will keep changing it, adding new images, better content, and changing the font. DON’T DO THIS! Create the presentation until it is ‘Good Enough’. Don’t overspend time on it. Rewarding Stories You can show content in a table or a graph but this can be seen as offputting, boring. If you were to talk about a rewarding story, the chances are, that these will be remembered because no one wants to sit and read graphs and tables. After all, research shows that rewarding stories are remembered 22 times more because we can all relate to a story. Think of a time when someone has told a story while presenting. You remember it, right? Now that same presentation, what graphs and tables did they show? Not so easy. This is presenting with impact. Tell rewarding stories. It doesn’t need to be a 20-minute story, just let it flow. End in Mind Stephen R. Covey, author of First Things First once said, “everything is created twice”, once in the mind and then in reality. The aim is to create an end in mind within your presentation. He called this Future Thinking meaning what do you want to see, feel and hear when presenting. Mohammed Ali, when he was training, saw Joe Frazier on the Canvas. He said in an interview that Joe Frazier would go down in round 5 with a left hook and Joe Frazier heard. This embedded in Joe Frazier’s mind and he went down in round 5. The moral of the story, share your end in mind with your audience at the start of your presentation. This will help with presenting with impact. Sir Aristotle Sir Aristotle had a technique for presenting. Tell them what you’re going to tell them, tell them then tell them what you have told them. Also known as the Army Technique. When presenting, tell your audience what you are going to be doing. During the presentation, you will tell them the content and at the end tell the audience what you have just told them. Start by explaining your objective, then deliver your objective and finally remind them of the objective. Embed the objective in their minds. Use the Army Technique. Engaging Headlines You head to a presentation. You see 4 headlines. 1. Total UK Population. 2. Total UK Population 1962 – 2022. 3. Total UK Population Growth Over 60 Years. 4. Better Health Care Doubles UK Population in 60 Years. Which one grabs your attention? It’s number 4 right?. You read a newspaper and the thing that drawers your attention is the headline. Why? Because they are not ‘boring’ and they give an insight. Don’t just label your presentation because every part of your presentation has to earn its place. Use engaging headlines. Nerves Nerves will always show up when you don’t want them to. You’re about to do a presentation, you have prepared for this, you know your content, you know your stuff. You’re ready to start presenting with impact. You step out in front of your audience and bam, nerves hit you. What do you do? You have high energy, you want to calm down but you can’t because you can’t go from a high state of energy to calm in seconds.
Explore the HBDI Assessment Tool Join Andy Palmer and Sarah Garratt in the tenth episode of the Weekly Training Booster. This episode is about ‘What is the H.B.D.I. Herrmann Brain Dominance Instrument assessment’. Exploring a number of questions to understand this assessment tool. You Can Read the HBDI Assessment Episode Transcript Below: Andy Palmer: Welcome to MBM's Weekly Training Booster. We are Weekly Training Booster number 10. This week we're going to talking about what is the HBDI, Herrmann Brain Dominance Instrument. Today I'm joined by my colleague, Sarah, who's going to ask me some questions to help bring this to life, and I'll do my very best to answer them. Sarah, thanks for joining us this week. Great to have you here. Let's start, what's your questions for me on the HBDI assessment? Sarah Garratt: Okay. Thanks, Andy. First question, what is the HBDI assessment? Andy Palmer: Good stuff. All right. So the HBDI assessment, or the Hermann Brain Dominance Instrument, is a psychometric test that allows people to understand their thinking preferences. And once they can understand their different individual thinking preferences, they can then start to understand and value, become more tolerant of others.
So what we've really got here is a metaphoric model of how our brain works, taking into account the left and right hemispheres and the upper and lower parts of our brain. And what the HBDI profile [inaudible 00:01:06] and says is that, each of these four quadrants is responsible for different thinking, decision making and communicating preferences. Now the thing with the HBDI profile is there's no better or worse profile, there is no right or wrong. What it does, is allow us to start to understand why we have differences and similarities between different people and using this model can be truly powerful for many, many reasons. Sarah Garratt: Okay, thank you. And would you say that it was a personality test or not?
Andy and Sarah discuss the HBDI assessment tool Andy Palmer: No, not at all. So the HBDI profile unlike others, does not measure personality. It also doesn't measure temperament, it doesn't measure intelligence, it just purely looks at our preferences to these four different quadrants. And we can use our whole brain and that's absolutely critical to remember, we just have preferences. Now we can have a preference to what is referred to as the, A quadrant or the blue quadrant and that's about facts, it's about understanding logical, analytical, factual, here and now information. If we then continue round and I'll bring each of these quadrants to life.
So that's our blue quadrant. If we move down into the green quadrant or the B quadrant, this is about organization, it's about sequence, it's about steps and stages. So people with a high degree of preference here, super organized and they can see the steps and the stages required in terms of understanding their individual thinking processes.
We continue around and we move round into the C quadrant, which is the red quadrant, this is about feelings, it's about people's interpersonal skills, their communication skills, understanding the needs and the wishes of others is super important to those with a high preference here. And then lastly, we've got that D quadrant, the upper right or yellow quadrant.
That's about holistic, conceptual thinking. It's not about the here and now, but it's about synthesizing and integrating with other people in the future and understanding the why of what those thinking preferences are like. So not about personality, more about preferences to thinking and decision-making styles. Sarah Garratt: Okay. Thank you. And HBDI profile, in terms of the quadrants, are we able to utilize every quadrant or are we just limited to one specific? Andy Palmer: Yeah, it's a very good question. It's a very good question because more often than not, when we are introducing the whole brain thinking model,
Russian Supermarket Discounters Join Andrew Grant and Darren A. Smith in the thirty-ninth episode of the Grocery Guru. They discuss the Russian Supermarket Discounters Opening Stores in the UK. How it will affect the UK’s supermarkets. Particularly Aldi and Lidl. Plus, supermarkets like the ‘X5 Retail Group’ and their innovative approach and different model.
Russian supermarket discounters to be opened in the UK
You Can Read the Full Russian Supermarket Discounters Transcript Below: Darren A. Smith: Hello, and welcome to Grocery Guru. This is episode 39 and we are here with that grocery guru. Andrew, how are you?
Andrew Grant: Morning Darren. Yes, very good. Thank you.
Darren A. Smith: So, this week we’re going to talk about the introduction into the UK of the Russian supermarket discounters, and I’ve got some information here, but I probably haven’t got the experience you’ve got. What’s your recollection of Russian supermarket discounters coming to Britain?
Andrew Grant: Well, they haven’t. So this is… Yeah, this is really interesting actually. They’re called Mere and they want to open 30 stores in the next year, sorry 300 stores in the UK in the next year. The first one is opening towards the end of this month.
Darren A. Smith: Yes. Now, I do remember when discounters came before, and you probably do, Europe Tesco. What’s your recollection of that?
Andrew Grant: Yeah, well this is the interesting thing, because I can remember being at Tesco, the first Aldi opened, and we’d already seen, I’d already seen Aldis in Germany and I still got this vivid recollection of going into an Aldi in Germany and in the chiller cabinet, the deli cabinet, there was a rusty knife hanging from a string and people were cutting their own lengths of salami. I’d never seen anything so unhygienic in my life.
And so, the minute we found out that the first Aldi was opening, we thought, there’s no way British shoppers are going to be picking knives up out of cabinets and cutting their own lengths of salami and sausage. They won’t shop in those sorts of conditions. And then of course, well everybody knows the history, Aldi and Lidl landed, just touched something within the British psyche for a quality bargain, and I think quality is the important thing, a quality bargain and together they’ve now got a share bigger than Asda and Sainsbury’s.
Darren A. Smith: And I’ve got something similar on my recollection as a very junior buyer in, I think, it was the early 90s was, there was a guy called Tom Viner, who I think was probably CEO at the time. His initials were RTV, which I never quite understood, and then I realized his first name was Rudolph, but no one was allowed to call him Rudolph because they started doing red nose jokes.
Anyway, so Tom was at a conference at the front and he was saying, he read out this clip from newspaper. It said the discounters are coming. And his point was, we all went, “Yeah, that’s bad, Tom.” He went, “No, this was written in 1902.” He was trying to say to us that it comes every few years, it’s cyclical that the discounters come and not to worry, but actually I think he was wrong because to your point, they’ve got a hell of a market share.
Andrew Grant: Yeah. But I think my take is that this is actually really good news for the likes of Tesco and Sainsbury’s, because it’s going to give Aldi and Lidl one major pain in the whatsit to have to sort out. So this Mere group, they’re planning to undercut Lidl and Aldi by 20% to 30%. I mean that is cheap, that is cheap as chips. But when you look at the pictures of the stores and anybody that’s interested should have a look, there’s an article of the Leipzig store that Mere recently opened.
I mean, their model is quite interesting. All the stores are leased. On the cheapest possible buildings that they can find as long as it’s near a main road. But the most interesting thing about the model is, suppliers own the stock until it’s sold to a customer. So suppliers deliver direct to store, the stock remains theirs until it goes through the till.
Darren A. Smith: Wow.
Andrew Grant: So basically the suppliers are responsible for total inventory.
Darren A. Smith: Oh, I didn’t know that. That is a very different model. We don’t have that in the UK with any of our supermarkets, do we?
Andrew Grant: Not that I know of, no. I mean, obviously I suppose you could argue that the retailers are quite good at extending their credit terms and not paying suppliers for 35, 42 days. So, technically the stock is still the suppliers, but no, this goes one whole step forward. And most of the food is… Well, it’s all delivered on pallets and it’s sold off pallets still in the shrink wrap. To save on refrigeration costs, there’s only one refrigerator, and it’s a room so that you go into a very cold room to pick up your yogurt and your milk and whatever.
Again, I’ve seen that operating in Europe and in Russia, and I’m not sure. I think it will give Aldi a little something to think about, because anything that cheap is going to corner a part of the market. And you only have to go around the UK post pandemic [inaudible 00:05:22] whatever the government’s leveling up agenda is, if anybody actually understands what that means, there’s some serious areas of [inaudible 00:05:32] around the country.
And I think if this Mere group targets those towns, the really marginalized coastal towns and some of the old industrial towns in the north and the Midlands and maybe the southwest and Wales, they will get a market. But it will be solely, I think solely at the expense of Aldi and Lidl. I can’t see shoppers migrating from a Tesco and a Sainsbury’s to that sort of super basic environment.
Darren A. Smith: Okay. That’s interesting. Let me just share, for anyone who hasn’t got an understanding of the Russian market, just for a moment. So I’ve got here that the Russian market is made up of predominately eight supermarkets. Now the biggest one is the X5 Retail Group that has 12.8%, so let’s call it 13%, and then Magnit, the next one, 8.8%, then DKRB with 6.6. So we’ve got about eight players with X5 being the biggest. Now X5, I hadn’t realized this, the size of X5, they have a revenue of 28 billion. So, we’re talking about a very big player here with an operating income of 1.5 billion and nearly 350,000 employees.
Andrew Grant: Yeah, but I think this Mere group is interesting, because obviously they’re Siberian, which is Russia in the refrigerator. It’s not like it’s Moscow or St. Petersburg. Yeah. This is a Siberian retailer. And we should probably steer away from any cultural humor, but when you look at that corporate website, I mean it is very Compare the Meerkat. It’s been translated from the Russian and it doesn’t quite translate to perfect English. I had a bit of a giggle, but I probably shouldn’t be allowed to say that.
But look, they clearly operate on zero cost. I mean, each of the stores is only going to have eight members of staff. Three filling the store, three filling the store and four on checkouts. Completely stripped down. But they’re operating all across Eastern Europe and they’re now in Germany and they obviously see the UK as opportunity. I think the first store is Preston. That’s right.
Darren A. Smith: And do you think that this is the start of other supermarket brands coming over?Trying their hand in the UK market?
Andrew Grant: We’ll wait and see. I do think back to, as we said right at the start of this, Aldi coming in. Everybody fobbed them off. “Oh, it’s not going to work. Hard discount isn’t right for the UK.” And we now eat our words odd 15, 20 years later. So never say never. If they’re determined enough, and the model is sufficiently different. It’s not like they use in a standard retail model and just hacking prices because anybody can do that and become massively unprofitable in the process. But if they’ve got a model where they’re effectively holding no stock and there’s no customer service. They make a point, almost Ryanair-ish, there is no customer service number, desk, or email. You want to complain, tough.
Darren A. Smith: Let me just share a little bit more about these X5 guys, because they’re the ones, I think, we really need to be worried about. And I’ll tell you why. So I’m looking here and they have now launched pay with a glance bio-metrics at the checkout.
Andrew Grant: What?
Darren A. Smith: Just unbelievable. And what comes across from X5 is they are hugely innovative. 15,000 stores, okay? A lot of stores, of course. They seem to turn around their business in 2015 and became the market leader and are on a trajectory to absolutely dominate like Tesco. So that’s really, really good. And then we talked about the subleasing here. These guys are doing it, I think it’s what happened in 2015 that really turned these guys around, but the bit that really impressed me is they held a Russian version of Dragons’ Den and they invited a lot of small businesses to come along, 800 startups, and they’ve started working with a whole bunch on new innovations that no one’s ever seen before. So it’s a little bit like Tesco’s Red Door, yet I think these guys are ahead. They actually started it three years ago. [crosstalk 00:10:24] as a very respected, innovative business.
Andrew Grant: Yeah. But having worked, or visited Russia a few times over the last 10 years, it still… Well, I don’t know. It looked, well when I visited it, it was at least 20 years behind the UK. So, it’s still almost virgin territory for retail. So, anybody that’s a good player, such as obviously X5 are, I think they will make hay for quite a long time. It’s a very different game trying to get into a market like the UK if you’re operating on the same principle model as effectively the world best in class leaders.
Darren A. Smith: Yeah. Yeah, I get it. And what you said is they’re bringing in a different model, which might take its market share and it might take it from Aldi and Lidl. So if we roll forward five years, do you think Aldi and Lidl, what? They’ve lost a couple of points between them to Russian supermarkets like Mere?
Andrew Grant: No. I think, yeah, they’ll probably have 150 stores, 200 stores, but they’ll just steal it away from corner shops, market stalls, freezer shops. There’s still lots of those, our version of hard discounters. I think they’ll probably steal them from them because the business model gives them an advantage over those more traditionally run hard discount stores.
Darren A. Smith: Okay. So some of those freezer centers that we’ve seen, like Iceland have a big freezer center, I’ve forgotten the format, and Farm Foods, they might be stealing from those?
Andrew Grant: Yeah. There’s Farm Foods. There’s a whole raft of small, semi-independent, quasi-hard discounters. And then you’ve got market stores, and you’ve got the vans that drive around offering cheap meat and vegetables and frozen stuff. I can see them stealing that, whether it’s enough for them to show on Kantar as a serious player, I’ll put my money on the line and say no. But I don’t think they’ll have more than 1% share. I think they’ll have less than 1% share in five years’ time.
Darren A. Smith: Okay. Okay. All right. Fair enough. Fair enough. Okay. So, we’re talking about Russian supermarkets. We’ve got the big one, X5, followed by Magnit, then DKRB, they’re entering the UK market. Our grocery guru thinks they’ll have less than 1%, we’ll wait and see. Andrew, what’s our-
Andrew Grant: In five years, yeah.
Darren A. Smith: In five years. What’s our takeaway before we leave you?
Andrew Grant: Well, as I said, whilst I’ve just made the prediction of this Mere group having less than 1% share in five years’ time, it is worth keeping an eye on them, I think. Have a look at their website. If you’re anywhere near Preston in the next few weeks, I think it’d be fun to pop in and see what it’s like, because if I’m wrong, then you will need to take notice of them.
Darren A. Smith: All right. Andrew, we’ll let you get back to your Friday. Thank you very much and we’ll see you next week.
Andrew Grant: Cheers.
Darren A. Smith: Take care. Bye.
Take a look at the Russian Supermarket Discounters video on our YouTube Channel. Also, check out our award-winning blog.
Russian Supermarket Discounters Join Andrew Grant and Darren A. Smith in the thirty-ninth episode of the Grocery Guru. They discuss the Russian Supermarket Discounters Opening Stores in the UK. How it will affect the UK's supermarkets. Particularly Aldi and Lidl. Plus, supermarkets like the 'X5 Retail Group' and their innovative approach and different model. You Can Read the Full Russian Supermarket Discounters Transcript Below: Darren A. Smith: Hello, and welcome to Grocery Guru. This is episode 39 and we are here with that grocery guru. Andrew, how are you? Andrew Grant: Morning Darren. Yes, very good. Thank you. Darren A. Smith: So, this week we're going to talk about the introduction into the UK of the Russian supermarket discounters, and I've got some information here, but I probably haven't got the experience you've got. What's your recollection of Russian supermarket discounters coming to Britain? Andrew Grant: Well, they haven't. So this is... Yeah, this is really interesting actually. They're called Mere and they want to open 30 stores in the next year, sorry 300 stores in the UK in the next year. The first one is opening towards the end of this month. Darren A. Smith: Yes. Now, I do remember when discounters came before, and you probably do, Europe Tesco. What's your recollection of that? Andrew Grant: Yeah, well this is the interesting thing, because I can remember being at Tesco, the first Aldi opened, and we'd already seen, I'd already seen Aldis in Germany and I still got this vivid recollection of going into an Aldi in Germany and in the chiller cabinet, the deli cabinet, there was a rusty knife hanging from a string and people were cutting their own lengths of salami. I'd never seen anything so unhygienic in my life.
And so, the minute we found out that the first Aldi was opening, we thought, there's no way British shoppers are going to be picking knives up out of cabinets and cutting their own lengths of salami and sausage. They won't shop in those sorts of conditions. And then of course, well everybody knows the history, Aldi and Lidl landed, just touched something within the British psyche for a quality bargain, and I think quality is the important thing, a quality bargain and together they've now got a share bigger than Asda and Sainsbury's.
Darren A. Smith: And I've got something similar on my recollection as a very junior buyer in, I think, it was the early 90s was, there was a guy called Tom Viner, who I think was probably CEO at the time. His initials were RTV, which I never quite understood, and then I realized his first name was Rudolph, but no one was allowed to call him Rudolph because they started doing red nose jokes.
Anyway, so Tom was at a conference at the front and he was saying, he read out this clip from newspaper. It said the discounters are coming. And his point was, we all went, "Yeah, that's bad, Tom." He went, "No, this was written in 1902." He was trying to say to us that it comes every few years, it's cyclical that the discounters come and not to worry, but actually I think he was wrong because to your point, they've got a hell of a market share. Andrew Grant: Yeah. But I think my take is that this is actually really good news for the likes of Tesco and Sainsbury's, because it's going to give Aldi and Lidl one major pain in the whatsit to have to sort out. So this Mere group, they're planning to undercut Lidl and Aldi by 20% to 30%. I mean that is cheap, that is cheap as chips. But when you look at the pictures of the stores and anybody that's interested should have a look, there's an article of the Leipzig store that Mere recently opened.
I mean, their model is quite interesting. All the stores are leased. On the cheapest possible buildings that they can find as long as it's near a main road. But the most interesting thing about the model is, suppliers own the stock until it's sold to a customer. So suppliers deliver direct to store,
Have Morrisons and Asda Taken Their Eye Off the Ball? Join Andrew Grant and Darren A. Smith in the thirty-eighth episode of the Grocery Guru. They discuss the latest Kantar market share showing 12 weeks to 20th July 2021. Asda and Morrisons losing share, Tesco gaining, and Aldi & Lidl showing flat growth. You Can Read the Full Kantar Market Share Transcript Below: Darren A. Smith: Hello, and welcome to your weekly episode with The Grocery Guru. This is episode 38 and we are here with that guru, Andrew Grant. Andrew, how are you? Andrew Grant: Good morning. Darren A. Smith: Now, Andrew. I know that the market shares have just been published and you've got a unique take on what you think is happening. Andrew Grant: I'm not sure about a unique take, but yeah, we always wait for Kantar data that comes out 20th-ish of every month, because I think it's the most comprehensive view of what's happening in the market. I think we've covered it maybe two or three times since the pandemic started. And yeah, there's some subtleties in the figures for me. I mean, overall, total multiples are still up 11% on two years ago. So as we said, a few episodes ago, with the pandemic technically ending, people are going to go back out to pubs and restaurants. They're not going to do as much home shopping and therefore, the multiples are probably in a fairly rough ride during the summer.
Yeah, I wouldn't say it's a rough ride, maybe a few little bumps. I mean, they're down 4.6% on the year. Tesco down 3.7, Sainsbury's down three, so that's probably not too bad. So probably expecting worse. Darren A. Smith: Let me just put that back in people's heads. So year on two years ago for the last, what, 12 weeks to 23rd of July, the multiples are up 11%. That's right, isn't it? Andrew Grant: On two years ago. Darren A. Smith: On two years ago. So up 11%, but on a year ago they're down 5%, give or take. Andrew Grant: And obviously a year ago was the peak of the pandemic. So yeah, if you take a two year view, the grocers have been really successful at riding this pandemic. But within the numbers, a few interesting things. Co-op and Iceland are the worst performers, not surprisingly, a Co-op is on every street corner.
They don't have many big superstores, so they were the big winners of the pandemic when people just literally didn't want to shop at a big store where there were those other people who could potentially pass on the virus, they popped to the local Co-op. And to a lesser extent, I guess, Iceland being sort of city center or town center location. So I can understand why Co-op figures don't look brilliant, although they're us still up in double digit from two years ago. Darren A. Smith: So they're up 12% on two years but they're down 15% year on year? Andrew Grant: Yeah. But what's for me is I think a little bit of the slightest star of some blue water between Tesco and Sainsbury's and Asda and Morrisons is starting to appear. So Aldi and Lidl have come back, they're flat on last year. So probably something in there about they don't have home shopping, and home shopping is down. I forget the numbers. You may have them more to have. Oh yeah. So online groceries dropped by 2.6%. Darren A. Smith: Yep. Andrew Grant: So I think Aldi and Lidl have picked that up. So Aldi and Lidl are flat. Tesco seems to be doing really well. Tesco's put on 4.4 points of market share is almost unheard of in the last 10 years, but Asda are losing market share as are Morrisons and twice the decline of Tesco and Sainsbury's on a year. Darren A. Smith: So we've got Tesco hitting the high of 27% market share. Andrew Grant: Yep. Darren A. Smith: They're doing well. And you think they're stealing that predominantly from Asda and Morrisons? Andrew Grant: No, no, actually. I think it's a bit more complex than that. I think Tesco in particular, and we've said it before, have found a way to neutralize Aldi and Lidl. Darren A. Smith: Okay,
Have Morrisons and Asda Taken Their Eye Off the Ball? Join Andrew Grant and Darren A. Smith in the thirty-eighth episode of the Grocery Guru. They discuss the latest Kantar market share showing 12 weeks to 20th July 2021. Asda and Morrisons losing share, Tesco gaining, and Aldi & Lidl showing flat growth.
Andrew and Darren discuss the latest Kantar market share report You Can Read the Full Kantar Market Share Transcript Below: Darren A. Smith: Hello, and welcome to your weekly episode with The Grocery Guru. This is episode 38 and we are here with that guru, Andrew Grant. Andrew, how are you?
Andrew Grant: Good morning.
Darren A. Smith: Now, Andrew. I know that the market shares have just been published and you’ve got a unique take on what you think is happening.
Andrew Grant: I’m not sure about a unique take, but yeah, we always wait for Kantar data that comes out 20th-ish of every month, because I think it’s the most comprehensive view of what’s happening in the market. I think we’ve covered it maybe two or three times since the pandemic started. And yeah, there’s some subtleties in the figures for me. I mean, overall, total multiples are still up 11% on two years ago. So as we said, a few episodes ago, with the pandemic technically ending, people are going to go back out to pubs and restaurants. They’re not going to do as much home shopping and therefore, the multiples are probably in a fairly rough ride during the summer.
Yeah, I wouldn’t say it’s a rough ride, maybe a few little bumps. I mean, they’re down 4.6% on the year. Tesco down 3.7, Sainsbury’s down three, so that’s probably not too bad. So probably expecting worse.
Darren A. Smith: Let me just put that back in people’s heads. So year on two years ago for the last, what, 12 weeks to 23rd of July, the multiples are up 11%. That’s right, isn’t it?
Andrew Grant: On two years ago.
Darren A. Smith: On two years ago. So up 11%, but on a year ago they’re down 5%, give or take.
Andrew Grant: And obviously a year ago was the peak of the pandemic. So yeah, if you take a two year view, the grocers have been really successful at riding this pandemic. But within the numbers, a few interesting things. Co-op and Iceland are the worst performers, not surprisingly, a Co-op is on every street corner.
They don’t have many big superstores, so they were the big winners of the pandemic when people just literally didn’t want to shop at a big store where there were those other people who could potentially pass on the virus, they popped to the local Co-op. And to a lesser extent, I guess, Iceland being sort of city center or town center location. So I can understand why Co-op figures don’t look brilliant, although they’re us still up in double digit from two years ago.
Darren A. Smith: So they’re up 12% on two years but they’re down 15% year on year?
Andrew Grant: Yeah. But what’s for me is I think a little bit of the slightest star of some blue water between Tesco and Sainsbury’s and Asda and Morrisons is starting to appear. So Aldi and Lidl have come back, they’re flat on last year. So probably something in there about they don’t have home shopping, and home shopping is down. I forget the numbers. You may have them more to have. Oh yeah. So online groceries dropped by 2.6%.
Darren A. Smith: Yep.
Andrew Grant: So I think Aldi and Lidl have picked that up. So Aldi and Lidl are flat. Tesco seems to be doing really well. Tesco’s put on 4.4 points of market share is almost unheard of in the last 10 years, but Asda are losing market share as are Morrisons and twice the decline of Tesco and Sainsbury’s on a year.
Darren A. Smith: So we’ve got Tesco hitting the high of 27% market share.
Andrew Grant: Yep.
Darren A. Smith: They’re doing well. And you think they’re stealing that predominantly from Asda and Morrisons?
Andrew Grant: No, no, actually. I think it’s a bit more complex than that. I think Tesco in particular, and we’ve said it before, have found a way to neutralize Aldi and Lidl.
Darren A. Smith: Okay, right.
Andrew Grant: Yeah. Their price match campaign, their club card promotions I think are fantastic, and fantastic value. I think Tesco and to a similar extent, Sainsbury’s have found a way to stop the bleed of shoppers to Aldi and Lidl. I don’t think Asda and to some extent Morrisons have. So I think the Aldi and Lidl bounce back is partly to the fact that less people are doing home shopping, but that home shopping could be stealing from Asda and Morrisons rather than Tesco and Sainsbury’s.
Darren A. Smith: It could be, and as you said, so online people are doing less online. They’re going back to bricks and mortar shopping.
Andrew Grant: Yep.
Darren A. Smith: I read something in here that said, let’s have a look.
Andrew Grant: Still 13% of the market, though.
Darren A. Smith: Yes, it is. It is. It’s still huge. Yeah.
Andrew Grant: I think it hit 18, didn’t it, at the peak of the pandemic. And I think one of the grocers reported 20 odd percent online sales, but 13 is still double what it was two years ago.
Darren A. Smith: It’s very true. Very true.
Andrew Grant: So pretty serious. And you know, yeah, just to bring the online thing into focus, Ocardo’s growth, on two years ago, up 50%, I mean, absolutely flying. So as long as they can stop their robots fighting with each other, they’re probably doing pretty well.
Darren A. Smith: You’re referring to the fire between the robots at say, depot recently, aren’t you?
Andrew Grant: I just thought it so funny that six robots decided to gang up on each other and have a big fist fight in the middle of the warehouse.
Darren A. Smith: Robo wars. Ocardo robo wars. Maybe they want to start that. Maybe it’ll catch on.
Andrew Grant: I used to like [inaudible 00:06:05], yeah. It was good. So yeah. So I think it’s quite an interesting time to look at what’s happening in the market because obviously, pandemic technically over, obviously this week, there’s all these problems of shop workers and depo workers and drivers being pinged. I think that’s a short term blip, but going into the autumn, yeah, I think there’s some interesting stuff going on here because I think Tesco and Sainsbury’s are very well set. Asda and Morrison’s, Asda’s recently being taken over. That always causes problems.
So is their eye off the ball and is that going to cause longer term problems? And obviously Morrisons right in the middle of a bidding battle. That’s guaranteed to take your eye off the ball. So I think Asda and Morrisons are the ones to watch through the autumn in terms of will they struggle. Aldi and Lidl I think will continue to do well. And Ocardo’s steam rolling. Steam rolling on. So interesting to watch Asda and Morrisons over the next six months, I think.
Darren A. Smith: Okay, all right. Assume it here. What other nuggets have you got from the Kantar data?
Andrew Grant: I think that was it. The only other one we haven’t mentioned is Waitrose. Yeah. Waitrose picking up again. I think their customers, it might be a complete generalization, but I think generally their customer’s slightly older profile, probably more wary of shopping during the pandemic.
Darren A. Smith: Yeah.
Andrew Grant: So I think Waitrose probably hit harder, but still, their two year growth is the same as the others, but their one year growth is better. So, maybe Waitrose are starting to become a bit of a star. And I did read, was it last week? Yeah, John Lewis and Waitrose are going start building their own flats and houses and you’ll have built in Waitrose food cabinets and all this sort of stuff.
Darren A. Smith: And also there was the departure, I think it was six months ago now, of the commercial director at Waitrose, Rupert Thomas, who I think is chief commercial officer at Fortnum & Mason, I think.
Andrew Grant: Okay.
Darren A. Smith: [inaudible 00:08:37] moved there, so maybe that’s bringing some changes as well. The only other thing I picked up that I thought was useful was Morrisons still doing very well with counters. Obviously most retailers are cutting back on counters and Morrison’s must be picking that up to some extent. Andrew Grant: Yeah. It is their USP and always has been, hasn’t it?
Darren A. Smith: Yeah.
Andrew Grant: Yeah, no, an interesting month to review that Kantar data. We’ll see what August brings.
Darren A. Smith: Okay. Okay. All right, Andrew, we’ll talk to you next week. Thanks very much.
Andrew Grant: Take care.
Darren A. Smith: Bye-bye.
Take a look at the Kantar Market Share video on our YouTube Channel. Also, check out our award-winning blog.
Ultra Fast Groceries Join Andrew Grant and Darren A. Smith in the thirty-seventh episode of the Grocery Guru. They discuss the rise of rapid groceries, also known as ultra fast groceries. These start-ups are being discussed by JP Morgan and Credit Suisse as having the ability to take serious market share in the UK.
This week Darren and Andrew discuss ultra fast grocery deliveries You Can Read the Full Ultra Fast Groceries Transcript Below: Darren A. Smith: Hello, and welcome to the Grocery Guru. We are episode 37 and we are here with that Grocery Guru, Andrew Grant. How are you?
Andrew Grant: Very, very warm, Darren.
Darren A. Smith: Yes. It’s 31 here in town. It’s hot.
Andrew Grant: Well yeah, the official temperature is 31, but I think in this office, it feels like 40. So yes.
Darren A. Smith: Now, if I was very smart, I’d make the link between hot weather and ultra-fast groceries, but I’m not that smart. So would you tell us about an ultra-fast grocery?
Andrew Grant: Well, I think you could say that their share prices are on fire.
Darren A. Smith: They’re going like hotcakes?
Andrew Grant: Something like that, yeah. So no, we spoke about it a few weeks ago, didn’t we? This rapid grocer I think is going to be the term that is used. So people like Getir and what have you, where they promise to deliver in 10 minutes. And I think both you and I are a little bit cynical, where to say okay, it’s a nice thing to have and the odd person in a city center might run out of crisps or something, but the reason I’ve brought this back today is J.P. Morgan, the investment house, I read an article last week where they reckon, and the headline of the article was Rapid Grocery Will Create an Existential Threat to Mainstream Grocery. They’re predicting, wait for this, that the rapid delivery grocers could capture 50% of the UK grocery market worth 200 billion a year.
Darren A. Smith: And for someone like J.P. Morgan to make that forecast, we’re putting a lot of stead by that, and so we should.
Andrew Grant: Well, I don’t know. It depends how cynical you are. I know both you and I have healthy doses of cynicism running through our veins, but I’ve always thought don’t brokers come up with stories in order to pump up a share price and then come up with another story to deflate the share price that they make money on the up and the down? Isn’t that what they do?
Darren A. Smith: Well, a bit like Elon Musk with Bitcoin or Dogecoin.
Andrew Grant: Yeah. So whether it’s one of these things, let’s just pump the hype so that we can make even more money out of the shares that we’ve hedged, or leveraged, or whatever they do. But they were reckoning, and this is the bit that got me is whether you believe they’ll get 50% of the market or not, but they’re [inaudible 00:02:39] these startups, this says why so much money is going into them and why the share prices have gone crazy is they’re making net returns of 10 to 15%. Now, we’ve spoken on here many times about UK grocers being the most profitable in the world, but they still only make about two and a half P net profit in the pound, which is a lot of hard time, effort, and energy for two and a half P for every pound you sell. They reckon these guys, because they’re operating out of dark warehouses on industrialist estates and under railway arches, they’re using transient labor, are getting 10 to 15% returns. Now, just do the maths, Tesco worth what? 80 billion, 100 billion, making 4%. If these guys suddenly carve out 200 billion making 12%, whoa.
Darren A. Smith: That is staggering. Now, on top of what you said, so one of these guys is Gorilla.
Andrew Grant: Yeah.
Darren A. Smith: Gorillas, excuse me. Gorillas. And I had a look, and these guys are already in … Don’t know if you’re able to see that, but this many countries. So we’re not just talking about a UK phenomenon here, we’re talking about eight European countries that they’re already in. And Gorillas are saying one, thousands of products all at retail prices, so they’re not charging more, two, everything at your fingertips, it’s an app, and three, within 10 minutes, delivered by our legendary rider crew.
Andrew Grant: Yeah. So is it a classic story of tech bubble stocks or could it happen? I mean I don’t know. The other thing that made me giggle a little bit is obviously this is quite low tech and the startup costs are very, very low, so the input capital’s low. Don’t know if you saw over the weekend, Ocado had a little problem with six of their robots getting into a fight.
Darren A. Smith: Yes, they had a fire, didn’t they?
Andrew Grant: Yeah, six of their robots decided to beat each other up and set themselves on fire, which I just thought was brilliant.
Darren A. Smith: Robot wars. Now, let me share some of the facts [crosstalk 00:05:00].
Andrew Grant: Clearly they were England fans.
Darren A. Smith: We’ve got the guys Getir, we’ve got the Gorillas guys, we’ve got Weezy, and these guys are saying the nationwide rollout, for instance, seeing a potential for 5,000 warehouses in the UK alone, which compares to Tesco and Sainsbury’s, with only 2,000 convenience stores. That’s pretty staggering stuff. These guys are going to move into this very, very quickly.
Andrew Grant: And I think one of the interesting things, if you think back to what we spoke about last week with HFSS and impulse foods being slowly strangled out of grocery, what if these guys somehow found a way around the rules? Because they’re not chain players at the moment, the legislation’s not written for them because they’re well under the radar. What if all of a sudden you are PepsiCo, Mars, Coca-Cola, suddenly finding that your sales are literally drying up in the grocers and there’s this whole new channel that literally the words impulse, you don’t get much more impulse than 10 minutes.
Darren A. Smith: And these guys, because of their size, they might go under the [GSCOP 00:06:27] radar, they’ll go under the HFSS. So just for everyone else, that’s high fat, high salt, high sugar foods. We’ve got legislation which is coming in about April next year which says that you cannot volume promote those products, so that’s ice cream, confectionary, and also you can’t secondary display them. Now, these guys, as you say, could get around all of that with their app, maybe.
Andrew Grant: Well, the proposal, although they’re online players and the proposed legislation is going to cover online, it only covers people operating in stores of two and a half thousand square foot and above. These guys are running railway arches and don’t have retail space.
Darren A. Smith: Maybe it’s the smartest move.
Andrew Grant: Yeah. And then the other thing as well, again, I love the stats, Just Eat, I think it was, has the highest returning rate of any of the delivery apps. 76% of their customers are returning customers. Just imagine when somebody like Getir or Gorillas, whatever, efficiently partner up with a Deliveroo or a Just Eat. So within 10 minutes, you get your hot tasty takeaway dinner, your bottle of pop, your chocolates for afterwards, your cigarettes, your beer, whatever it might be, all delivered on the back of one rickety motorbike.
Darren A. Smith: Wow.
Andrew Grant: Do you ever need to go to Tesco again?
Darren A. Smith: So what’s our advice for everyone watching? If they’re putting some shares up, maybe we ought to get some, you just got to pick which one.
Andrew Grant: Well, I think for our audience, mainly account managers and brands that sell into grocery, I think you need to watch it really closely. I don’t think it is a tech bubble anymore, it’s something that if you don’t keep an eye on, you could wake up in 18 months time and it’s a mega, mega, mega new channel.
Darren A. Smith: It could be, and maybe that’s why J.P. Morgan’s ears are pricking up, and Credit Suisse are having a look at them, and so on, as this report says. Wow. So we’re talking about ultra-fast grocery or ultra-rapid groceries, as it’s becoming known, a whole new market opening up. The growth is absolutely going exponentially through the roof. Now, just the last part, Justin King’s involved in Weezy, is that right?
Andrew Grant: You’ve got me there. He’s involved in one of them, he’s put money into, yeah.
Darren A. Smith: Involved in one of them, okay. So they’re buying in huge experience as well. Justin being ex-CEO of Sainsbury’s for many years, did very well, and has brought Sainsbury’s back from poor growth to great growth, so he may do the same.
Andrew Grant: Yeah. So I think the watch word is watch this space.
Darren A. Smith: Watch this space. Andrew, thank you very much for bringing that to our attention. We’ll let you go and sunbathe in the heat, and we’ll talk to you next week.
Andrew Grant: Bye-bye.
Darren A. Smith: Bye.
Take a look at the Football Bonus video on our YouTube Channel. Also, check out our award-winning blog.
Ultra Fast Groceries Join Andrew Grant and Darren A. Smith in the thirty-seventh episode of the Grocery Guru. They discuss the rise of rapid groceries, also known as ultra fast groceries. These start-ups are being discussed by JP Morgan and Credit Suisse as having the ability to take serious market share in the UK. You Can Read the Full Ultra Fast Groceries Transcript Below: Darren A. Smith: Hello, and welcome to the Grocery Guru. We are episode 37 and we are here with that Grocery Guru, Andrew Grant. How are you? Andrew Grant: Very, very warm, Darren. Darren A. Smith: Yes. It's 31 here in town. It's hot. Andrew Grant: Well yeah, the official temperature is 31, but I think in this office, it feels like 40. So yes. Darren A. Smith: Now, if I was very smart, I'd make the link between hot weather and ultra-fast groceries, but I'm not that smart. So would you tell us about an ultra-fast grocery?
This week Darren and Andrew discuss ultra fast grocery deliveries Andrew Grant: Well, I think you could say that their share prices are on fire. Darren A. Smith: They're going like hotcakes? Andrew Grant: Something like that, yeah. So no, we spoke about it a few weeks ago, didn't we? This rapid grocer I think is going to be the term that is used. So people like Getir and what have you, where they promise to deliver in 10 minutes. And I think both you and I are a little bit cynical, where to say okay, it's a nice thing to have and the odd person in a city center might run out of crisps or something, but the reason I've brought this back today is J.P. Morgan, the investment house, I read an article last week where they reckon, and the headline of the article was Rapid Grocery Will Create an Existential Threat to Mainstream Grocery. They're predicting, wait for this, that the rapid delivery grocers could capture 50% of the UK grocery market worth 200 billion a year. Darren A. Smith: And for someone like J.P. Morgan to make that forecast, we're putting a lot of stead by that, and so we should. Andrew Grant: Well, I don't know. It depends how cynical you are. I know both you and I have healthy doses of cynicism running through our veins, but I've always thought don't brokers come up with stories in order to pump up a share price and then come up with another story to deflate the share price that they make money on the up and the down? Isn't that what they do? Darren A. Smith: Well, a bit like Elon Musk with Bitcoin or Dogecoin. Andrew Grant: Yeah. So whether it's one of these things, let's just pump the hype so that we can make even more money out of the shares that we've hedged, or leveraged, or whatever they do. But they were reckoning, and this is the bit that got me is whether you believe they'll get 50% of the market or not, but they're [inaudible 00:02:39] these startups, this says why so much money is going into them and why the share prices have gone crazy is they're making net returns of 10 to 15%. Now, we've spoken on here many times about UK grocers being the most profitable in the world, but they still only make about two and a half P net profit in the pound, which is a lot of hard time, effort, and energy for two and a half P for every pound you sell. They reckon these guys, because they're operating out of dark warehouses on industrialist estates and under railway arches, they're using transient labor, are getting 10 to 15% returns. Now, just do the maths, Tesco worth what? 80 billion, 100 billion, making 4%. If these guys suddenly carve out 200 billion making 12%, whoa. Darren A. Smith: That is staggering. Now, on top of what you said, so one of these guys is Gorilla. Andrew Grant: Yeah. Darren A. Smith: Gorillas, excuse me. Gorillas. And I had a look, and these guys are already in ... Don't know if you're able to see that, but this many countries. So we're not just talking about a UK phenomenon here, we're talking about eight European countries that they're already in.
Telling Stories at work Join Andy Palmer and Darren A. Smith in the ninth episode of the Weekly Training Booster. This episode was about telling stories at work and how to improve your presentation skills. Using stories to achieve greater engagement with your audience. Everyone can tell stories - Tell me about an accident you had, or a time you were embarrassed. You Can Read the Storytelling Episode Transcript Below: Darren A. Smith: Hello and welcome to week nine with Andy Palmer. We're talking about the Weekly Training Booster. And this week, Andy, we're going to talk about storytelling and how to tell stories at work. Andy Palmer: Yeah, absolutely. So I think for me, this is one of those learned skills that actually become incredibly useful because the majority of us spend a lot of time influencing, persuading, communicating, ultimately presenting to people. And what we're ultimately looking to do is to improve that ability by becoming far more persuasive. And storytelling can just be a super powerful way of doing that. Darren A. Smith: And my understanding of storytelling is it comes from when our ancestors sat around a cave, where we can sometimes see Dances with Wolves with Kevin Costner. And they're telling stories around the campfire and they're really intriguing. And partly, there's no telly to distract them or mobile phone, but the storytelling, that's how it was passed on for years and years and generations. Andy Palmer: Absolutely. So, I mean, way before recorded history, at any time before recorded history, it's the vehicle in which humanity passed information from generation to generation. And yeah, I think it still plays out true now.
And yes, there's all those influences, but actually, if we all think back, we can probably remember that story our grandmother told us when we were a kid. Maybe, that cartoon that we saw on the TV when we were five, maybe the thing we learned in school about how the telephone was invented by Alexander Graham Bell. And they're the things that stay with us because we have such strong emotional connections to stories, as opposed to just simple information gives.
Telling stories at work will help to improve your presentation skills Darren A. Smith: And one of the stories that I remember was back when I was in corporate and this guy was doing a training course on time management. Now, I got intrigued by time management, as you know for the last 20 years.
But, the story that stuck with me from that whole day was this guy said, "I want you to remember, I've got tickets."
Now, he started with that and that was intriguing. I have no idea what he was on about, he's a mad American. And then, he told this story about how he had tickets for a baseball game. And did I know that during that day, he was the most productive he's ever been? Because at five o'clock he had to leave the office because he had tickets. And were we surprised how productive he was? No, we weren't, because he had a goal. And it was brilliant, loved it. Andy Palmer: For me, that is the power of bringing stories to life by having a single central clear message. His clear message was, "I have tickets." Now, there was a whole load of other stuff going on, but that's the bit that stuck with you.
When we can come up with that simple clear message and that could be as much as, "I've got tickets," or, "I want to launch a new line," or, "I want to run a promotion, I want to negate," whatever that thing may be, if we're absolutely crystal clear on what it is, and then we can surround it with an appropriate narrative, we become so much more engaging in the way in which we're delivering that thing, whatever that thing may be. Darren A. Smith: And I agree. I was at a workshop, a different workshop some years later, with a guy called Richard White. God bless him, he's now passed on. But, we were in a storytelling workshop. There was 30 of us there and most of us started moaning as people, I think,
The Urgent and Important Matrix Join Andy Palmer and Darren A. Smith in the eighth episode of the Weekly Training Booster. This episode was about understanding the urgent and important matrix. Also known as the Eisenhower matrix. A tool for helping you to understand how to improve your time management. You Can Read the Urgent and Important Matrix Episode Transcript Below: Andy Palmer: Welcome to week number eight of our MBM weekly training booster. Good afternoon, for those that are watching it live, and hello to anyone else. It's a hot Friday afternoon here for us. Today, Darren, we are going to talk about the Urgent versus Important Matrix of helping to support a time management system, sometimes called the Eisenhower model. So I'm going to ask you to give us a brief overview and then we'll get in and explore it further. Darren A. Smith: Cool. This is a cracking tool, the Urgent versus Important, or Important versus Urgent Boston Matrix. So imagine a Boston Matrix. I'm going to flash one up, but I don't think everyone will be able to see that quickly. And what it says is, there's two axis. Urgent, and there's another axis of important. And once you cross check those and you get your four windows, you end up with what you can do and how you can think about time management, and whether a task is urgent, or whether it's important and how it overlaps with each other. Andy Palmer: That makes great sense. And I keep referring to situational base needs. Whenever I'm doing training of late, whether it's people management, situational leadership, or whether it's category management and talking about situational category management, adapting to the situation. And I think this is just another good example of, based on a situation that you've got and your situation be dictated by urgent and important allows, and that then, of course, dictates the options that you've got. So from what you've just said about those four quadrants, what sits within those four quadrants? How would you bring that to life?
Understand and utilise the urgent and important matrix Darren A. Smith: So let's roll through. The reasons it's called the Eisenhower Matrix, is supposedly, President Eisenhower came up with it. Whether that's true or not, I don't know. I guess it doesn't matter. So you can either call U and I Matrix, or the Eisenhower Matrix, or the Urgent and Important Matrix. If we take that Matrix, and we say something is neither urgent, so we look at this axis, or important, then it's right down here. So we've got a time demand or a task that's neither urgent or important. Now this is the crazy space you get into. You say, "Well, if it's not urgent and it's not important, what should I do with it?" What do you think? Andy Palmer: What should you do with it? Well, it's actually probably not do anything with it, but again, you don't need it slipping through your system. So I'm going to hazard a guess that some sort of reminder, some sort of park it somewhere, put a date on it, come back to it. That type of [crosstalk 00:02:32]. Darren A. Smith: It could be that. I mean, if it's not urgent and it's not important, you probably shouldn't do it now. Now if you get some JFBI's in your business, we all know what that acronym stands for. And sometimes, you've just got to get these things done. "That's okay. The boss wants it, the customer wants it. I'll just get it done. Fine. Not particularly urgent, it's not important, but over the next couple of weeks." So what we ought to do with this, is try and do as few of these as possible, because you can imagine, if you and I are operating in a space where it's neither urgent or important, what the hell are we doing? We can't be being productive. Andy Palmer: Yeah. Absolutely. All right. That makes sense. So we can either dismiss that, get rid of it. If then we were to dial up one of those axis, and let's say, something becomes more important, what does that look like? Darren A. Smith: Yeah.
Football Bonus, HFSS, Morrisons & A Tough Autumn Join Andrew Grant and Darren A. Smith in the Football Bonus episode of the Grocery Guru. They discuss England being in the Euro 2020 final which gives a football bonus & stress on the supply chain, driver shortage, labour shortages for frowers, rapid groceries – Wheezy, HFSS, Morrison’s bids and a tough Autumn Ahead for the grocers and their suppliers.
England football team being in the final have meant a football bonus and driver shortages You Can Read the Full Football Bonus Transcript Below: Darren A. Smith: Hello, and welcome to the Grocery Guru. This is episode 36, and we are here with that guru, Andrew Grant. How you doing?
Andrew Grant: Morning Darren. Yes. Pretty good. Thank you.
Darren A. Smith: Lots going on at the moment. I know we’ve got a few things we want to share with our audience, but we can’t not mention the football.
Andrew Grant: What’s that? Sorry, Das, I missed it.
Darren A. Smith: It’s a sort of football-like brown thing we might win.
Andrew Grant: Oh, yes. There’s a small match on Sunday evening, I believe.
Darren A. Smith: There very much is. And I know you’re a big football fan.
Andrew Grant: Yeah, no, exactly. I mean, it’s one of those weekends, obviously putting aside the sort of, the passion for the national team, but as an [inaudible 00:00:48], we all remember these weekends. They don’t come around very often, but a Royal wedding, a Brit winning Wimbledon, England football team getting through to the semifinals and now the finals; it’s not in your budget. You weren’t expecting it. You’ve spent this whole week ordering in gazillions of whatever it might be; crates of beer, burger buns, barbecue briquettes, whatever. And it’s all froth on the top of your budget, I mean, happy days.
Darren A. Smith: It’s like getting a football bonus, isn’t it? You didn’t know it was coming and there it is. Lovely.
Andrew Grant: Yeah. And then obviously the trick is by this time next year, make sure you’ve moved categories because you’re going to have the mother of all spikes to try and overcome.
Darren A. Smith: Can’t you still just blame COVID? Can this not go on for years?
Andrew Grant: Yeah, but it doesn’t get taken out of your budget, unfortunately. I’m not sure finance directors know that there’s things such as football and COVID, it’s just next year’s budget is.
Darren A. Smith: So we’ve got lots of people planning for this bonus weekend. It gives them extra on top of their budget. Fabulous. All right. That makes sense. And what about taking that forward? What does that look like?
Andrew Grant: Well, it’s an interesting time, isn’t it? Because we spoke, I think a few episodes ago, about the challenges the grocers are going to have this year. Obviously they got a massive pandemic boost when everybody… when all the other shops were shut. And they’re now obviously in the… they’re now lapping that fantastic performance. And I saw some stuff from NielsenIQ this week, which said that actually sales in supermarkets fell 2.4% in the four weeks to the 19th of June, which actually probably isn’t bad. If you think, they got something like 10% bonus, only to be 2.4% now a year later, is pretty good.
Darren A. Smith: Well, that’s much better than I would have thought. The average was 10% up in sales, so now we’re saying only 8% up, minus two. Okay. [inaudible 00:03:10].
Andrew Grant: We had Sainsbury’s quarterly update performance. They increased their profit expectations, I think; doing pretty well, growing market share. And interestingly, the takeout I took from it, was their online business, their online grocery business, as opposed to Argos, is now steadying out. The growth rate is steadying out, but at 20% of their overall business.
Darren A. Smith: Oh, one in five. Okay.
Andrew Grant: So if you remember a year ago, we said it had doubled to 20%. So it doubled in a year, sort of five years worth of growth in a year, but it now looks as if the new normal is sort of one in five customers shopping online.
Darren A. Smith: Right. Okay. Okay. All right. Interesting. All right. And when we look forward to the Ultimate’s coming up, what’s your predictions for what the UK grocery world’s going to look like?
Andrew Grant: Well, I think, as I say, if you’re a bar and grocery, enjoy this weekend, because there’s a whole storm of stuff coming down the pipeline at the grocery sector, yet alone business. We saw this week, Haribo can’t deliver those nice little sweets because they’ve got no drivers.
Darren A. Smith: Yes.
Andrew Grant: So I think, the HGV situation is quite serious. I read a whole load of stuff about farmers in East Anglia having to plow in their summer crops because there’s nobody to pick the lettuces or pick the asparagus or leaks or whatever it might be. So there’s some real… and back [inaudible 00:04:55], again, desperately trying to hire workers for their convenience factories. So some real challenges around labor and supply.
Darren A. Smith: So we’ve got driving shortages, labor shortages. Okay. Yep. Sorry, go on.
Andrew Grant: Lots of food inflation, lots of commodity food-input price inflation, which I know the retailers are desperately trying to bat-off at the moment. And as I said, still those challenging like-for-likes from last year. And then put on top of that, bid-frenzy fever [inaudible 00:05:36] bid-frenzy fever, with… It looks like a bidding war for Morrisons, but will that spill over into a bid for Sainsbury’s? Because when you look at it, going back to what we originally said, the grocery market has done really well through the pandemic. It’s come through the other side, almost unscathed, as the rest of the economy opens up, and yet the share prices, and I know this, are where they were 25 years ago. So not surprised these clever Americans are looking at UK grocers and going, “Hey guys, we’ll have some of this.”
Darren A. Smith: Yeah. And also not forgetting during COVID whilst the supermarkets did well with increases of sales around the 10% mark, they also spent a fortune on COVID costs. I think about four episodes ago, we said Sainsbury’s COVID cost was 468 million.
Andrew Grant: And obviously that’s… it’s going to be nothing like that this year, so that’s straight back onto the bottom line. I mean, okay, they had a huge rates’ relief, which they paid back, which would have dented their profits, but with every like-for-like downside, there is an upside, and they won’t have all of those COVID costs this year.
Darren A. Smith: True. And then I’m just thinking of two other things that are coming down the line. We’ve got people like Weezy, the London-based delivery shopping window of 10 minutes? Those guys are coming in, we talked about those a couple of episodes ago. I think Justin King was one of their investors.
Andrew Grant: Yeah. Yeah. So super fast home delivery. Rapid grocer, I think it’s becoming known as. I think we said at the time, Darren, it’s a bubble.
Darren A. Smith: It feels like a .com. It really does, because the 10-minute window, “Yeah, great, I got it the first time, that was exciting,” but do I really want it all the time? I don’t think so. But what do we know? We’re not just thinking-
Andrew Grant: Well, if it gets to 10:30 on Sunday night and it’s penalties and you’ve run out of beer, I can see the benefit of a 10-minute delivery window.
Darren A. Smith: I certainly can. In fact, I might want to in five minutes, but I hear what you’re saying. And then the other thing that’s coming down the line possibly April next year, we’ve talked about HFSS, which is the biggest change, you said to me, in enforced diets since the Second World War? Did I get that wrong?
Andrew Grant: Yep. Yeah, effectively. HFSS, high fat, sugar and salt foods, the government has… Depends on your point of view, but the government has waged war on advertising these products in schools, et cetera. It’s now going a whole step further as far as the grocers are concerned, in that they will not be able to volume-promote or display these products. And for me, because this legislation is due in April next year, I do need to check when April is… Sorry, not when April is, when Easter is next year, but as the proposed legislation stands, you could see headlines like, “Boris kills the Easter bunny,” which with no Easter egg displays allowed, which would be mind blowing.
Darren A. Smith: So the two principles are, you can’t volume price promote anymore and you cannot secondary site. Is that right?
Andrew Grant: Yeah. Broadly. So no bog-offs, no two-for’s, three-for’s, just straight price promotion and no secondary siting. No foyer displays, till displays, et cetera. And you think, Easter is the one that really springs to my mind because think of the pallet displays of Easter eggs that the grocers put out there.
Darren A. Smith: Well, I’m thinking, I’m sure we walked into ASDA last year at Easter, and there were two, three pallets of these Easter eggs, from the 10 pound ones to the pound ones. You couldn’t move past the lobby for them. Sorry, come April next year, it won’t be possible.
Andrew Grant: Well, it all depends, the legislation is still to go through parliament. I’m sure the big retailers and the big three confectionary giants will lobby hard against it. And can you see a government not letting us have our Easter eggs? I don’t know, we’ll see.
Darren A. Smith: We’ll see. All right. Andrew, final takeaway? Before we let you get on with your house buying, which I think you’re doing at the moment.
Andrew Grant: Yeah, no, the final takeaway is get that Domino’s order in early this weekend because I think they’ll struggle for half time.
Darren A. Smith: Oh, and your prediction for score Sunday? What do you think?
Andrew Grant: Oh my God.
Darren A. Smith: I put you on the spot, haven’t I?
Andrew Grant: I think it’s penalties and England.
Darren A. Smith: Okay. You said the P word.
Andrew Grant: I think it’s a very tense nil/nil, and then nine penalties and we just scrape it.
Darren A. Smith: All right.
Andrew Grant: And what about you? What about you?
Darren A. Smith: You said the word. Well, I’m going to go and be a real patriot. I’m going to go one/nil.
Andrew Grant: Okay.
Darren A. Smith: I’ll go further than that. I think it’s Raheem in minute 43 just before halftime.
Andrew Grant: So Sir Raheem on Monday morning.
Darren A. Smith: Yes.
Andrew Grant: I’ll go with that.
Darren A. Smith: All right. You have a good weekend. Thank you, Andrew.
Andrew Grant: Chow. Bye.
Darren A. Smith: Bye-bye.
Take a look at the Football Bonus video on our YouTube Channel. Also, check out our award-winning blog.
Football Bonus, HFSS, Morrisons & A Tough Autumn Join Andrew Grant and Darren A. Smith in the Football Bonus episode of the Grocery Guru. They discuss England being in the Euro 2020 final which gives a football bonus & stress on the supply chain, driver shortage, labour shortages for frowers, rapid groceries - Wheezy, HFSS, Morrison's bids and a tough Autumn Ahead for the grocers and their suppliers. You Can Read the Full Football Bonus Transcript Below: Darren A. Smith: Hello, and welcome to the Grocery Guru. This is episode 36, and we are here with that guru, Andrew Grant. How you doing? Andrew Grant: Morning Darren. Yes. Pretty good. Thank you. Darren A. Smith: Lots going on at the moment. I know we've got a few things we want to share with our audience, but we can't not mention the football. Andrew Grant: What's that? Sorry, Das, I missed it. Darren A. Smith: It's a sort of football-like brown thing we might win. Andrew Grant: Oh, yes. There's a small match on Sunday evening, I believe. Darren A. Smith: There very much is. And I know you're a big football fan. Andrew Grant: Yeah, no, exactly. I mean, it's one of those weekends, obviously putting aside the sort of, the passion for the national team, but as an [inaudible 00:00:48], we all remember these weekends. They don't come around very often, but a Royal wedding, a Brit winning Wimbledon, England football team getting through to the semifinals and now the finals; it's not in your budget. You weren't expecting it. You've spent this whole week ordering in gazillions of whatever it might be; crates of beer, burger buns, barbecue briquettes, whatever. And it's all froth on the top of your budget, I mean, happy days.
England football team being in the final have meant a football bonus and driver shortages Darren A. Smith: It's like getting a football bonus, isn't it? You didn't know it was coming and there it is. Lovely. Andrew Grant: Yeah. And then obviously the trick is by this time next year, make sure you've moved categories because you're going to have the mother of all spikes to try and overcome. Darren A. Smith: Can't you still just blame COVID? Can this not go on for years? Andrew Grant: Yeah, but it doesn't get taken out of your budget, unfortunately. I'm not sure finance directors know that there's things such as football and COVID, it's just next year's budget is. Darren A. Smith: So we've got lots of people planning for this bonus weekend. It gives them extra on top of their budget. Fabulous. All right. That makes sense. And what about taking that forward? What does that look like? Andrew Grant: Well, it's an interesting time, isn't it? Because we spoke, I think a few episodes ago, about the challenges the grocers are going to have this year. Obviously they got a massive pandemic boost when everybody... when all the other shops were shut. And they're now obviously in the... they're now lapping that fantastic performance. And I saw some stuff from NielsenIQ this week, which said that actually sales in supermarkets fell 2.4% in the four weeks to the 19th of June, which actually probably isn't bad. If you think, they got something like 10% bonus, only to be 2.4% now a year later, is pretty good. Darren A. Smith: Well, that's much better than I would have thought. The average was 10% up in sales, so now we're saying only 8% up, minus two. Okay. [inaudible 00:03:10]. Andrew Grant: We had Sainsbury's quarterly update performance. They increased their profit expectations, I think; doing pretty well, growing market share. And interestingly, the takeout I took from it, was their online business, their online grocery business, as opposed to Argos, is now steadying out. The growth rate is steadying out, but at 20% of their overall business. Darren A. Smith: Oh, one in five. Okay. Andrew Grant: So if you remember a year ago, we said it had doubled to 20%. So it doubled in a year, sort of five years worth of growth in a year,
Use the GROW Model For Your Employees Join Andy Palmer and Darren A. Smith in the seventh episode of the Weekly Training Booster. This episode was about the GROW Coaching model; Goal, Reality, Options, and Way Forward. An overview of this coaching model to help you to begin coaching. You Can Read the GROW Coaching Model Episode Transcript Below: Andy Palmer: Welcome to our next MBM Weekly Training Booster. We're at number seven. Today, we're going to be talking about the GROW Coaching Model and how to use the GROW Coaching Model. So Darren I've got, and as I've said before, in previous videos, I've got issues. Another one that I've identified is my inability to manage time. So you said you would kindly sit down with me, use something called GROW to make me better. Can you give us an overview of what this GROW thing is you keep pushing at me? Darren A. Smith: I can, there are a number of coaching models out there, like Oscar, GROW, a bunch of others. The one I really want to focus on because it's the most popular is G-R-O-W, the four stages of GROW. It was designed by a guy called Sir John Whitmore, who was originally a racing driver, not many people know that. And he came up with this four stage model for helping someone to coach someone else. G is the goal, where do I want to get to? R is for reality. Where am I right now? O is for options. What things could I do? A way forward is basically choose the options before I'm going to go into. Andy Palmer: Brilliant. So if we decided that I do need to resolve my time management issues, how would you be using each of those stages with me, to help unlock this? Darren A. Smith: So the first question we'd ask you around the first stage, which is goal. So one of my questions would be where do you want to get to on your time management? And you might say, where I want to get to, Darren, is... What you say? Andy Palmer: Finishing on time more often, being able to prioritize my workflow, because I tend to work on all the wrong stuff at the wrong times. And ultimately, maybe to try and manage when stress, cause I'm just incredibly busy. [inaudible 00:01:49] I've got a job. Darren A. Smith: And they will be great answers, because I would then follow up that with some subsequent questions to try and get you to define that goal. What does it look like when you're there? How were you feeling? What does it look like? What does it smell like? How euphoric would that be? Andy Palmer: Good stuff. All right. So once we've got our goal, we know what we're aiming for. We can then move into our reality stage of trying to figure out maybe what's not working so well right now. Is that right?
Learn how to use the GROW coaching model Darren A. Smith: It could be. So we've got our bit over here. Where does Andy want to get to on time management? But now trying to establish, how far is he away? That's his reality. So I might say to you, considering your goal, how would you compare that to your reality? If this is nine out of 10, what score would you give yourself now? Andy Palmer: And I guess flushing out with a number of different questions coming at it from multiple different angles just helps that we're, [inaudible 00:02:43] classes that kind of conscious incompetence. I now know what I didn't think I knew before. I know with the view to help understand that differential between where I want to get to and actually the real reality of where I am now. That then moves us into our options. And again, we're looking to explore things that can help solve it, I guess? Darren A. Smith: They are, so again, GROW and coaching's all about the answers within you, all I'm trying to do is ask you the right questions to pull it out your head. What I'm not doing is giving you the answers, because we move into more mentoring, which is very different. This is all about, I should be able to coach you to do anything, as a coach. I don't need to be a subject matter expert. So I might say to you,
How to Use the Six Thinking Hats Theory Join Andy Palmer and Darren A. Smith in the sixth episode of the Weekly Training Booster. This episode was about the six thinking hats. Designed by Edward De Bono, these 6 hats help teams to solve problems with this incredible problem-solving tool. You can choose how you sequence the hats to get the best results. You Can Read the 6 Thinking Hats Episode Transcript Below: Andy Palmer: Okay, good afternoon or good morning, depending on when you're watching this. Welcome to MBM's weekly training booster. This is number six; how the time flies when you're having fun. Okay. Today is about how to use, and how to understand the Six Thinking Hats, the tool that's been developed by Edward De Bono. For me, Thinking Hats is a super powerful way of helping unlock the potential and to support team thinking. So Darren, give us an overview of De Bono's Six Thinking Hats. Darren A. Smith: It's a way of problem-solving as a team. That's its best application, I think, having used it for the last 20 years. It can really help a team to focus, without having to worry about being sidetracked on positioning themselves in the discussion, my opinions here, your opinions here. So it can really help a team to focus and solve a problem. And the Six Hats are various colors, they were created by, as you said, Edward De Bono, and I'd like to share them all with you. Andy Palmer: All right, good stuff. So what I'm going to ask you to do then is pick a hat, give us an overview of any one of them, anyone that comes to mind for you? Darren A. Smith: Well, let's do the one that people would most heard of, which is the black hat.
Find out how to apply the 6 thinking hats theory with this training booster Andy Palmer: Okay, and what's the black hat? Darren A. Smith: The black hat is being a naysayer or a negative Nellie as some people would call it. So you're in a discussion, and the idea is that the team together wear each hat at a time, a metaphorical putting on a colored hat. So at this point, each member puts on the black hat altogether, and we have a problem to solve. And the problem might be that project XYZ isn't working. And then what we do on a flip chart is write down all the problems with this project, "Well, it doesn't work because Bob's not engaged, the client doesn't like it, we're going to run out of money." And we'd list all the problems, all the things that are going to go wrong, all the negativity. Andy Palmer: Good stuff. And I guess that then allows people to get those thoughts out of their head and, at the same time, manage their own perception that maybe they're not being negative. They're actually just trying to spot stuff that can happen, the risks that are going to be associated with the project, to then figure out if we need to accept, mitigate, transfer them, or whatever we need to do with them. So it's a good way of unlocking that thinking where naturally the majority just don't want to go to that black hat thinking. But this helps us to take us there. Darren A. Smith: And you can also imagine Bob and Ron in a room, and maybe Bob's negative and Ron's saying, "Oh, but we don't want to be negative." You can see the tussle going on. Whereas if we'd all agree to put on the black hat and we're all negative together for a few minutes, great. Andy Palmer: All right, absolutely. Good stuff. All right. Pick another hat, what other colors and what [crosstalk 00:02:54]? Darren A. Smith: Okay, we'll go opposite and we'll talk about the white hat of the six thinking hats. Or, as we call it an MBM terms, the detective hat. And this is saying, "What do we not have? What facts and information should we go and seek in order to solve this problem?" So we don't understand enough about the customer on this project, or we don't have enough data, or we need to find out what the shopper thinks. That's our white hat. Andy Palmer: Good stuff. And it'd be particularly useful when we're trying ...
Become a Supermarket Supplier with S.E.L.L.I.N.G Join Andrew Grant and Darren A. Smith in the thirty-fifth episode of the Grocery Guru. They discuss how to become a supplier to a UK/European Supermarket using their acronym of S.E.L.L.I.N.G. which helps you to get 'a foot in the door'. You Can View the Full S.E.L.L.I.N.G Transcript Below Darren A. Smith: Welcome to episode 35 of the Grocery Guru. We are here with that guru. Andrew Grant, how are you? Andrew Grant: Morning Das, yes, very good, thank you. Darren A. Smith: All right. Good, good. You're off to buy a house soon. So we're going to make it snappy and grab a bit of your time. Andrew Grant: Yeah, maybe we should do negotiate. I think whether it's all about selling, maybe you should do negotiation based on what I'm up to today. Darren A. Smith: All right. You and I were together yesterday at the Algerian trade conference. How was that? Andrew Grant: Well, virtually. I don't think we were actually in Algeria. I didn't notice, but yeah. Darren A. Smith: We were. We were. And what came out of that was there was an audience of about 200. There was the minister of trade on the top table. You and I were virtually there as well, offering advice on suppliers who want to become suppliers to UK and European supermarkets. And you and I found a whole bunch coming out of that from the questions they asked. So I'm going to drill into your head and see if we can bring some of that back for viewers today. Andrew Grant: Yeah. Well, what struck me was just how desperately keen overseas buyers are to get into Brexit Britain. Darren A. Smith: Yes. Andrew Grant: They really see us as a land of new opportunity and yeah, they're desperate to do trade with the UK. Darren A. Smith: So thinking about your years in supermarkets, what made you want to select this supplier as a supplier and not this one? Andrew Grant: Yeah. Now that's a good question. Because I still remember. Particularly when I did produce and a lot of those Algerian suppliers were produce suppliers. I'd get faxes every week with, "Oh, we can supply your melons for X." And it was always half what I was currently paying, but I never did business with them. Because you've got to be able to trust the supplier. And you've got to know that they do the basics in terms of technical and logistics. So can they get the stuff to you? And is it not going to be full of harmful chemicals and stuff when it gets out? Are the two most important things. But what always struck me and I know I've used the analogy before is very often new suppliers, particularly those from abroad would just not do their homework. Darren A. Smith: Yeah. Andrew Grant: And I would sit there thinking I was almost like a travel agent. "How may I help you today? Yes. Let me guide you through the process of S.E.L.L.I.N.G to me and let me write the tickets out for you and the itinerary. And here's your seat number. And would you like a drink before your meal?" Honestly, it was... Some of the basics they didn't do was scary.
Use S.E.L.L.I.N.G. to help you become a supermarket supplier Darren A. Smith: It was. And when we work with current clients and some are suppliers... Who want to become suppliers to supermarkets. One of the things we're trying to share with them is they've got to do their homework. And that's blindingly obvious, yet we are still surprised by how many that don't. How many that don't know how many depots Tesco have or Sainsbury's have and how the supply chain works. Andrew Grant: Well. That's... I think it's common courtesy, especially in this day of the internet, to know how many stores a supermarket group has, what fascias they operate on, what their advertising timeline is. That is really basic stuff. If you or I have gone for an interview, you actually bother to find out who your prospective employer is, what they make, how they operate. And it just stick in me because effectively a new supplier is going for an int...
Become a Supermarket Supplier with S.E.L.L.I.N.G Join Andrew Grant and Darren A. Smith in the thirty-fifth episode of the Grocery Guru. They discuss how to become a supplier to a UK/European Supermarket using their acronym of S.E.L.L.I.N.G. that helps you to get ‘a foot in the door’.
Use S.E.L.L.I.N.G. to help you become a supermarket supplier You Can View the Full S.E.L.L.I.N.G Transcript Below Darren A. Smith: Welcome to episode 35 of the Grocery Guru. We are here with that guru. Andrew Grant, how are you?
Andrew Grant: Morning Das, yes, very good, thank you.
Darren A. Smith: All right. Good, good. You’re off to buy a house soon. So we’re going to make it snappy and grab a bit of your time.
Andrew Grant: Yeah, maybe we should do negotiate. I think whether it’s all about selling, maybe you should do negotiation based on what I’m up to today.
Darren A. Smith: All right. You and I were together yesterday at the Algerian trade conference. How was that?
Andrew Grant: Well, virtually. I don’t think we were actually in Algeria. I didn’t notice, but yeah.
Darren A. Smith: We were. We were. And what came out of that was there was an audience of about 200. There was the minister of trade on the top table. You and I were virtually there as well, offering advice on suppliers who want to become suppliers to UK and European supermarkets. And you and I found a whole bunch coming out of that from the questions they asked. So I’m going to drill into your head and see if we can bring some of that back for viewers today.
Andrew Grant: Yeah. Well, what struck me was just how desperately keen overseas buyers are to get into Brexit Britain.
Darren A. Smith: Yes.
Andrew Grant: They really see us as a land of new opportunity and yeah, they’re desperate to do trade with the UK.
Darren A. Smith: So thinking about your years in supermarkets, what made you want to select this supplier as a supplier and not this one?
Andrew Grant: Yeah. Now that’s a good question. Because I still remember. Particularly when I did produce and a lot of those Algerian suppliers were produce suppliers. I’d get faxes every week with, “Oh, we can supply your melons for X.” And it was always half what I was currently paying, but I never did business with them. Because you’ve got to be able to trust the supplier. And you’ve got to know that they do the basics in terms of technical and logistics. So can they get the stuff to you? And is it not going to be full of harmful chemicals and stuff when it gets out? Are the two most important things. But what always struck me and I know I’ve used the analogy before is very often new suppliers, particularly those from abroad would just not do their homework.
Darren A. Smith: Yeah.
Andrew Grant: And I would sit there thinking I was almost like a travel agent. “How may I help you today? Yes. Let me guide you through the process of S.E.L.L.I.N.G to me and let me write the tickets out for you and the itinerary. And here’s your seat number. And would you like a drink before your meal?” Honestly, it was… Some of the basics they didn’t do was scary.
Darren A. Smith: It was. And when we work with current clients and some are suppliers… Who want to become suppliers to supermarkets. One of the things we’re trying to share with them is they’ve got to do their homework. And that’s blindingly obvious, yet we are still surprised by how many that don’t. How many that don’t know how many depots Tesco have or Sainsbury’s have and how the supply chain works.
Andrew Grant: Well. That’s… I think it’s common courtesy, especially in this day of the internet, to know how many stores a supermarket group has, what fascias they operate on, what their advertising timeline is. That is really basic stuff. If you or I have gone for an interview, you actually bother to find out who your prospective employer is, what they make, how they operate. And it just stick in me because effectively a new supplier is going for an interview when they’re meeting a buyer.
Darren A. Smith: Right.
Andrew Grant: So I think that’s common courtesy. And if they don’t even know how many stores a retail has, they should be shown the door instantly. But then another level down, one of the common things I find particularly in chilled food, is they don’t understand just how sophisticated and just in time the chilled supply chain is in the UK.
Darren A. Smith: Yeah.
Andrew Grant: They’re staggered when you say you’ll get day one for day one orders. “What do you mean day one for day one?” “Well, you get an order at 8:00 AM and you’ll have to be in [RDTC 00:04:21] by 4:00 PM that afternoon. Oh, and by the way, they’ve got 28 of them.”
Darren A. Smith: Yes.
Andrew Grant: And you can see their heads just exploding.
Darren A. Smith: And the other point I heard came out of the conference yesterday, you made a very good point around adding value or a USP. Would you just share more with these guys around what you were talking about at the Algerian-
Andrew Grant: Yes. That’s probably the third level for me. So level one, common courtesy know how many… Yeah, know who you’re S.E.L.L.I.N.G to. Level two, get the technicalities right. So can you deliver, do you know what safety standards and hygiene standards they insist on? Do you know what the logistics operation is? But then it is about how can you add value to their business? And that’s the sophisticated way of selling that we train, it’s needs based selling. So who are their shoppers? What do their shoppers want? What are the needs that they’re trying to deliver for their shoppers? So on a really basic level, are they going to need to go up market, are they going to need to go down market? Are they value driven? How important are promotions?
But on a much more sophisticated level that we spend a lot of time with UK suppliers on, it is what is the biggest strategic challenge facing an Asda at the moment or a Tesco at the moment? How do they stop the erosion of their shoppers to the likes of Aldi and Lidl? That’s probably the biggest strategic challenge for the big four is how do we range, price and promote to stop the inexorable bleed to Aldi and Lidl.
Darren A. Smith: You just reminded me of a wonderful story. I think his name was Ronnie [Owlback 00:06:08] , but I’ll have to check that, the founder of Goo. And he said that he created some packaging or his design team created some packaging, he put it on a shelf in Waitrose, it was just a piece of packaging. There’s nothing in it but you wouldn’t know. And he checked from up to the aisle to see how many people picked it up to see whether he might be able to sell it. And every time he put it there, it got picked up within 10 seconds. When he put it back, it obviously went to the customer, it’s fake pizza packaging. Put it back in, someone else picked it up. And he thought, “Actually, I’ve got a good business there.”
Andrew Grant: Yeah. Yeah. [crosstalk 00:06:40] yeah. In terms of standout and impact. Yeah. So it was at different levels with different suppliers, but as far as the very busy people, they’ve got their own businesses to run, but it does often surprise me. But they don’t treat it like it’s a personal job interview. Anybody that goes for a job interview, that’s a big thing in your life or your career. You spend a lot of time prepping and covering the questions you may get asked, the challenges that may get thrown at you. And yet, you and I have both been staggered over the years at the lack of prep and almost the ignorance that is sometimes shown.
Darren A. Smith: Yeah, it is shown. Just finishing up, we’ve come up with this mnemonic S.E.L.L.L.I.N.G with seven parts, just going to start two seconds on that. And then we’ll let you go and negotiate with the state agents.
Andrew Grant: Yeah. Well, it’s a seven-step pneumonic, is it? Is that what you call it?
Darren A. Smith: Mnemonic, yeah.
Andrew Grant: Pneumonic. I call it an acronym. But anyway, acronyms, you, mnemonics, me. Yeah. It’s a seven step and I’m sure you’ll put a link on the end of this webinar. But the seven things you need to do to prepare to effectively sell. I won’t go through each of them, we’ve covered the most important ones, which is shopping knowledge, educate yourself about the customer. What insights have you got that will differentiate you from the rest of the pack? Legislation, do you know how [G Scott 00:08:25] can protect you? And if you do get into a contractual discussion with a retailer, you need to know what supply agreement is written. Supplier agreement and ensure it is drafted correctly. So a nice, simple mnemonic as you call it. But actually if you are planning a meeting with a retailer in the next week or so, that’d be a really good starting point.
Darren A. Smith: All right, Andrew, thank you very much for your guruness. Best of luck buying a house. I will talk to you next week.
Andrew Grant: Okay. Take care.
Darren A. Smith: Take care. Bye.
Take a look at the S.E.L.L.I.N.G video on our YouTube Channel. Also, check out our award-winning blog.
How to Give Feedback Part #4 Need to have ‘That’ conversation but don’t know how, worried how it’ll be received, or just believe that if you ignore it for long enough it’ll go away? This 4-day training will dispel every belief you have about feedback, that you’ve been previously taught or learned by yourself along your leadership journey.
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M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2
How to Give Feedback Part #3 Need to have ‘That’ conversation but don’t know how, worried how it’ll be received, or just believe that if you ignore it for long enough it’ll go away? This 4-day training will dispel every belief you have about feedback, that you’ve been previously taught or learned by yourself along your leadership journey.
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M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2
How to Give Feedback Part #1 Need to have ‘That’ conversation but don’t know how, worried how it’ll be received, or just believe that if you ignore it for long enough it’ll go away? This 4-day training will dispel every belief you have about feedback, that you’ve been previously taught or learned by yourself along your leadership journey. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with ...
HBDI Model & Whole Brain Thinking #3 Find out more about the HBDI Whole Brain Thinking ®. 💡 Do you want to understand more about the way you prefer to think, communicate, and make decisions using the HBDI ® assessment? 💡 Using the HBDI ® assessment, understand how you can use your profile to help adapt your thinking, decision making, and communication style to improve audience engagement. 💡 Identify how to improve team effectiveness, through better problem solving and effective feedback. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1
HBDI Model & Whole Brain Thinking #2 Find out more about the HBDI Whole Brain Thinking ®. 💡 Do you want to understand more about the way you prefer to think, communicate, and make decisions using the HBDI ® assessment? 💡 Using the HBDI ® assessment, understand how you can use your profile to help adapt your thinking, decision making, and communication style to improve audience engagement. 💡 Identify how to improve team effectiveness, through better problem solving and effective feedback. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1
HBDI Model & Whole Brain Thinking #1 Find out more about the HBDI Whole Brain Thinking ®. 💡 Do you want to understand more about the way you prefer to think, communicate, and make decisions using the HBDI ® assessment? 💡 Using the HBDI ® assessment, understand how you can use your profile to help adapt your thinking, decision making, and communication style to improve audience engagement. 💡 Identify how to improve team effectiveness, through better problem solving and effective feedback. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1
The Leadership Upgrade #4 "Worried if you change you won’t know what to expect? – Part #4 of the Unique Leadership Coaching model ‘EVOC’ Create. Reflected, dreamed, seen the problems now it’s time to Create actions. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Proce...
The Leadership Upgrade #3 "Worried if you change you won’t know what to expect? Part #3 of the Unique Leadership Coaching model ‘EVOC’ Obstacles, If you always did what you’ve always done. You’ll always get what you always got. Get prepared, get aware and plan for a better future. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3
The Leadership Upgrade #2 "Worried if you change you won’t know what to expect? Part #2 of the Unique Leadership Coaching model ‘EVOC’ Obstacles, If you always did what you’ve always done. You’ll always get what you always got. Get prepared, get aware and plan for a better future. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3
The Leadership Upgrade #1 Got promoted and wish someone showed you how to Lead? – Part #1 The Unique Leadership Coaching model ‘EVOC’ (Self) Evaluate, take a deeper dive into your leadership style and capability.
Take a look at your leadership style with this sticky learning lunch Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3
Increase Your Category Opportunities 73% of your Category Opportunities Never Make it to Store.
You will learn: - Each of the 7 parts of the MBM Category Management Funnel. - How each part is essential to creating an effective Category Management approach. - Various tools and techniques to support each stage of the process. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step ...
Increase Your Category Opportunities 73% of your Category Opportunities Never Make it to Store.
You will learn: - Each of the 7 parts of the MBM Category Management Funnel. - How each part is essential to creating an effective Category Management approach. - Various tools and techniques to support each stage of the process.
Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Ste...
Increase Your Category Opportunities 73% of your Category Opportunities Never Make it to Store.
You will learn: - Each of the 7 parts of the MBM Category Management Funnel. - How each part is essential to creating an effective Category Management approach. - Various tools and techniques to support each stage of the process. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step ...
Increase Your Category Opportunities 73% of your Category Opportunities Never Make it to Store.
You will learn: - Each of the 7 parts of the MBM Category Management Funnel. - How each part is essential to creating an effective Category Management approach. - Various tools and techniques to support each stage of the process. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step ...
Increase Your Category Opportunities 73% of your Category Opportunities Never Make it to Store.
You will learn: - Each of the 7 parts of the MBM Category Management Funnel. - How each part is essential to creating an effective Category Management approach. - Various tools and techniques to support each stage of the process. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step ...
Increase Your Category Opportunities 73% of your Category Opportunities Never Make it to Store.
You will learn: - Each of the 7 parts of the MBM Category Management Funnel. - How each part is essential to creating an effective Category Management approach. - Various tools and techniques to support each stage of the process. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step ...
Increase Your Category Opportunities 73% of your Category Opportunities Never Make it to Store.
You will learn: - Each of the 7 parts of the MBM Category Management Funnel. - How each part is essential to creating an effective Category Management approach. - Various tools and techniques to support each stage of the process. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step ...
Think You Don't Need to Attend This Webinar? This 7-part model will help you to find out what is wrong with your time management.
You will learn: - Each of the 7 parts of the time management system. - How each part is essential to creating an effective time management system. - The holes that are exposed in your time management system by not having any one of the 7 pieces. - Practical tips to incorporate any one of the 7 parts of the time management system. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2
Think You Don't Need to Attend This Webinar? This 7-part model will help you to find out what is wrong with your time management.
You will learn: - Each of the 7 parts of the time management system. - How each part is essential to creating an effective time management system. - The holes that are exposed in your time management system by not having any one of the 7 pieces. - Practical tips to incorporate any one of the 7 parts of the time management system. - The strengths and weaknesses of your time management system. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Pro...
Think You Don't Need to Attend This Webinar? This 7-part model will help you to find out what is wrong with your time management.
You will learn: - Each of the 7 parts of the time management system. - How each part is essential to creating an effective time management system. - The holes that are exposed in your time management system by not having any one of the 7 pieces. - Practical tips to incorporate any one of the 7 parts of the time management system. - The strengths and weaknesses of your time management system. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step ...
Think You Don't Need to Attend This Webinar? This 7-part model will help you to find out what is wrong with your time management.
You will learn: - Each of the 7 parts of the time management system. - How each part is essential to creating an effective time management system. - The holes that are exposed in your time management system by not having any one of the 7 pieces. - Practical tips to incorporate any one of the 7 parts of the time management system. - The strengths and weaknesses of your time management system. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step P...
Think You Don't Need to Attend This Webinar? This 7-part model will help you to find out what is wrong with your time management.
You will learn: - Each of the 7 parts of the time management system. - How each part is essential to creating an effective time management system. - The holes that are exposed in your time management system by not having any one of the 7 pieces. - Practical tips to incorporate any one of the 7 parts of the time management system. - The strengths and weaknesses of your time management system. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step P...
Think You Don't Need to Attend This Webinar? This 7-part model will help you to find out what is wrong with your time management.
You will learn: - Each of the 7 parts of the time management system. - How each part is essential to creating an effective time management system. - The holes that are exposed in your time management system by not having any one of the 7 pieces. - Practical tips to incorporate any one of the 7 parts of the time management system. - The strengths and weaknesses of your time management system. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step ...
New UK HFSS Laws on High in Fat, Salt or Sugar Foods Join Andrew Grant and Darren A. Smith in the thirty-fourth episode of the Grocery Guru. They discuss HFSS New Laws: High in Fat, Salt, or Sugar Foods. These are products that will be stopped from being sited on secondary spaces in-store, and cannot be volume promoted. The HFSS New Laws will affect all stores over 2,000 feet and including symbol stores, like Spar.
There will be HFSS New Laws commencing in April 2022 for HFSS foods
You Can View the Full HFSS New Laws Transcript Below: Darren A. Smith: Hello, and welcome to episode 34 of the Grocery Guru. We’re here with that guru, who is Andrew Grant. Andrew, how are you doing?
Andrew Grant: Morning, Darren. Yes, very good. Are you well?
Darren A. Smith: I’m very well. It’s Friday. What’s in our postbag? What’s on your mind? What’s the world talking about today, in the world of grocery?
Andrew Grant: Yeah. It’s, I think, yesterday, all you could hear about, other than England playing Germany next week, was HFSS. It doesn’t exactly slip off the tongue. It’s nothing to do with a train line about to go past your house, but I think it’s a pretty big deal, actually.
Darren A. Smith: All right. So, HFSS. Let’s treat me like an idiot. No comments invited. HFSS, what does that mean?
Andrew Grant: Okay. I won’t get you to guess. High fat, salt, and sugar foods. For people in the industry, the impulse category, basically. Some pretty serious legislation coming down the tracks, and actually, potentially will be enforced on the 1st of April 2022, which by my reckoning is 279 days away.
Darren A. Smith: It is, [inaudible 00:01:23].
Andrew Grant: If the legislation goes through as I’ve read it, seismic changes to all those foods that will be classed as high fat, sugar, and salt. We’re talking fizzy drinks, we’re talking soft drinks, cakes, biscuits, chocolate, crisps, snacks, even processed ready meals, and stuff like that.
Darren A. Smith: Wow. All right. Let’s do what our Americans say, let’s unbox this with you, [inaudible 00:01:55].
Andrew Grant: Ooh.
Darren A. Smith: Let’s unbox it. So HFSS is about salty, sugary foods. I think I do know a little bit about this. You said it’s the biggest change in enforced dietary changes since the World War, the Second World War?
Andrew Grant: Yeah. If you think about it, I’m sure we all remember Jamie Oliver on the Turkey Twizzlers. The government, over the last 10 years, has made a lot of changes encouraging, and in some regards forcing, manufacturers to change formulations.
Darren A. Smith: Yeah.
Andrew Grant: To reduce the amount of salt, to reduce the amount of sugar. There’s obviously been the watershed advertising bans.
Darren A. Smith: Yep.
Andrew Grant: Not allowed to advertise these products to kids, or in schools.
Darren A. Smith: Yep.
Andrew Grant: Sort of round the edges, but what they’re proposing for next April, as far as retailers and suppliers are concerned, goes one hell of a step further. That is to ban the siting of those foods anywhere other than on the shelf, their home shelves. So you can’t have sweets on checkouts. A lot of the retailers have made that decision themselves, but that will be illegal.
No siting of sweets or these HFSS products anywhere near the checkouts, within two meters of the entrance. Then probably the biggest, you won’t be able to volume-promote these products. So you’ll be able to price-promote, I believe, but you won’t be able to do BOGOFs, extra-frees, twofers. If you think of the impulse category, certainly back in my day, something like 70% of a brand’s volume in those categories went through on deal.
Darren A. Smith: Let’s bring that to life. If I’m walking through the central aisle of a Tesco or a Sainsbury’s, and I see the gondola end and it’s packed with M&M’s, with the little round man with the funny hands-
Andrew Grant: Yep.
Darren A. Smith: No more?
Andrew Grant:
From April the 1st 2022, potentially not, unless it’s a straight price promotion, but then would it be big enough to get on end?
Darren A. Smith: Then also secondary-siting those, so it would be allowed?
Andrew Grant: It’s a very good point. It’s [inaudible 00:04:16], but yeah, I’m not sure secondary-siting counts as promotional, but yeah, but potentially that’s a very good point, actually. You have to promote off-shelf.
Darren A. Smith: Okay. How does this fit in with the sugar tax on soft drinks that we saw a while back?
Andrew Grant: Yeah. That’s separate. As I said, this is about the merchandising and promotion of a massive slug of the store. This is going to affect all stores over 2,000 square feet.
Darren A. Smith: Oh, okay.
Andrew Grant:
All symbol and member stores. So this isn’t just the big supermarkets. This is everybody, basically, other than the independent mom-and-pop shop.
Darren A. Smith: So this will affect a SPAR?
Andrew Grant: This will affect SPAR, it’ll affect Alldays, [Todays 00:05:08], Nisa, the works.
Darren A. Smith: Okay. your sense, because you know a lot of people in the industry, have they wrapped their heads around this yet?
Andrew Grant: A few have. A few of the big brands that we talk to, those categories, they have. They’re very focused on engaging with their retail customers to get space re-designed.
Darren A. Smith: Right, [crosstalk 00:05:35].
Andrew Grant: Because if, as you say, you can only promote off-shelf, all of a sudden, think of the volume that goes through, as I said, those impulse lines on [inaudible 00:05:45], if they’re not going to lose a shed load of volume, manufacturers and retailers, they’ve somehow got to shift that amount of volume off-shelf. So do you suddenly need 50% more shelving? Then even more interesting, what do you put on those promotional ends? Because the fact that it’s called impulse means that actually we quite like the stuff. It might be bad for us-
Darren A. Smith: Yeah.
Andrew Grant: But we like it. Are we going to buy BOGOFs of wholewheat grains, cereal bars, and lime-infused natural mineral water? I don’t think so.
Darren A. Smith: So there is a positive for all of the other categories, who may find now that they’ve got access to space they never got access to before.
Andrew Grant: Yeah. [crosstalk 00:06:34].
Darren A. Smith: [crosstalk 00:06:34] to promotions they never got access to before. Andrew Grant: Yeah, but do they sell it in enough volume?
Darren A. Smith: Probably not. Okay, good point. Then I guess this is also bricks-and-mortar plus digital. So if there is an… let’s come back to my example of the M&Ms with the funky hands, the round, red guy. Digitally, if that was a banner on a Tesco shopping site, it probably won’t be allowed anymore.
Andrew Grant: No, that was the big news yesterday. Digital advertising or online advertising will be banned.
Darren A. Smith: [inaudible 00:07:05]. Andrew Grant: Manufacturers will still be allowed to have their own M&M website or Coca-Cola website. But yeah, they won’t be able to do pop-up banners on a Tesco or a Sainsbury’s shopping site, promoting a promotion.
Darren A. Smith: So this law, bigger than GSCOP? Bigger impact, do you think, on the grocery world in the UK?
Andrew Grant: Yeah, because GSCOP is after the event. GSCOP only comes in if a retailer inadvertently or deliberately breaches it. No, this is like changing the speed limit from 70 down to 40 on a motorway.
Darren A. Smith: Yes. Yes.
Andrew Grant: In my view. Yeah. For the impulse category, it essentially halves it.
Darren A. Smith: You mentioned earlier, 287 days or something, because we came up with some sort of countdown thing. But actually, that’s days. In working days, we can take a whole bunch off that. So we’re probably down to about 180, 190 days before this thing happens.
Andrew Grant: Oh yeah. Yeah. So it’s working days, where are we now? We’re effectively July. In the old world, the world stopped in July and August.
Darren A. Smith: Yeah.
Andrew Grant: So you’ve got September, October… November and December are busy for Christmas. So you’ve got September, October, January, Feb. You’ve got five months. So 20 weeks, 140 days less. Yeah. You’re probably down to 100 working days or less.
Darren A. Smith: That’s just what we’re thinking about. Would you just bring to life Easter for us? Easter eggs. What’s happening there?
Andrew Grant: Yeah. They’ll still be able to sell Easter eggs, but will it be allowed on front-of-store pallets? Which traditionally you walk into a store just prior to Easter, and you can’t move-
Darren A. Smith: Yeah.
Andrew Grant: … for pallets of Easter eggs. So potentially no pallets of Easter eggs, certainly no three for ten, or buy two for five quid, which is how the stores have promoted Easter for the last 10 years or so. In theory, it’ll be single-priced Easter eggs, in shelf.
Darren A. Smith: Wow. Wow, wow.
Andrew Grant: Yeah.
Darren A. Smith: Would you just expand? I don’t know if you’ve got the knowledge, but let’s try. In terms of products, so Easter eggs, obvious. M&Ms was my example. What are some of the more obscure ones that we’re not thinking about?
Andrew Grant: [inaudible 00:09:27] it’s probably easier to say what isn’t covered, so what’s counted as a staple. Darren A. Smith: Yeah.
Andrew Grant: So oil, olive oil, corn oil, lard, butter, margarine, and that’s all very high fat, but by definition those will be excluded because they count as a staple item.
Darren A. Smith: Right. Okay. Right. [crosstalk 00:09:50].
Andrew Grant: But anything that is processed, so the minute that becomes a cake, a biscuit, a chocolate bar, a fizzy drink, a processed ready meal, it falls under the HFSS legislation. There’s a whole government website, if anybody’s watching and is worried whether their products fits in or not, there is a government website with a calculator to work out if your combination of fat, salt, and sugar breaches the guidelines.
Darren A. Smith: Okay. We’ll put a link to that at the bottom of this video for people. I’m just aware we’re coming up on your time. So, HFSS New Laws comes, we think, 1st of April. My last question is, GSCOP was quite fuzzy as to which products were in and which products were out. Included, excluded. I guess this is going to be similar, where we’ll get those gray areas around the edge where people think, “Oh, that’s not in,” but it is.
Andrew Grant: Yeah. I don’t think it’ll be as gray as GSCOP. I think they will be pretty specific. Now, there will always be… remember when VAT was brought in, there was the Jaffa Cake debate. Was a Jaffa Cake a cake or a biscuit? McVitie’s actually won, the fact it was a cake and didn’t have VAT, even though it’s covered in chocolate and full of jam. Now, there’s going to be the odd product like that. But I think when you look at that government website, they’ve been pretty comprehensive in what constitutes an HFS product. HFSS product.
Darren A. Smith: HFSS. All right. Last bit, if you would, Andrew. I know we’ve got a webinar coming up, that we’re partnering with Wanzl. Would you just give us 10, 20 seconds on that, and then we’ll let you get back to your day.
Andrew Grant: Yeah. Obviously, I think there’ll be a lot of people out there, who hopefully when they see that, will have a OMG moment. “What is this? Does it affect my products? What on earth do we do?” So, yeah, we’re putting together a webinar with Wanzl, the shop outfitting people, just to help suppliers through this. As I said, I think from a car analogy, it’s like suddenly getting on the M1 and realizing you can only do 40.
Darren A. Smith: Right.
Andrew Grant: Which in actual fact, is all you can do most days, but hopefully you get the analogy.
Darren A. Smith: All right. We’ve talked to Andrew about HFSS New Laws. He’s our grocery guru. If you have more questions, there’s a few links at the bottom of video. Please get in touch. Andrew, thank you again. Have a good Friday. Take care.
Andrew Grant: Take care. Bye.
Take a look at the HFSS New Laws video on our YouTube Channel. Also, check out our award-winning blog.
New UK HFSS Laws on High in Fat, Salt or Sugar Foods Join Andrew Grant and Darren A. Smith in the thirty-fourth episode of the Grocery Guru. They discuss HFSS New Laws: High in Fat, Salt, or Sugar Foods. These are products that will be stopped from being sited on secondary spaces in-store, and cannot be volume promoted. The HFSS New Laws will affect all stores over 2,000 feet and including symbol stores, like Spar. You Can View the Full HFSS New Laws Transcript Below: Darren A. Smith: Hello, and welcome to episode 34 of the Grocery Guru. We're here with that guru, who is Andrew Grant. Andrew, how are you doing? Andrew Grant: Morning, Darren. Yes, very good. Are you well? Darren A. Smith: I'm very well. It's Friday. What's in our postbag? What's on your mind? What's the world talking about today, in the world of grocery? Andrew Grant: Yeah. It's, I think, yesterday, all you could hear about, other than England playing Germany next week, was HFSS. It doesn't exactly slip off the tongue. It's nothing to do with a train line about to go past your house, but I think it's a pretty big deal, actually. Darren A. Smith: All right. So, HFSS. Let's treat me like an idiot. No comments invited. HFSS, what does that mean? Andrew Grant: Okay. I won't get you to guess. High fat, salt, and sugar foods. For people in the industry, the impulse category, basically. Some pretty serious legislation coming down the tracks, and actually, potentially will be enforced on the 1st of April 2022, which by my reckoning is 279 days away.
There will be HFSS New Laws commencing in April 2022 for HFSS foods Darren A. Smith: It is, [inaudible 00:01:23]. Andrew Grant: If the legislation goes through as I've read it, seismic changes to all those foods that will be classed as high fat, sugar, and salt. We're talking fizzy drinks, we're talking soft drinks, cakes, biscuits, chocolate, crisps, snacks, even processed ready meals, and stuff like that. Darren A. Smith: Wow. All right. Let's do what our Americans say, let's unbox this with you, [inaudible 00:01:55]. Andrew Grant: Ooh. Darren A. Smith: Let's unbox it. So HFSS is about salty, sugary foods. I think I do know a little bit about this. You said it's the biggest change in enforced dietary changes since the World War, the Second World War? Andrew Grant: Yeah. If you think about it, I'm sure we all remember Jamie Oliver on the Turkey Twizzlers. The government, over the last 10 years, has made a lot of changes encouraging, and in some regards forcing, manufacturers to change formulations. Darren A. Smith: Yeah. Andrew Grant: To reduce the amount of salt, to reduce the amount of sugar. There's obviously been the watershed advertising bans. Darren A. Smith: Yep. Andrew Grant: Not allowed to advertise these products to kids, or in schools. Darren A. Smith: Yep. Andrew Grant: Sort of round the edges, but what they're proposing for next April, as far as retailers and suppliers are concerned, goes one hell of a step further. That is to ban the siting of those foods anywhere other than on the shelf, their home shelves. So you can't have sweets on checkouts. A lot of the retailers have made that decision themselves, but that will be illegal.
No siting of sweets or these HFSS products anywhere near the checkouts, within two meters of the entrance. Then probably the biggest, you won't be able to volume-promote these products. So you'll be able to price-promote, I believe, but you won't be able to do BOGOFs, extra-frees, twofers. If you think of the impulse category, certainly back in my day, something like 70% of a brand's volume in those categories went through on deal. Darren A. Smith: Let's bring that to life. If I'm walking through the central aisle of a Tesco or a Sainsbury's, and I see the gondola end and it's packed with M&M's, with the little round man with the funny hands- Andrew Grant: Yep. Darren A. Smith: No more?
Andrew Grant:
From April the 1st 2022,
Improve How You Deal With Conflict Join Andy Palmer and Darren A. Smith in the fifth episode of the Weekly Training Booster. This episode was about how to deal with conflict, or manage conflict. We discussed how important tone is to the situation, the use of irritators, and the Thomas-Kilman conflict behavioural model. You Can Read the How to Deal With Conflict Episode Transcript Below: Andy Palmer: Okay. We're back here again with an MBM Weekly Training Booster. This is number five. Today we're talking about conflict resolution. So Darren and I had a huge disagreement this morning over something that felt quite trivial at the time, but it's caused us quite a bit of friction between the pair of us. Now, we're both going head to head and yet we're trying to figure out if we had our time again, how could we manage our conflicts better? How could we get conflict resolution faster? So Darren, if we had our time again, what would you and I have done differently? Darren A. Smith: I think what I read about conflict is that everyone says, "Just calm down, listen, do it properly." But actually, when you're in conflict, you basically want to beat the other person to a pulp. I get that. So telling us that we need to calm down and it shouldn't matter, I get why people are saying that. Actually, I'm not sure that achieves the behavioral change that we're looking for because what we're really looking for is to understand that it happens. The adrenaline's pumping, we're in conflict and I think what we need to know is what's going on more in our heads at that time. And I want to share a couple of models that hopefully will help people understand what is going on in their heads, which I think then will calm them down rather than just telling them, "You need to be calmer." Andy Palmer: All right, good stuff. I think the calming down a bit's important just to take the heat out of the situation. And yet the psychology that sits behind the reason why we're already in that place and then what we can do is where the true value and the importance comes from. So let's hear about this first model that's in your mind right now. Darren A. Smith: Okay. So it's Thomas Kilmann. These guys came up with a model many years ago and it says that we have five ways of dealing with conflict and we have a default, one of them. So if we can understand which one we are defaulting to, that will help us understand how we deal with conflict normally because that's our default behavior. Now, once we understand that stuff and we understand it well and we're trained in it, we can then move into using other behaviors, because the challenge isn't to stop having conflict, the challenges to manage conflict using other behaviors.
So as an example, one of the behaviors is avoid. Now everyone sees that as the weak one, but it's not because sometimes you just need to walk away. So one of the five default behaviors is avoid. And if we can plant that in people's heads, then maybe one in 100 arguments, if they're really in conflict, they might just walk away because they'll live to fight another day. Andy Palmer: Yeah, absolutely. I think depending upon the level of conflict and of attention of where that could then go, being mindful of actually making a conscious effort to avoid escalation can be super powerful and why some people will have an avoiding mode just by default. It allows them to at least select it or be aware of where they're at. Darren A. Smith: It does. And avoiding isn't the weak one, all five are exactly equal.
Improve how you deal with conflict with this week's WTB Andy Palmer: Good. Okay. So, that's avoiding. Tell us about one of the other styles. Darren A. Smith: Well, I'll go right to the other end, the one that I am. And again, each of these has their strength and weakness. So on our Kilmann model, there's competing. And the phrase that people would use to describe competing is might is right.
Make Working From Home More Effective Join Andy Palmer and Darren A. Smith in the fourth episode of the Weekly Training Booster. This episode was about how to work from home effectively. Also, known as remote working. We discuss the M.I.N.D.S.E.T. mnemonic that will help you to work from home more productively. You Can Read the How to Work From Home Effectively Episode Transcript Below: Andy Palmer: Okay. Good morning or good afternoon, depending on when you're watching this video. Welcome to this week's MBM Weekly Training Booster. So we're running these 10-minute videos all of you to help boost your training, with lots of top tips, useful techniques that you can apply, whether you're working from home or back in the office, which I know a number of us are starting to return to. Mentioning that, that's exactly what this week's about. It's about how to work from home effectively. It's about managing role, remote working, and bringing to life some of that stuff that we've all got going on, and how to overcome some of those challenges. So, Darren, good morning to you. Let's hear your first top tip about how to work remotely. Darren A. Smith: All right. So we've got an infographic on this and also a mnemonic. Mnemonic is just the Greek word for remember. And I'm going to offer this mnemonic, which is MINDSET. So imagine those seven letters and each one represents something. That's how we can help these guys work remotely better. Andy Palmer: All right. We won't talk through all of those letters, but if you were to grab one or two, which ones come to mind from MINDSET? Darren A. Smith: I think I'm going to go right over to here, to the S, S for sierra, but in this case, it's S for space. A lot of people struggle with working from home, and they've got used to it, but they're still now in a place where they're probably at the kitchen table. They might have the kids running around or the husband's coming in or it's the husband working and the wife's there. And it's a space. Now I get not everyone's got a place where they can have separate spaces, and I didn't for a long time. But if you can have a separate space, even if you make it a part of the living room or part of another room, it's much better, because otherwise, you're always at work and over time, you'll resent it. Because if you're at the kitchen table working, but then you're there eating, but then you're there doing the kids' homework, you're always working. So separate space is what S is for. Andy Palmer: Good. I like that one. I think you're right. It's that differential between, that's my home space and that's my work space. As lots of people are now embracing a hybrid way of working, whether that's being in the office for a couple of days a week. I think I heard the phrase TWaTs mentioned not so long ago. So just to clarify that, Tuesday, Wednesday, and Thursday. People maybe are in the office for those days, home for the Monday and Friday, or vice versa. But important to have that space. All right, good stuff. Good. I could grab a letter, but I'll let you pick one.
Learn how to work from home effectively with Darren and Andy Darren A. Smith: Okay. All right. So the next one I'd like to talk about is the N, N for November, but in this case, N stands for neat. I [inaudible 00:02:46] that a bit to make the MINDSET work, but I'm sure they'll let us off. Neat is about making sure... Again, that mindset is so important, which is why the mnemonic is MINDSET. We need three separate wardrobes. Now, I can only imagine anyone's bedroom, certainly not in mine. [inaudible 00:03:02] three separate wardrobes. In my head, I've got work clothes. This is what I wear when it comes to work. I've got clothes when I actually go into the office, and then I've got clothes where I'm just chilling. I try and make sure they're different; otherwise again, we blur the lines between work and home and all goes a bit crazy on our heads. So when you go to work,
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M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Pr...
Keep Putting Off Your To-Do List? Find out why you procrastinate, how to avoid it, and simple tips to start doing the tasks that you are putting off. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #5
Keep Putting Off Your To-Do List? Find out why you procrastinate, how to avoid it, and simple tips to start doing the tasks that you are putting off. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #5
Keep Putting Off Your To-Do List? Find out why you procrastinate, how to avoid it, and simple tips to start doing the tasks that you are putting off. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #5
Learn How to Effectively Prepare for a Negotiation - Step 2 Use this 3-Step Template to Effectively Prepare for a Negotiation. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #5
Learn How to Effectively Prepare for a Negotiation - Step 1 Use this 3-Step Template to Effectively Prepare for a Negotiation. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #5
Feel Like Your Constantly Stuck in the Office? When working from Home I Feel like I am Always Stuck in the Office. Discover ways to separate home & work, and be much happier in both. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 ...
How to Make Your Virtual Team More Effective Exclusively to help line managers to discover ways to build a more effective virtual team. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #5
How to Make Your Virtual Team More Effective Exclusively to help line managers to discover ways to build a more effective virtual team. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #5
Making Learning Stick & Making a Difference Discover 7 ways to help your people to achieve behavioural change, and make learning stick after a training course. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #5
Making Learning Stick & Making a Difference Discover 7 ways to help your people to achieve behavioural change, and make learning stick after a training course. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #5
Give Your Presentations Oomph Use the 'ONLINE POWER' mnemonic to be a more powerful you online and a great online presenter. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #5
Give Your Presentations Oomph Use the 'ONLINE POWER' mnemonic to be a more powerful you online and a great online presenter. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #5
Having a Mental Health Conversation Bothers Me Use this 4-part model of M.I.N.D to have an effective mental health conversation. This is especially important when working from home. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Proce...
Having a Mental Health Conversation Bothers Me Use this 4-part model of M.I.N.D to have an effective mental health conversation. This is especially important when working from home. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Pro...
Having a Mental Health Conversation Bothers Me Use this 4-part model of M.I.N.D to have an effective mental health conversation. This is especially important when working from home. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Proces...
Having a Mental Health Conversation Bothers Me Use this 4-part model of M.I.N.D to have an effective mental health conversation. This is especially important when working from home. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Proc...
Part 4 of The Cunning 4 Stage Sales Plan The Cunning 4 Stage Sales Plan by Geoff Burch - Part #4. What would you do to improve your performance? Use your time working from home to become the very best version of yourself. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4
Part 3 of The Cunning 4 Stage Sales Plan The Cunning 4 Stage Sales Plan by Geoff Burch - Part #3. Did I achieve my chosen goal for this visit? Use your time working from home to become the very best version of yourself. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4
Part 2 of The Cunning 4 Stage Sales Plan The Cunning 4 Stage Sales Plan by Geoff Burch - Part #2. What am I learning about this person, this Company, and this situation? Use your time working from home to become the very best version of yourself. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4
Part 1 of The Cunning 4 Stage Sales Plan The Cunning 4 Stage Sales Plan by Geoff Burch - Part #1. Did I achieve my chosen goal for this visit? Use your time working from home to become the very best version of yourself. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4
Create Your Own Personal Development Plan Understand the 5 simple steps to create your personal development plan in Part 5 of this PDP series. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #5
Create Your Own Personal Development Plan Understand the 5 simple steps to create your personal development plan in Part 4 of this PDP series. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #5
Create Your Own Personal Development Plan Understand the 5 simple steps to create your personal development plan part 3 of this PDP series.
Improve your goals with this 12-month plan - create your personal development plan part 3 Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4
The Bid For Morrison’s Supermarket Join Andrew Grant and Darren A. Smith in the thirty-third episode of the Grocery Guru. They discuss the bid from United States private equity firm Clayton, Dubilier & Rice, of which Terry Leahy is a Board Member, to buy Morrison’s Supermarkets. But will Amazon now make a bid too?
Join Darren and Andrew as they discuss the bid for Morrison’s supermarket
You Can View the Full Bid For Morrison’s Supermarket Transcript Below Darren A. Smith: Welcome to episode 33 of the Grocery Guru. And we are here today with that guru, Andrew Grant. How are you?
Andrew Grant: Yeah, morning Darren. Yes, very good. Thank you very much.
Darren A. Smith: Now, we’ve both had the lurgy, but that’s not why we’re on video, to tell everyone we’ve had the lurgy.
Andrew Grant: No, I think you’re right. As I think you put it, we’ve done so little social interaction in the last 15 months. At the minute, you actually come near anybody else, you catch something.
Darren A. Smith: Does seem that way, does seem that way. But more interestingly, for our viewers out there, what’s in our postbox, mail bag, on your lips, on your mind today?
Andrew Grant: Well, there’s only one big news in the world of grocery today, I’m sure nobody’s missed it. But it’s the possible bid for Morrisons. Interestingly, we’re doing this a couple of days late. It’s Monday morning. The news broke Friday, that… What are they called? Clayton Dubilier & Rice? American venture capital group. Best known for floating B&M, Home Bargains.
Darren A. Smith: Oh! I didn’t know that. Okay.
Andrew Grant: And have got ex Tesco CEO Terry Leahy on their board. So, they’ve got a bit of knowledge and a bit of experience. But yeah, that news broke Friday evening. And this morning, Morrisons’ shares have gone up over 30%.
Darren A. Smith: So, the news is that this venture capitalist, what do they want to do? I know you know this.
Andrew Grant: Well, interestingly the supermarkets are incredibly good value. We’ve talked so many times in these sessions of how well we did over the pandemic, et cetera. But that hasn’t been reflected in their share prices.
Darren A. Smith: No.
Andrew Grant: And there was an article I read yesterday, to say that Morrisons’ share price prior to today, was the same as it was 20 years ago.
Darren A. Smith: Wow! Okay.
Andrew Grant: So, all that effort, hard work by 115,000 people who work for Morrisons has added effectively no value in 20 years.
Darren A. Smith: And just remind anyone who hasn’t seen the previous episodes, we’ve talked about the pandemic, that supermarket sales have gone up roughly 10%. So they’ve done very well, if one believes. But as an example, it’s cost Sainsbury’s 468 million in COVID costs, which means their profits went down by about 40%. So, they seemingly have done well, but they haven’t. Sorry, back to you.
Andrew Grant: Yeah. And obviously that’s what shareholders are most interested in, are they making profits? And yeah, Tesco had its Q1 results out on Friday. Sales flat, if not slightly declining. Because as we’ve talked about, they’re now like for like with the massive boom last year, and everybody’s going out to restaurants and pubs again.
Darren A. Smith: Yes, yes.
Andrew Grant: So yeah, the share prices of all the quoted retailers are really struggling. And they’re saying that this might create a feeding frenzy, even Tesco is not too big to be taken over.
Darren A. Smith: Well, that’s very true. So this venture capitalist comes in, so what are we thinking? They might buy Morrisons? Morrisons are currently number four, their market share’s about 11%. Have I got that right?
Andrew Grant: Yep.
Darren A. Smith: But we’ve also got in the wings here, Mr. Bezos and Amazon. What’s your take on that?
Andrew Grant: Yeah, your mind is thinking the same way as me, yeah. Morrisons have a pretty huge distribution agreement with Amazon. So, if you want Amazon Fresh, a lot of it is actually Morrisons’ product. Now that a bid process has been initiated, I think 17th of July. So, about four weeks, anybody can basically bid to Morrisons. And for Mr. Bezos, I mean, he’s probably got five or six billion, which is what Morrisons are currently valued at, in his back pocket. And just think, for Amazon, you immediately become the fourth player in the UK market. With probably, very few competition concerns, because they’re not a player at the moment.
Darren A. Smith: That’s very true. Sorry, go on.
Andrew Grant: So you buy yourself a massive slug of the UK market, it must be of interest to them. And that would really set the cat amongst the pigeons. I think if Morrisons went to a venture capitalist group, bit like ASDA, you would worry would they just strip out all the assets? Would they forget the shopper? Would it be a bit like Debenhams? Just an asset stripping exercise. I don’t think though, given who Clayton Dubilier & Rice have got on their board, but you always worry with venture capitalists.
However, if Amazon bought them, that just changes the whole chess game. It would… I think it would seriously freak out the likes of Sainsbury’s and Tesco.
Darren A. Smith: I think it would, and quite rightly. I mean, you’ve got Amazon who’ll come in, they’ll be fourth players. So at the moment, they are messing about with a few stores. They’ve got a tie-up with Morrisons, as you said, in the UK. We’ve talked about Amazon Fresh, where there was the shop that you could go in, you didn’t go through any checkout, you walked in, grab your groceries, and buggered off type thing. But they go from a few stores in the UK to having 10%, 11%. Wow, that’s big.
And let’s imagine that happens for a moment, Amazon become the fourth player. What do you see is the impact?
Andrew Grant: Well remember, Amazon is seen as a tech stock. They’re not seen by the shareholders or the [inaudible 00:05:59] in the same way as a grocer. So, as Amazon have done in the book market, and whatever market, Amazon could desire to invest over a 15 year period to operate Morrisons at a loss.
Darren A. Smith: Yeah.
Andrew Grant: They could come in and afford to go, “Right, we drop all prices 25% tomorrow.” And it wouldn’t affect Amazon’s stock price, or its profits or prospects. It’s like… I’m trying to think of the analogy. It’s sort of like the dinosaurs wandering around and some fantastic new beast turns up, that just eats them.
Darren A. Smith: Love the analogy!
Andrew Grant: Or I don’t know, steam driven cars and all of a sudden somebody comes along with a petrol car and it’s just game changer. I think it would be a game changer, because Amazon would not have to play by the rules that we’re sort of used to in the UK. They could just decide, “We’re going for it.”
Darren A. Smith: Change the rules. That’s just reminded me for a moment of that famous quote from Henry Ford where someone said something like, “Why didn’t you ask the customers what they wanted, or the shoppers?” And he said, “Well, if I’d asked them they would have wanted faster horses.”
Andrew Grant: Yes, I like that.
Darren A. Smith: Brilliant, isn’t it? So, Amazon aren’t looking for faster horses, they’re looking for, “Okay, we’re going to bring in the motor car.”
Andrew Grant: Yeah.
Darren A. Smith: Could be a game changer.
Andrew Grant: Unless, to build on your analogy, Amazon are thinking, well actually supermarkets are in their own way dinosaurs and we don’t need to buy 155-odd Morrisons stores. We’ll just keep plugging away at home delivery and take it over that way.
Darren A. Smith: Could be, could be. All right, so scary thoughts; you said it’s roughly four weeks before we find out. So over the next four weeks, there’s a bidding frenzy going on and then we find the winner, is that how this thing works?
Andrew Grant: Well no, it depends. I mean, Clayton Dubilier & Rice have shown interest, therefore they have four weeks to put up or shut up. Then they can’t make any other bid for six months. But obviously, anybody else; other private equity firms, Amazon, whoever, during this process, a bit like a feeding frenzy. They can jump into the pond and start making splashes themselves. So, it’s going to be a fascinating four weeks.
You know I’m famous for making my predictions, yeah, I think Morrisons will be sold in four weeks. I won’t say to who. But I’d probably put a £5 bet on Amazon.
Darren A. Smith: Okay, all right. Well, you heard it here. Andrew’s put £5 of his money and anyone who knows Andrew knows that rarely happens.
Andrew Grant: Well, I said £5 but I’ll charge it against you, Darren.
Darren A. Smith: Okay, that makes sense. All right, Andrew, thank you for your guru-ing this week. That’s useful, good insight. And we’ll talk to you next week. Hope the lurgy-
Andrew Grant: [crosstalk 00:09:00] Take care. Darren A. Smith: Take care, bye.
Take a look at the Bid For Morrison’s Supermarket video on our YouTube Channel. Also, check out our award-winning blog.
The Bid For Morrison's Supermarket Join Andrew Grant and Darren A. Smith in the thirty-third episode of the Grocery Guru. They discuss the bid from United States private equity firm Clayton, Dubilier & Rice, of which Terry Leahy is a Board Member, to buy Morrison's Supermarkets. But will Amazon now make a bid too? You Can View the Full Bid For Morrison's Supermarket Transcript Below Darren A. Smith: Welcome to episode 33 of the Grocery Guru. And we are here today with that guru, Andrew Grant. How are you? Andrew Grant: Yeah, morning Darren. Yes, very good. Thank you very much. Darren A. Smith: Now, we've both had the lurgy, but that's not why we're on video, to tell everyone we've had the lurgy. Andrew Grant: No, I think you're right. As I think you put it, we've done so little social interaction in the last 15 months. At the minute, you actually come near anybody else, you catch something. Darren A. Smith: Does seem that way, does seem that way. But more interestingly, for our viewers out there, what's in our postbox, mail bag, on your lips, on your mind today? Andrew Grant: Well, there's only one big news in the world of grocery today, I'm sure nobody's missed it. But it's the possible bid for Morrisons. Interestingly, we're doing this a couple of days late. It's Monday morning. The news broke Friday, that... What are they called? Clayton Dubilier & Rice? American venture capital group. Best known for floating B&M, Home Bargains. Darren A. Smith: Oh! I didn't know that. Okay. Andrew Grant: And have got ex Tesco CEO Terry Leahy on their board. So, they've got a bit of knowledge and a bit of experience. But yeah, that news broke Friday evening. And this morning, Morrisons' shares have gone up over 30%. Darren A. Smith: So, the news is that this venture capitalist, what do they want to do? I know you know this. Andrew Grant: Well, interestingly the supermarkets are incredibly good value. We've talked so many times in these sessions of how well we did over the pandemic, et cetera. But that hasn't been reflected in their share prices. Darren A. Smith: No. Andrew Grant: And there was an article I read yesterday, to say that Morrisons' share price prior to today, was the same as it was 20 years ago. Darren A. Smith: Wow! Okay. Andrew Grant: So, all that effort, hard work by 115,000 people who work for Morrisons has added effectively no value in 20 years. Darren A. Smith: And just remind anyone who hasn't seen the previous episodes, we've talked about the pandemic, that supermarket sales have gone up roughly 10%. So they've done very well, if one believes. But as an example, it's cost Sainsbury's 468 million in COVID costs, which means their profits went down by about 40%. So, they seemingly have done well, but they haven't. Sorry, back to you. Andrew Grant: Yeah. And obviously that's what shareholders are most interested in, are they making profits? And yeah, Tesco had its Q1 results out on Friday. Sales flat, if not slightly declining. Because as we've talked about, they're now like for like with the massive boom last year, and everybody's going out to restaurants and pubs again. Darren A. Smith: Yes, yes. Andrew Grant: So yeah, the share prices of all the quoted retailers are really struggling. And they're saying that this might create a feeding frenzy, even Tesco is not too big to be taken over. Darren A. Smith: Well, that's very true. So this venture capitalist comes in, so what are we thinking? They might buy Morrisons? Morrisons are currently number four, their market share's about 11%. Have I got that right? Andrew Grant: Yep. Darren A. Smith: But we've also got in the wings here, Mr. Bezos and Amazon. What's your take on that? Andrew Grant: Yeah, your mind is thinking the same way as me, yeah. Morrisons have a pretty huge distribution agreement with Amazon. So, if you want Amazon Fresh, a lot of it is actually Morrisons' product. Now that a bid process has been initiated,
Preliminary GSCOP Survey Results & Sainsbury's Range Reset Join Andrew Grant and Darren A. Smith in the thirty-second episode of the Grocery Guru. They discuss the preliminary results of the latest GSCOP supplier survey, whilst the announcement of the Groceries Code Adjudicator's concern about Sainsbury's range reset and how they are dealing with their suppliers. You Can View the Full Preliminary GSCOP Survey Results Transcript Below Darren A. Smith: Hello, and welcome to episode 32 of The Grocery Guru. We are here with that guru. That is Andrew Grant. Andrew, how are you? Andrew Grant: Morning, Darren. Yes, very well. Enjoying this lovely, lovely weather we're having.
Darren A. Smith:
We are having lovely weather. So now lovely weather, moving on to regulatory stuff. There's a lot going on in the media right now, The Grocer and others, and I think you're going to tell us more about it. Andrew Grant: Yeah, no, we're always trying to keep up with what's happening out there in grocery world. And this week, it is quite interesting, you feel sorry for the politicians sometimes, or maybe you shouldn't, but they go from hero to zero in a flick of a finger. I think with this government it's been the other way around; they go from zero being blamed for the whole pandemic, even though I don't think it was quite their fault, to now suddenly being heroes because of the success of the vaccine rollout. And the flip of that is the grocers, as we've been reporting for the last 30-odd episodes, I mean they really pulled out every stop during the pandemic; they kept the nation fed, they've kept us safe, they've spent gazillions on repurposing their stores, et cetera.
And what happens the minute we're now seeing light at the end of the tunnel of the pandemic, Morrison shareholders veto David Potts's bonus, I'm sure a very well-earned bonus. So yesterday 70% of the shareholders vetoed his bonus for all the hard work that they praised him for during the pandemic and then the Grocery Code Adjudicator, Mark Davis, the new kid on the block-
Preliminary GSCOP survey results Darren A. Smith: Mark White? Andrew Grant: Sorry, Mark White, sorry. Yes. Mark White. Where did Mark Davis come from? Mark White. Yeah, he published his Annual Supplier Survey, praising Sainsbury's for topping Aldi to the top of the tree. So ever since the survey has been done, Aldi had been top of the tree. Sainsbury's number one this year; 97% compliance, according to suppliers, with the code. So well done, Sainsbury's. Darren A. Smith: That's very good to top Aldi, as you say, they've been top of the tree for a very long time. I sense a "but" coming. Andrew Grant: I was just to say but Mark has now, with the same breath, almost the same press release, announces he's concerned about Sainsbury's range reset, having heard from a number of suppliers about allegedly non-code compliant practices. So yeah, Sainsbury's are doing a range reset, most of the retailers have post-pandemic, because, as we've been talking about, shopping habits have changed. Darren A. Smith: Yes, [inaudible 00:03:11], of course they have. Andrew Grant: But yeah, he's been approached by a number of Sainsbury's suppliers alleging that Sainsbury's are giving very short notice of D-lists and, I can't quite believe this number but it's in the press, it's black and white, asking for up to 20% of a supplier's sales turnover as a range reset or business fee. Darren A. Smith: And I read that too; 20%. So if you are a 5 million pound supplier end-sales, you need to hand over 1 million pounds as a lump sum to keep your business? Andrew Grant: Well, it's more than that. If you think of some of Sainsbury's biggest branded suppliers and you can name those as well as me, they will have 100 million pound businesses. Are they really going to hand over 20 million quid? I don't think so. Darren A. Smith: They're not. They don't make the profit of 20 million quid on it.
Preliminary GSCOP Survey Results & Sainsbury’s Range Reset Join Andrew Grant and Darren A. Smith in the thirty-second episode of the Grocery Guru. They discuss the preliminary results of the latest GSCOP supplier survey, whilst the announcement of the Groceries Code Adjudicator’s concern about Sainsbury’s range reset and how they are dealing with their suppliers.
Preliminary GSCOP survey results You Can View the Full Preliminary GSCOP Survey Results Transcript Below Darren A. Smith: Hello, and welcome to episode 32 of The Grocery Guru. We are here with that guru. That is Andrew Grant. Andrew, how are you?
Andrew Grant: Morning, Darren. Yes, very well. Enjoying this lovely, lovely weather we’re having.
Darren A. Smith:
We are having lovely weather. So now lovely weather, moving on to regulatory stuff. There’s a lot going on in the media right now, The Grocer and others, and I think you’re going to tell us more about it.
Andrew Grant: Yeah, no, we’re always trying to keep up with what’s happening out there in grocery world. And this week, it is quite interesting, you feel sorry for the politicians sometimes, or maybe you shouldn’t, but they go from hero to zero in a flick of a finger. I think with this government it’s been the other way around; they go from zero being blamed for the whole pandemic, even though I don’t think it was quite their fault, to now suddenly being heroes because of the success of the vaccine rollout. And the flip of that is the grocers, as we’ve been reporting for the last 30-odd episodes, I mean they really pulled out every stop during the pandemic; they kept the nation fed, they’ve kept us safe, they’ve spent gazillions on repurposing their stores, et cetera.
And what happens the minute we’re now seeing light at the end of the tunnel of the pandemic, Morrison shareholders veto David Potts’s bonus, I’m sure a very well-earned bonus. So yesterday 70% of the shareholders vetoed his bonus for all the hard work that they praised him for during the pandemic and then the Grocery Code Adjudicator, Mark Davis, the new kid on the block-
Darren A. Smith: Mark White?
Andrew Grant: Sorry, Mark White, sorry. Yes. Mark White. Where did Mark Davis come from? Mark White. Yeah, he published his Annual Supplier Survey, praising Sainsbury’s for topping Aldi to the top of the tree. So ever since the survey has been done, Aldi had been top of the tree. Sainsbury’s number one this year; 97% compliance, according to suppliers, with the code. So well done, Sainsbury’s.
Darren A. Smith: That’s very good to top Aldi, as you say, they’ve been top of the tree for a very long time. I sense a “but” coming.
Andrew Grant: I was just to say but Mark has now, with the same breath, almost the same press release, announces he’s concerned about Sainsbury’s range reset, having heard from a number of suppliers about allegedly non-code compliant practices. So yeah, Sainsbury’s are doing a range reset, most of the retailers have post-pandemic, because, as we’ve been talking about, shopping habits have changed.
Darren A. Smith: Yes, [inaudible 00:03:11], of course they have.
Andrew Grant: But yeah, he’s been approached by a number of Sainsbury’s suppliers alleging that Sainsbury’s are giving very short notice of D-lists and, I can’t quite believe this number but it’s in the press, it’s black and white, asking for up to 20% of a supplier’s sales turnover as a range reset or business fee.
Darren A. Smith: And I read that too; 20%. So if you are a 5 million pound supplier end-sales, you need to hand over 1 million pounds as a lump sum to keep your business?
Andrew Grant: Well, it’s more than that. If you think of some of Sainsbury’s biggest branded suppliers and you can name those as well as me, they will have 100 million pound businesses. Are they really going to hand over 20 million quid? I don’t think so.
Darren A. Smith: They’re not. They don’t make the profit of 20 million quid on it. So that’s an odd one and I’m not quite sure whether that’s based in a single small supplier. I suspect it is, I don’t know.
Andrew Grant: I mean, you can remember back to our day, I mean, in a industry where the margins are sub 5%, you’re lucky to get one or two percent, and then you think you’ve been very successful, been pushing it. So yeah, I find that 20 very, very strange.
Darren A. Smith: I agree. So what do you think will happen over the next coming weeks in terms of Mark and Sainsbury’s and suppliers? Can you predict, yes?
Andrew Grant: Well, obviously now Mark has gone public saying he has a concern, I imagine that flood gates will open. And you can imagine the poor old bars in Holborn sort of hunkering down, going through every single email they’ve sent in the last six months and worrying, I guess. They’re doing their job, but obviously the code is there for a reason, but it is very, very strange, isn’t it? That Sainsbury’s get voted 97% compliance and yet all of a sudden there’s a problem.
Darren A. Smith: And Andrew, what do you think we’ll see from Sainsbury’s? Yes, their hunkering down, they’re trying to make sure they’re absolutely [inaudible 00:05:31], they’re probably not in some places, they’re going to have to chat with Mark. What else is going to happen with supplier’s range reset, do you think?
Andrew Grant: I don’t think it will stop Sainsbury’s in what they’re doing. I think the language will be a lot more careful. I’m sure the legal team will be working over-time with the commercial department, but I don’t think it will change. I mean, it’s business. But it is interesting, isn’t it? That it’s… I’m just trying to find the figure here. I think only 6%, in the Grocery Code Survey, I think only 6% of suppliers said they had a problem with any of the named retailers. The lowest since the survey’s being done.
And the only issue that had increased was payments for better positioning of products.
Darren A. Smith: Right.
Andrew Grant: Which sort of speaks to range reset, actually. It’s going to be interesting to watch it over the next few weeks and months, what happens because obviously Mark’s, what? Six months in past his classic 100 days, if I was him, I’d be wanting to make a bit of a mark for myself.
Darren A. Smith: Mark makes a mark.
Andrew Grant: Mark making a mark, I guess. I see what you did there. Yes. This is his opportunity.
Darren A. Smith: So let’s step back. What do you think is happening to our industry? I would guess in more regulated, we’re becoming more compliant, we’re accepting this stuff. Although it’s taken us 10 years for it to come in and the code to become effective. What do you think is going to happen?
Andrew Grant: Well, I think this is, we’ve talked about it in previous episodes, there’ll be… we’re moving into a new normal, the supermarkets for all they’re success during the pandemic and now having to live with the reverse of that. So they’re having to live with last year’s massive sales-peaks. And even though we’ve got the football coming up and they’ll sell a lot of beer this weekend, I don’t think that’s going to make up for the whole nation being locked down and ordering… basically only having the grocers to shop in.
So quite naturally their commercial beasts they make, as we’ve said before, very, very… In the face of it, very, very low profits; 2p in the pound, typically. They’re having to work with their suppliers, I think that’s the phrase to use, “Work with their suppliers,” to move themselves on commercially. So on the flip of that, you’ve got suppliers who have equally been impacted by the pandemic. They may have seen very healthy volumes as the retailers did, but massive costs to keep going during the pandemic, Brexit costs, labor problems as we talked about last week, a perfect storm of cost increases.
And so you’ve got those two immovable objects coming together; retailers needing more money this side and suppliers needing cost price increases this side. There’s going to be tension and that’s probably what Mark has been picking up.
Darren A. Smith: And do you think we will see more back-lash, more investigation, more suppliers reporting on supermarkets of their practices over the last year, as they perhaps wrestle with the pandemic and deal with stuff with speed?
Andrew Grant: Yeah. As I said, I think it’s a bit like my politics analogy in reverse that we started with, is everybody hunkered down, be it suppliers or retailers, and they kept the nation fed, and fair play to them. Now, obviously we’re getting back to some semblance of normality, people are looking to leverage that advantage, to improve that position or whatever phrase you want to use, and so I think there will be more noise around this. I think if you look at that survey and say that, whether it’s Sainsbury’s or Co-Op or Aldi, 90 plus percent compliance with the code is pretty good.
I think the lowest, very lowest, Iceland, was 90%. So that’s the thing, that’s from the suppliers own mouths. It’s a completely confidential survey so they’ve got nothing to worry about. And so the suppliers are saying that the supermarkets are incredibly compliant. So I think it’s around the edges. There’s always going to be, if you have a range reset, there’s going to be losers. Those losers may feel, rightly or wrongly, that they’ve lost out as a result of some regulatory mishap.
I’d be surprised if it becomes a big major news item. I think it’s the noise caused by the natural friction of negotiation. That’s quite the phrase.
Darren A. Smith: I like that, it’s a good phrase. All right. One last question for you, Andrew, and think about the preliminary GSCOP results survey, how many supply agreements are there in place now? Because it was running around one and two. What is it now?
Andrew Grant: Yeah, I don’t know if you got ahead of me on this press release because it is only a press release rather than the full details of the survey. I don’t think it’s mentioned in there. Obviously for us the interesting thing that we always look at is what percentage of suppliers said they’ve had training on the code because it was less than half, just less than half, to my memory. That would be in the main body of the survey when it’s published, this was just a press release yesterday. So maybe we come back to it in a couple of weeks time.
Darren A. Smith: We’ll come back to it, you’re right. We’ll come back on two things; what percentage of suppliers have written supply agreements, that’s absolutely critical for them because then you get more adherence to the code; and the second part is how many have had training, how many understand it? While suppliers aren’t bound by the code, we would like to help suppliers understand it, so that they can help their buyers.
Andrew Grant: Absolutely.
Darren A. Smith: All right. Okay, Andrew, just before we go, what’s your final take away for our viewers out there?
Andrew Grant: I think it’s, if what we’ve been talking about for the last 10 minutes, Grocery Code Adjudicator and GSCOP has being, what on earth are they talking about? And you’re a supplier, find out because there is… the Groceries Code is a very genuine piece of protection for suppliers, but it’s not automatic, if that makes sense. It’s only if suppliers uphold their rights. Do they get those rights? If they are either through ignorance or whatever, don’t know what GSCOP is, then they won’t be protected.
Darren A. Smith: Very true. Andrew, you enjoy the rest of the day. Thank you for your guru-ing. I will see you next week.
Andrew Grant: Bye-bye.
Darren A. Smith: Take care.
Take a look at the Preliminary GSCOP Survey Results video on our YouTube Channel. Also, check out our award-winning blog.
Improve Your Communication Skills Join Andy Palmer and Darren A. Smith in the third episode of the Weekly Training Booster. This episode is about how to improve your communication skills using HBDI. Know someone that you just can't seem to communicate with effectively? I bet you are speaking a different 'language'.
Episode 3 discusses how to improve your communication skills You Can Read the How to Improve Your Communication Skills Episode Transcript Below: Darren A. Smith: Hello, and welcome to the Weekly Training Booster. We're week three and our booster this week is Andy. Andy, how you doing? Andy Palmer: I'm good. Thank you. Yeah, I'm good. So we're talking about how to improve your communication skills. Darren A. Smith: We are. So how to improve your communication skills. I'm interviewing this week. I'm asking Andy because it's his specialist topic, and we're particularly talking about it around HBDI, a psychometric test, but let's come back to that. Andy, how to improve your communication skills. Where would you start? Andy Palmer: Good opening question. Where would I start? I think I would start with understanding the simplicity of communication. I think all too often people are far too motivated to complicate stuff and say too much when actually just sometimes that whole principle of less is more, getting to the point and being absolutely clear on the message you're trying to deliver. Darren A. Smith: Yep. Absolutely agree with that. You hear people influence and communicate by repetition. Ah, it drives me nuts. They keep telling you the same thing.
All right. So let's build into communication. You're an expert in HBDI. What the hell is that? Andy Palmer: All right. HBDI, so the HBDI is the Herrmann Brain Dominance Instrument. It's a psychometric tests. You will have heard of many of the Myers-Briggs, Belbin. There's a whole host of them, all particularly good in their own individual way. For me, I favor the Herrmann profile, the HBDI profile because it's incredibly easy to understand. And once you've understood it, it's incredibly powerful and simple in how you then apply it.
So the understanding and the thinking behind it is that we have four quadrants of our brain. So it's a metaphoric model. It's an incredibly complicated pieces of kit that we've got upstairs. But actually where it starts to understand these, the differences between our left-hand and our right-hand hemispheres and then our upper and lower parts of our brain.
So we're talking about our limbic motor at the bottom, our cerebral motor at the top. And then the thinking behind the whole brain thinking of HBDI is that each of these quadrants are responsible for different thinking preferences. So it's about how we prefer to think, how we prefer to communicate and how we prefer to make decisions. It's why we as individuals have differences and it's why we can start to appreciate and understand what we have ourselves and then that of others. Darren A. Smith: Okay. All right. Got it. So it sounds a little bit like the L'Oreal advert. There's the sciencey bit over here. All right. So let's see now if we can get into, if I understand this HBDI thing, I've got four quadrants type of thinking preference, how does that help me improve my communication skills? Andy Palmer: Sure. Okay. So each of these quadrants, and we're not going to do it any justice within our 10 minute video here today, but actually the value comes through understanding what those different quadrants deliver. So a very, very top-line level. We've got our upper left quadrant, our blue quadrants. These are the people that are very factual and logical and want precise facts. So when we're either being communicated to or from a blue, it's going to be here and now. It's going to be matter of fact, it's going to be precise and very logical and very rational.
If we then come down into the lower left-hand side. This is our green quadrant. This is more about how.
Supermarket Cost Price Increase Join Andrew Grant and Darren A. Smith in the thirty-first episode of the Grocery Guru. They discuss increasing costs for suppliers. From diesel to cargo costs, to minimum wage labour. Whilst the supermarkets slug it out in a potential price war. And, all of this whilst everyone in the supply chain tries to recover Covid costs.
You Can View the Full Supermarket Cost Price Increase Transcript Below: Darren A. Smith: Hello and welcome to Episode 31 of the Grocery Guru. We're here with that guru, Andrew Grant. Andrew, how are you? Andrew Grant: Good morning, Darren. Yes. Very good. Thank you very much. Darren A. Smith: Good. Good. All right. Short week, this week. We're Friday. What's been happening in the world of grocery this week? Andrew Grant: Yeah. Something that I picked up on through the various news feeds we get access to, the nasty word inflation.
Whilst covid costs are still here, suppliers are increasing their costs Darren A. Smith: Oh, okay. All right. Andrew Grant: And a bit of a perfect storm brewing, I think, for grocery suppliers in that just about everything seems to be going up in price or is in severe shortage. Darren A. Smith: Okay. If I take you back to the '80s, there were price increase negotiations every year and they always went up about 3%,4%, 5%. The supplier asked for 11, we got it down. Okay. Now, what's happening is we got inflation coming again, but it's not the typical round that used to happen, is it? Andrew Grant: No. It's going to be really awkward, I think, for the poor old suppliers out there. Remember, everybody's trying to recover from this pandemic. Not only if you look at global food commodity prices, whether it's wheat or soya bean or whatever, they're in orbit. Well, actually, what worries me is, it's all those ancillary costs that buyers are really, really good at swiping away are going up like nobody's business. The price of a shipping container from China, $1,700 to $8,000. Darren A. Smith: Wow! Andrew Grant: That's a six fold increase. Darren A. Smith: Yeah. 100% increase. Wow. Andrew Grant: All of us have probably had to fill our car up for the first time in a year. That's gone up from what, about $1.08 for diesel to $1.28 plus? Darren A. Smith: Yeah. I think there was a point where Morrisons got it below a pound. But yeah, it's up now. I think I saw it yesterday, $1.38. Yeah, diesel's up. Andrew Grant: 25% plus rise in your transportation costs. If you can get minimum wage labor, you're having to compete with the restaurant sector and everybody else. If you need somebody for your factory or to pick stuff in your fields, the shortages of labor and the cost of that labor is going up. Obviously, you've also got the COVID costs. You're probably having to run your factory with safe distancing rules and all sorts of various extra costs as a result of COVID. All of those costs will now be building up and building some severe pressure on supplier's cost bases. And unfortunately, it's those costs that buyers are so, so good at batting away. Darren A. Smith: Yes. Andrew Grant: I know you and I will have done it. It's very easy to say, "Well, you need to break down exactly what your make up of cost is." You say, "Shipping costs have gone up from 1,700 to 8,000," and I'll say, "Oh yeah, but you're using a spot price based in Shanghai. I've got the three month Singaporean index in my hand and that's flat." You're just then in a world of pain. Darren A. Smith: Very true. We've got costs going up in the supply chain of [inaudible 00:03:36] ancillary costs. Plus we've also got supermarkets that are trying to recover from what was a good increase in sales. We talked here a few weeks ago about the average increase was let's say 10% across the supermarkets. The but is that Sainsbury's for instance, I think it was 468 million pounds worth of costs on COVID. Andrew Grant: Yeah. Yeah.
Supermarket Cost Price Increase Join Andrew Grant and Darren A. Smith in the thirty-first episode of the Grocery Guru. They discuss increasing costs for suppliers. From diesel to cargo costs, to minimum wage labour. Whilst the supermarkets slug it out in a potential price war. And, all of this whilst everyone in the supply chain tries to recover Covid costs.
Whilst covid costs are still here, suppliers are increasing their costs You Can View the Full Supermarket Cost Price Increase Transcript Below: Darren A. Smith: Hello and welcome to Episode 31 of the Grocery Guru. We’re here with that guru, Andrew Grant. Andrew, how are you?
Andrew Grant: Good morning, Darren. Yes. Very good. Thank you very much.
Darren A. Smith: Good. Good. All right. Short week, this week. We’re Friday. What’s been happening in the world of grocery this week?
Andrew Grant: Yeah. Something that I picked up on through the various news feeds we get access to, the nasty word inflation.
Darren A. Smith: Oh, okay. All right.
Andrew Grant: And a bit of a perfect storm brewing, I think, for grocery suppliers in that just about everything seems to be going up in price or is in severe shortage.
Darren A. Smith: Okay. If I take you back to the ’80s, there were price increase negotiations every year and they always went up about 3%,4%, 5%. The supplier asked for 11, we got it down. Okay. Now, what’s happening is we got inflation coming again, but it’s not the typical round that used to happen, is it?
Andrew Grant: No. It’s going to be really awkward, I think, for the poor old suppliers out there. Remember, everybody’s trying to recover from this pandemic. Not only if you look at global food commodity prices, whether it’s wheat or soya bean or whatever, they’re in orbit. Well, actually, what worries me is, it’s all those ancillary costs that buyers are really, really good at swiping away are going up like nobody’s business. The price of a shipping container from China, $1,700 to $8,000.
Darren A. Smith: Wow!
Andrew Grant: That’s a six fold increase.
Darren A. Smith: Yeah. 100% increase. Wow.
Andrew Grant: All of us have probably had to fill our car up for the first time in a year. That’s gone up from what, about $1.08 for diesel to $1.28 plus?
Darren A. Smith: Yeah. I think there was a point where Morrisons got it below a pound. But yeah, it’s up now. I think I saw it yesterday, $1.38. Yeah, diesel’s up.
Andrew Grant: 25% plus rise in your transportation costs. If you can get minimum wage labor, you’re having to compete with the restaurant sector and everybody else. If you need somebody for your factory or to pick stuff in your fields, the shortages of labor and the cost of that labor is going up. Obviously, you’ve also got the COVID costs. You’re probably having to run your factory with safe distancing rules and all sorts of various extra costs as a result of COVID. All of those costs will now be building up and building some severe pressure on supplier’s cost bases. And unfortunately, it’s those costs that buyers are so, so good at batting away.
Darren A. Smith: Yes.
Andrew Grant: I know you and I will have done it. It’s very easy to say, “Well, you need to break down exactly what your make up of cost is.” You say, “Shipping costs have gone up from 1,700 to 8,000,” and I’ll say, “Oh yeah, but you’re using a spot price based in Shanghai. I’ve got the three month Singaporean index in my hand and that’s flat.” You’re just then in a world of pain.
Darren A. Smith: Very true. We’ve got costs going up in the supply chain of [inaudible 00:03:36] ancillary costs. Plus we’ve also got supermarkets that are trying to recover from what was a good increase in sales. We talked here a few weeks ago about the average increase was let’s say 10% across the supermarkets. The but is that Sainsbury’s for instance, I think it was 468 million pounds worth of costs on COVID.
Andrew Grant: Yeah. Yeah. We talked about the struggles that the supermarkets will have this year, trying to lap that phenomenal sales peak of last year, because everybody was eating at home, eating and drinking at home. They’ve got their own pressures. A little bit of inflation is not a bad thing for a supermarket. A couple of percent inflation if you could control your costs, just goes straight to your bottom line.
Darren A. Smith: Absolutely.
Andrew Grant: As always, I think it will be the suppliers that get squeezed. And I guess it’s one of the things we do is we have cost price increase workshops. We can help suppliers or walk suppliers through that torturous maze that is a cost price increase. And I think the message out there would be, you need to start thinking about a cost price increase now. It’s a minimum 12 week notice period. You can in theory, put a price increase through quicker because a supplier’s cost price is the same as a retailers retail price. And they don’t give you or I notification when the cost of four cans of Boddingtons goes up. And they don’t give us a reason to do they?
Darren A. Smith: They certainly don’t. I think the biggest thing that I would take away is buyers don’t like surprises. Ta daa, here’s a cost price increase. Know at some point, yes, there’s going to be a first introduction of it, but it’s managing that message through, it’s having the influencing and persuasion skills to be able to do so.
Andrew Grant: Yeah. Second only to running over their dog, it’s probably the worst news you can give them that you’re tabling a cost price increase, because it’s a direct challenge to what they do.
Darren A. Smith: And it’s also another thing to think about in a busy day like we all have, buyers have busy jobs as do account managers, it’s just a whole nother thing now to think about, to manage, to try and convince people to manage it internally, think about future margin. It’s tough. It’s tough.
Andrew Grant: I think you’re talking the minimum of giving them 12 weeks notice. You probably need two, three, four weeks yourself to prepare and get the messaging right. You’re talking about a four month process. You’re talking beginning of June. June, July, August, September. You’re talking about September, October increases. And if anything, now is the time because most of the supermarkets, some of them are still in Q1. Certainly they’re in, if they’re not in Q1, they’re in early Q2. There isn’t quite that year end pressure that you get in Q3 and Q4. Trying to put a price increase through over Christmas and into their landing zone of the end of their Q4, worst possible time. If you’re going to do a price increase, for most of the UK supermarkets, you do it between February and May, June. The windows rapidly closing if you want to get an effective price increase through this year, will be my opinion.
Darren A. Smith: Yeah. Sorry, it’s kind of slightly fuzzy, but I think we’ve got the message. And I was going to add that the window, there’s a window that happens now, as you said, or February to June, and then it’s got to close before Christmas. Oh, we’ll think about Christmas, come back to me in the new year, will be one of the tactics.
Andrew Grant: Yeah.
Darren A. Smith: Okay. All right.
Andrew Grant: Yeah. Obviously we’re in a new normal, but in the old world where everybody disappears on a holiday 15th of July, so nothing happens until the beginning of September. The minute, and traditionally it was always Halloween started the Christmas season obviously. You went Halloween, Bonfire Night, full-on Christmas and to get a buyers attention after about the 30th of October, particularly with a price increase, forget it.
Darren A. Smith: Yes.
Andrew Grant: You’ve probably got two price increases over the year. You’ve got mid-January [inaudible 00:08:21] 30th of October in our experience and our opinion.
Darren A. Smith: Andrew, sorry, it went a little bit fuzzy. Just tell us those two windows. You talked about mid-Jan to…
Andrew Grant: Yeah. Mid-Jan to probably around now, middle of June. The bigger window. And then 1st of September through to the 30th of October. Looking at it another way, you can blank out November through to January.
Darren A. Smith: Yes. Good. Okay. It went a little bit fuzzy, I wanted to make sure we got that message across. Okay. That’s really good. All right. My other thoughts is that don’t take a price increase in with either a spreadsheet that looks like something that was built by Stephen Hawking as in having a million numbers that no one understands. My second thought is don’t have a PowerPoint presentation that roughly says it’s a price increase, but over 50 slides.
Andrew Grant: Yeah. As I said, it’s not going to be good news. It’s not going to be greeted with a smile and come and have a cup of coffee. It needs to be a very black and white suitable message and be prepared for it to be a very short initial conversation that ends with a N-O.
Darren A. Smith: Yeah. Fair enough. All right. Okay, Andrew, brilliant. Love it. What’s our take away from here?
Andrew Grant: I think it is for our audience, which are mainly grocery suppliers, if you haven’t already felt some significant cost pressures, and I’d be staggered if you haven’t, and you haven’t started thinking about a price increase, you’re running out of time to get something this year.
Darren A. Smith: Love it. Good. Nice. Simple and clear.
Andrew Grant: And obviously, the reason we do these podcasts is we’re here to help.
Darren A. Smith: All right. Andrew, Grocery Guru, thank you. We’ll let you enjoy your Friday and your weekend and we’ll see you next week.
Andrew Grant: Bye-bye.
Darren A. Smith: Bye.
Take a look at the Supermarket Cost Price Increase video on our YouTube Channel. Also, check out our award-winning blog.
Improve Your Time Management Skills Join Andy Palmer and Darren A. Smith in the second episode of the Weekly Training Booster. This episode was about how to improve your time management skills with frogs, badgers, and woolly mammoths. Plus, the 7 hurdles of time management. You Can Read the How to Improve Your Time Management Skills Episode Transcript Below: Andy: Good stuff. Okay. Welcome to this week's MBM weekly training booster. Good afternoon, or good morning, depending on when you're watching this video. I'm Andy from MBM here with my colleague Darren. Today, we're talking about how to improve your time management skills. So for me, this is certainly the skill that unlocks all others. If we get this stuff right with a solid foundation to our core time management principles, everything else just magically falls into place. So let me throw that out there. Darren, how would you more better define time management? Darren A. Smith: Time management for me is the king of skills. It's the key that unlocks the door. If you can get this one wrong, you can be a great influencer, a great negotiator, all those things, but if you haven't got any time managed, then A, you don't really know what you're here trying to achieve ultimately, and B, you probably can't do it because you're all over the place. And you don't look like a credible confident leader. You're not really prepared for your negotiations. Your [inaudible 00:01:05] is done, but it's natural, it's not prepared, it's not improved. So for me, it's the key that unlocks all the doors. And it's the one that a lot of people chase and never get right. Andy: Okay, cool. And if I was to throw it out there, just because I find it a little bit contentious. You can't manage time, but you can manage the things that you do within that time. What's your view on that kind of thinking?
Episode 2 discusses how to improve time management skills Darren A. Smith: Well, I love the phrase that goes time flies, but the good news is you're pilot. Which is quite nice and that suits my right brain thinking. If I had my way I'd call it stuff management, not time management. Because you cannot manage time, you can only manage all the stuff. And when I say all the stuff, in our head, we don't have work and home, we have things. So you have to manage both the home and the work stuff together. So when you've got a to-do list, it has a home and work on it. It's not like, I'm at work, I'm at home. And particularly now that we're all mostly working from home, although we might go back, it's stuff, you've got to manage all the stuff. Andy: I think it makes good sense. I kind of liked the term stuff because actually it doesn't matter if it's big or it's small, where that that can then take us then is how we then prioritize that stuff. And one of the best things I learned over the years was then how to prioritize the important stuff first, because I think we've seen it so often, people just tend to get the quick fun and easy done first. If we were to look about how you can improve your time management skills, not you personally, but how people can improve their time management skills, what for you would be that single simple, but yet powerful suggestion? Darren A. Smith: What I see, and particularly we're pretty good on Google, is I see a lot of people searching for time management tips. They're looking for the really small, easy win that makes the bigger difference. And here's the bit that they're going to hate me for, it doesn't exist. Now for someone who used to be rubbish at time management that had to learn it over 15 years, I know it doesn't exist because I've tried them all. So unfortunately this stuff is about mindset. And the one I'd like to share with people is eat that frog. So it came from a phrase of, if you do the biggest horriblest thing first, the frog, then the rest of the day is going to be easy. And as someone who does it, the euphoria of getting that big,
Improve Your Negotiation Skills Join Andy Palmer and Darren A. Smith in the first episode of the Weekly Training Booster. This episode is about how to improve your negotiation skills with better preparation. Darren and Andy discuss using the squaredance, being more ambitious, and knowing that there are 8 methods of resolving conflict. You Can Read the How to Improve Your Negotiation Skills Episode Transcript Below: Andy Palmer: All right. Good morning. Welcome to MBM's Weekly Training Booster. Over the next few weeks, we are going to be covering a whole host of soft skills. Here at MBM, the home of Sticky Learning, we are looking to improve those soft skills that you've got, very practically and pragmatically in the workplace. I'm Andy from MBM. My colleague here is Darren, and today we are going to talk about how to improve your negotiation skills. So our Weekly Booster is how to improve your negotiation skills. Darren, let's kick off. For you, what is negotiation skills? Darren A. Smith: Negotiation skills. Yeah, it's a question we get asked a lot and we have over the last 20 years of training. Most people think that when they haggle, they're negotiating. They're not. They're not. There are eight ways of resolving conflict. The one I'm going to talk about right now is haggling versus negotiation. So, you know when you go to a market, a foreign market, and you buy a pair of Roy-Bans. And Roy-Bans, you got them for €5 and they're worth about €900; they're not.
Haggling is you start here, I start here, we meet in the middle. That is not negotiating. That is one valid form of resolving a conflict, but haggling and negotiating are different. Negotiation is where we are discussing and we have more than one variable. So haggling is one variable, price, negotiation is one, two, three, four, five variables. Andy Palmer: Awesome. Brilliant. Great overview. You mentioned eight stages, eight stages to negotiations and how you can improve those negotiation skills. Can you give us a flavor for some of them?
The first episode of the Weekly Training Booster with Andy and Darren Darren A. Smith: Okay. There are eight methods of resolving a conflict. So we've got haggling, negotiation, surrender, where you just give in, normally with the kids, we've got problem solving, we've got unilateral action, and so on. So there are eight, but the one we're really talking about today is negotiation. And we have to be careful when we think we're "negotiating" ... hate doing that ... where it's normally we're either haggling or we're problem solving. They're both absolutely valid, but we're not negotiating.
Negotiating has four stages to it. And those four stages, so we prepare, which most people don't do. Then we go in and we ask a bunch of questions; we poke around. Then we propose, and then we count the winnings, right? So really four stages. And the one that most people miss is the prepare one. Andy Palmer: Cool. And if we were to kind of just talk about preparing for a moment, what one thing in your mind and the experience that you've got stands out to being the best way you can prepare for a negotiation? Darren A. Smith: Okay. So when most people prepare for a negotiation, they do one of two things. They either have a bit of a think about it and then they go into a negotiation, hit a brick wall, wonder how they got there. Or they do the dreaded PowerPoint. You open up PowerPoint, start typing away, and present. Actually, that's not negotiation either. We created a Squaredance, a simple template, A4 template of how you can prepare for your negotiation with competence. So it's a Squaredance, and we named it something rather apt, silly, so you can find it on the web. So if you just search Squaredance Negotiation, you get a free template, please use and abuse it as you wish. Andy Palmer: Good stuff. All right, so maybe we can include that template in the video and we'll certainly put the link around somewhere towards the end....
The Rise of Rapid Groceries Join Andrew Grant and Darren A. Smith in the thirtieth episode of the Grocery Guru. They discuss Rapid Groceries – The Rise of 10-minute Window Deliveries by 8 Start-Ups. Plus, the moves by Tesco and Sainsbury’s with ‘Whoosh’ and ‘Chop-Chop’, to compete.
The rise of 10-minute window deliveries You Can Read the Rapid Groceries Episode Transcript Below: Darren A. Smith: Hello, and welcome to Episode 30 of the Grocery Guru. We’re here with our guru, which is Andrew Grant. Andrew, how are you?
Andrew Grant: Morning, Darren. Happy, happy new week.
Darren A. Smith: Yes. A new week twice. We’ve just had a bank holiday. Andrew, what’s in the press at the moment around the world of grocery?
Andrew Grant: Well, let me throw some words at you, Darren. See if they spark anything. Gorillas, fancy, wheezy, deja, zap.
Darren A. Smith: Is that them calling?
Andrew Grant: Jiffy. It was them calling, yeah. Zap, jiffy, deja, wheezy, gorillas, get here.
Darren A. Smith: Okay. So what’s in my mind is animals with asthma.
Andrew Grant: Oh, okay. Aren’t they all plays on fast, nippy, quick? I think that’s what they’re supposed to conjure up. But yeah, the world of rapid groceries.
Darren A. Smith: Oh, okay. So we talked about this a few episodes ago, around there was one that Justin King had put some money into. Am I right?
Andrew Grant: Snappy.
Darren A. Smith: Snappy, right? Remember. Yeah, cool.
Andrew Grant: I know a couple of weeks ago you were gently chiding me about getting a prediction wrong about Jack’s stores and Tesco Metros.
Darren A. Smith: I certainly was.
Andrew Grant: But I’m quite pleased that I picked up this trend, I don’t know how many episodes ago, and all of a sudden it’s like double feature in the Sunday Times.
Darren A. Smith: Oh, okay. Okay. Yeah, you picked up on snappy and Justin King made an investment, I think of a hundred thousand pounds, and we talked about short windows, weren’t we? Narrow windows.
Andrew Grant: Yeah. But the crazy thing is 19 billion of venture startup money has gone into these businesses in the last five years.
Darren A. Smith: Wow.
Andrew Grant: This blew my mind away. Have you any idea? You used to work there. What’s the market capitalization of Sainsbury’s?
Darren A. Smith: Gosh. Now you’re asking.
Andrew Grant: I know.
Darren A. Smith: It’s start of the week. No idea.
Andrew Grant: Okay, it’s 5.9 billion.
Darren A. Smith: Oh, okay. I was going to say 12. I don’t know why 12. All right.
Andrew Grant: Okay. Share price times the number of shares, basically what the business is worth.
Darren A. Smith: Yeah, it’s expected. Okay.
Andrew Grant: Gopuff, which is a American rapid delivery service, just arriving in this country. What do you think their market capitalization is?
Darren A. Smith: Oh, I don’t know. But they sound like they’re new. They sound like they’re not worth much. 10 million.
Andrew Grant: Well, 6.3 billion. So bigger than Sainsbury’s. More valuable than Sainsbury’s.
Darren A. Smith: Wow.
Andrew Grant: GetHere, that’s already over here, five billion. Morrisons is only 4.3. So these businesses, literally only just starting, are worth more than our second and fourth biggest supermarket chains.
Darren A. Smith: Wow. So let me just get this right. These start up speedy delivery companies have a worth at the market. The stock market believes these things will be worth more than Morrisons and Sainsbury’s.
Andrew Grant: Are worth more [crosstalk 00:03:07].
Darren A. Smith: Are worth more because basically they have potential of what’s possible.
Andrew Grant: Yeah. Now it’s got all the hallmarks of a bubble that’s going to burst big time at some point. Because I don’t know how many I read out, one, two, three, four, five, six, seven, eight players are in the market. There can’t be that many people who want a 10 minute delivery service to keep that many businesses going.
Darren A. Smith: Well, I imagine these are just in cities? they must be.
Andrew Grant: Yeah. I think to get it… I mean, they talk here about two minutes to pick your order. Seven minutes to get it to your door, and a minute to ring the bell and you answer it. That’s their 10 minute model.
Darren A. Smith: That’s a lot of mopeds.
Andrew Grant: Yeah. It’s a lot of mopeds. Clearly can only work in a urban situation. But do you really need something with 10 minutes? I imagine if you’re cooking and you’re just getting the bechamel sauce, and you run out of a key ingredient, and you want to keep an eye on the stove, maybe. You’ve just discovered you’ve got no wine and you’re about to sit down for dinner, maybe.
Darren A. Smith: Maybe. I mean, you and I could brainstorm a bunch of scenarios, but really are they absolutely needed? I could see it for a birthday present, mother’s day, some flowers. Could see it, but are there enough? What’s their range like? They’re not offering everything, they’re offering what? What are they offering? Does it say?
Andrew Grant: Well, it’s interesting. There’s some analyst quoted here saying the market is going to develop in two ways, the grocery shop or the I’ve run out emergency type delivery. So most of them are developing a broad range of groceries.
Darren A. Smith: Wow. Okay.
Andrew Grant: It’s interesting. There’s a punter here, a customer, and it says yeah look, the convenience just gets to you. It’s dumb and it’s super lazy, but it is great.
Darren A. Smith: Well, that’s a good punt. I love that. So, does it say there… Are we talking about okay, I want to order a bottle of wine. Is it just an expensive bottle of wine, plus I’ve got to pay £10 delivery, or is it how simplified?
Andrew Grant: Obviously, each one have different models. Most of them charge about three quid delivery.
Darren A. Smith: Honestly.
Andrew Grant: But they’re saying a lot of them aren’t that much more expensive than the supermarkets. So an example here with, I think Gorillas, is Ben and Jerry’s ice cream, £5 compared to £4.50 at Tesco.
Darren A. Smith: Plus you’ve got delivery.
Andrew Grant: Yeah. But all of them are offering sort of introductory spend £20, save £5 or free delivery with your first order.
Darren A. Smith: Great. And I guess there’s an app that surrounds every single one of these, I would imagine.
Andrew Grant: Yeah.
Darren A. Smith: I order on the app, and okay. All right. Fair enough. So… Sorry, go on.
Andrew Grant: I just said my view, and again, I make maybe a fateful prediction. This is just an internet bubble, isn’t it? This is dot.com boom written all over it.
Darren A. Smith: It certainly does feel like that. What’s the impact on our traditional supermarkets? Do you think they’re going to try and squeeze their home delivery windows or offer something else in addition?
Andrew Grant: Well, okay. This is where I may be proved wrong. Have a guess what Sainsbury’s and Tesco are calling their rapid delivery services.
Darren A. Smith: I don’t know. Go on.
Andrew Grant: Tesco are calling it Whoosh, which I quite like.
Darren A. Smith: Yeah. Whoosh, yeah.
Andrew Grant: Sainsbury’s may be even better, Chop Chop. I don’t know if there’s a slight racist overtone in that, but…
Darren A. Smith: They’re not going to get away with that.
Andrew Grant: They’re both trialing. So Tesco are trialing it out of their Wolverhampton store, in the West Midlands, so maybe our colleague, Andy, wants to give it a try. So they’re trying Whoosh out of Wolverhampton store. And Sainsbury’s are trialing Chop Chop. So they’re obviously looking at it. Whether they’re worried, I think, is another thing.
Darren A. Smith: And do we have a generic term for this stuff yet? Is there one called [crosstalk 00:07:17].
Andrew Grant: Rapid groceries, I think, is what it’s going to be called.
Darren A. Smith: Rapid groceries. Okay. So we can imagine that search term on Google will start going up. Rapid groceries. Everyone’s getting in. Okay. And they’re eight players, you say, at the moment so who’s going to win? The one with the most capital investment? The one with the biggest reach? What’s your guess?
Andrew Grant: Yeah. No, in the end, I think it will be the one that manages to hoover up the most loyal customers that keep coming back, because the costs of operation will be quite high. They’re all operating out of what they call dark warehouses. So again, cheap. They’re typically renting railway arches or renting cheap storage on industrial estates in less than pleasant parts of a city, and then picking dark and sending out the moped drivers to deliver.
Darren A. Smith: So, it really is the one that will win will be the one with the slickest, most efficient, but most effective operations, is where this is really going to work.
Andrew Grant: Yeah. I think it said in this paper, somebody said somebody who can deliver Amazon levels of service in 10 minutes will be the one that wins.
Darren A. Smith: Yeah. Okay. And I guess the customers that try it for the first time are looking at reviews, what’s the rating and they’ll creep up. Okay. So I’m guessing once this establishes then we’ve got Amazon who are probably going to buy one of them.
Andrew Grant: Well, yes, exactly. Exactly. But I mean, you look at… I’m almost a bit of a dinosaur, but I ordered my first Uber Eats last week, and its excellent.
Darren A. Smith: Right.
Andrew Grant: Absolutely excellent.
Darren A. Smith: Yeah, brilliant.
Andrew Grant: So now it is almost second nature to order any form of takeaway from delivery, Uber eats or Just Eat. Everybody’s doing it. Maybe, in five years time, everybody will be ordering their top up groceries through one of these rapid services.
Darren A. Smith: Maybe it could be. Maybe it could.
Andrew Grant: I think it is crazy. I mean, 10 minutes. Talk about-
Darren A. Smith: That’s crazy.
Andrew Grant: Does that mean that somebody is coming in planning a five minute service, or somebody is coming in planning a we’ll just predict it and turn up anyway service?
Darren A. Smith: Well, did you want this bottle of wine? No. Oh, we just wondered if you did. Okay. Then we’re back to… Go on.
Andrew Grant: We keep talking about shopper insight and how clever people like Tesco are with Clubcard being able to predict shopper behavior. Maybe the next thing is premonition services. Yeah. They turn up and go you’re about to think about having a glass of wine. Here it is.
Darren A. Smith: Well, actually maybe you’re not that far from the truth. I mean, you’re right. We talk about insights. We talk about the data in, for instance, Clubcard. Maybe someone’s saying here’s our recommendation of what you order next week, because based on the last three years this is pretty much it. Lets just change the peripheral items, otherwise you’re good to go. Yeah.
Andrew Grant: Or as I think Amazon have Amazon wardrobe, don’t they, where they send you eight pairs of jeans and you just send back the ones you don’t want. Maybe they just send you a box of food and say choose the ones you want. We’ll take the rest back.
Darren A. Smith: Wow. Okay. For anyone listening, there’s two premonitions you may have heard here first, and we’re going to lay claim to these in some way. Okay. Andrew, all right. Brilliant. I love that. What’s the takeaway for our viewers?
Andrew Grant: Take away, I like the way you said that. Yeah, no. Obviously these rapid grocery services are something to watch. Is it going to be a big hipped up bubble or actually do they become a credible channel in their own right, which suppliers need to wake up to?
Darren A. Smith: Very true. Very True. Andrew, thank you for your guru [crosstalk 00:11:09]. We’ll see you next week. Okay.
Andrew Grant: Bye.
Take a look at the Rapid Groceries video on our YouTube Channel. Also, check out our award-winning blog.
The Rise of Rapid Groceries Join Andrew Grant and Darren A. Smith in the thirtieth episode of the Grocery Guru. They discuss Rapid Groceries - The Rise of 10-minute Window Deliveries by 8 Start-Ups. Plus, the moves by Tesco and Sainsbury's with 'Whoosh' and 'Chop-Chop', to compete.
You Can Read the Rapid Groceries Episode Transcript Below: Darren A. Smith: Hello, and welcome to Episode 30 of the Grocery Guru. We're here with our guru, which is Andrew Grant. Andrew, how are you? Andrew Grant: Morning, Darren. Happy, happy new week. Darren A. Smith: Yes. A new week twice. We've just had a bank holiday. Andrew, what's in the press at the moment around the world of grocery? Andrew Grant: Well, let me throw some words at you, Darren. See if they spark anything. Gorillas, fancy, wheezy, deja, zap. Darren A. Smith: Is that them calling? Andrew Grant: Jiffy. It was them calling, yeah. Zap, jiffy, deja, wheezy, gorillas, get here. Darren A. Smith: Okay. So what's in my mind is animals with asthma. Andrew Grant: Oh, okay. Aren't they all plays on fast, nippy, quick? I think that's what they're supposed to conjure up. But yeah, the world of rapid groceries. Darren A. Smith: Oh, okay. So we talked about this a few episodes ago, around there was one that Justin King had put some money into. Am I right? Andrew Grant: Snappy. Darren A. Smith: Snappy, right? Remember. Yeah, cool. Andrew Grant: I know a couple of weeks ago you were gently chiding me about getting a prediction wrong about Jack's stores and Tesco Metros. Darren A. Smith: I certainly was. Andrew Grant: But I'm quite pleased that I picked up this trend, I don't know how many episodes ago, and all of a sudden it's like double feature in the Sunday Times. Darren A. Smith: Oh, okay. Okay. Yeah, you picked up on snappy and Justin King made an investment, I think of a hundred thousand pounds, and we talked about short windows, weren't we? Narrow windows. Andrew Grant: Yeah. But the crazy thing is 19 billion of venture startup money has gone into these businesses in the last five years. Darren A. Smith: Wow. Andrew Grant: This blew my mind away. Have you any idea? You used to work there. What's the market capitalization of Sainsbury's? Darren A. Smith: Gosh. Now you're asking. Andrew Grant: I know. Darren A. Smith: It's start of the week. No idea. Andrew Grant: Okay, it's 5.9 billion. Darren A. Smith: Oh, okay. I was going to say 12. I don't know why 12. All right. Andrew Grant: Okay. Share price times the number of shares, basically what the business is worth. Darren A. Smith: Yeah, it's expected. Okay. Andrew Grant: Gopuff, which is a American rapid delivery service, just arriving in this country. What do you think their market capitalization is? Darren A. Smith: Oh, I don't know. But they sound like they're new. They sound like they're not worth much. 10 million. Andrew Grant: Well, 6.3 billion. So bigger than Sainsbury's. More valuable than Sainsbury's. Darren A. Smith: Wow. Andrew Grant: GetHere, that's already over here, five billion. Morrisons is only 4.3. So these businesses, literally only just starting, are worth more than our second and fourth biggest supermarket chains. Darren A. Smith: Wow. So let me just get this right. These start up speedy delivery companies have a worth at the market. The stock market believes these things will be worth more than Morrisons and Sainsbury's. Andrew Grant: Are worth more [crosstalk 00:03:07]. Darren A. Smith: Are worth more because basically they have potential of what's possible. Andrew Grant: Yeah. Now it's got all the hallmarks of a bubble that's going to burst big time at some point. Because I don't know how many I read out, one, two, three, four, five, six, seven, eight players are in the market. There can't be that many people who want a 10 minute delivery service to keep that many businesses going. Darren A. Smith: Well,
Tesco Metro's Demise and Fewer Formats for Tesco Join Andrew Grant and Darren A. Smith in the twenty-ninth episode about the demise of Tesco Metro, what is happening to the Tesco Jack's format, and maybe the start of Tesco managing fewer formats. You Can Read the Demise of Tesco Metro Episode Transcript Below: Darren A. Smith: Hello, and welcome to episode 29 of the Grocery Guru. We're here with Andrew Grant. Andrew, how are you doing? Andrew Grant: Morning, Darren. You well? Darren A. Smith: Yes, I'm very good. I'm very good. We'll ignore all the technical issues we've just had, because no one cares, but we've just had a few. What are we talking about this week? Andrew Grant: Well, I picked up the news. We often try and bring the most topical items in the grocery world. So yeah, I picked up this week, didn't get a lot of press, but the demise of the Tesco Metro. It will be no more. Darren A. Smith: Oh really? Okay. Tell us more.
Darren and Andrew discuss Tesco Jack's format and the demise of Tesco Metro Andrew Grant: Yeah, so I've got to do some very quick math here. 147 Tesco Metros, all being rebranded either as Tesco Express or as Tesco Superstores, which I find interesting. I can understand 89 of them becoming Expresses. Darren A. Smith: Yeah. I can. Andrew Grant: 58 Superstores, god, there must be some big monsters out there forgotten about. Darren A. Smith: That seems odd, so just remind us what is a Tesco Metro? Andrew Grant: Well, originally it was a reason to take... So if you think back to what Tesco's original heyday of operation check-out and Green Shield Stamps, all their stores were in bustling town centers. Darren A. Smith: Yep. Very true. Andrew Grant: So, you and I are probably old enough to go back that far, but your quintessential high street with your Woolies, your Marks & Spencer, your Boots, and your Tesco. [crosstalk 00:01:46] So Tesco ended up in the 80s as it was starting to build their out of town estate, which was the making of them, left with all of these city and town center stores on a high street, and they thought, "What the hell do we do with them?" And they came up with a Metro format. But essentially all they did was took an existing small supermarket and stuck a camp sandwich cabinet and some soft drinks chillers at the front, and still to this day most metros have far more range probably than the shoppers need. And it was interesting in the press release, Tesco said that 70% of the shopping missions in Metros are for top-up shops. Darren A. Smith: Oh okay. All right. So we've got a good understanding of Tesco Metro. All right. So these guys are saying, they're going to take 80... How many was it? 89? Andrew Grant: 89 into Tesco Express format, and I'm 58 into the Superstore format. Darren A. Smith: Okay. So does this mean that Tesco Metro format will be gone completely? Andrew Grant: It's like the proverbial parrot. It is no more. It is dead. Darren A. Smith: All right. Okay. Okay. So do you think this is about head office trying to manage fewer formats, or the other format's more popular? What's your take on this? Andrew Grant: No, I think, again, it shows the power of shopper insight and club card. They know precisely what every single one of their shoppers is buying in every single store, every single minute of the day, and it's fine tuning a very, very well honed engine. Darren A. Smith: Okay. All right. So I get that. I get the insight into shoppers, but why remove Metro? What does it add, or what does it add by removing it? Andrew Grant: Well, no, I think you said it as you said that first, what does it add? Express is a phenomenally successful C-store concept, the out of town extras again phenomenally successful. Why do you want a Metro stuck in the middle, which is neither one thing or the other. It's not a full on c-store, and it's definitely not a full range, weekly supermarket shop store. And of course we know,
Tesco Metro’s Demise and Fewer Formats for Tesco Join Andrew Grant and Darren A. Smith in the twenty-ninth episode about the demise of Tesco Metro, what is happening to the Tesco Jack’s format, and maybe the start of Tesco managing fewer formats.
Darren and Andrew discuss Tesco Jack’s format and the demise of Tesco Metro You Can Read the Demise of Tesco Metro Episode Transcript Below: Darren A. Smith: Hello, and welcome to episode 29 of the Grocery Guru. We’re here with Andrew Grant. Andrew, how are you doing?
Andrew Grant: Morning, Darren. You well?
Darren A. Smith: Yes, I’m very good. I’m very good. We’ll ignore all the technical issues we’ve just had, because no one cares, but we’ve just had a few. What are we talking about this week?
Andrew Grant: Well, I picked up the news. We often try and bring the most topical items in the grocery world. So yeah, I picked up this week, didn’t get a lot of press, but the demise of the Tesco Metro. It will be no more.
Darren A. Smith: Oh really? Okay. Tell us more.
Andrew Grant: Yeah, so I’ve got to do some very quick math here. 147 Tesco Metros, all being rebranded either as Tesco Express or as Tesco Superstores, which I find interesting. I can understand 89 of them becoming Expresses.
Darren A. Smith: Yeah. I can.
Andrew Grant: 58 Superstores, god, there must be some big monsters out there forgotten about.
Darren A. Smith: That seems odd, so just remind us what is a Tesco Metro?
Andrew Grant: Well, originally it was a reason to take… So if you think back to what Tesco’s original heyday of operation check-out and Green Shield Stamps, all their stores were in bustling town centers.
Darren A. Smith: Yep. Very true.
Andrew Grant: So, you and I are probably old enough to go back that far, but your quintessential high street with your Woolies, your Marks & Spencer, your Boots, and your Tesco. [crosstalk 00:01:46] So Tesco ended up in the 80s as it was starting to build their out of town estate, which was the making of them, left with all of these city and town center stores on a high street, and they thought, “What the hell do we do with them?” And they came up with a Metro format. But essentially all they did was took an existing small supermarket and stuck a camp sandwich cabinet and some soft drinks chillers at the front, and still to this day most metros have far more range probably than the shoppers need. And it was interesting in the press release, Tesco said that 70% of the shopping missions in Metros are for top-up shops.
Darren A. Smith: Oh okay. All right. So we’ve got a good understanding of Tesco Metro. All right. So these guys are saying, they’re going to take 80… How many was it? 89?
Andrew Grant: 89 into Tesco Express format, and I’m 58 into the Superstore format.
Darren A. Smith: Okay. So does this mean that Tesco Metro format will be gone completely?
Andrew Grant: It’s like the proverbial parrot. It is no more. It is dead.
Darren A. Smith: All right. Okay. Okay. So do you think this is about head office trying to manage fewer formats, or the other format’s more popular? What’s your take on this?
Andrew Grant: No, I think, again, it shows the power of shopper insight and club card. They know precisely what every single one of their shoppers is buying in every single store, every single minute of the day, and it’s fine tuning a very, very well honed engine.
Darren A. Smith: Okay. All right. So I get that. I get the insight into shoppers, but why remove Metro? What does it add, or what does it add by removing it?
Andrew Grant: Well, no, I think you said it as you said that first, what does it add? Express is a phenomenally successful C-store concept, the out of town extras again phenomenally successful. Why do you want a Metro stuck in the middle, which is neither one thing or the other. It’s not a full on c-store, and it’s definitely not a full range, weekly supermarket shop store. And of course we know, many town centers out there and it’s sad. The ones I visited, really sad what this pandemic has done to the traditional town center, and interestingly, maybe a slighter side of BBC news last night, worth watching actually. The regeneration of town centers. I don’t know if you’ve ever been to Nottingham.
Darren A. Smith: No.
Andrew Grant: The Broadmarsh Centre in Nottingham is perfect example of 70s planning terrorism. I mean, it is just horrific.
Darren A. Smith: Okay. Well, we’ll let the link at the bottom of the video to the regeneration. I’ve just written it down, BBC.
Andrew Grant: What they’re looking at is basically taking out this 70s concrete covered shopping center and restoring the original medieval winding streets.
Darren A. Smith: Oh, okay. Okay. So a lot more like a Cheltenham or Gloucester town center.
Andrew Grant: Yeah. And they then contrasted that with Maidenhead down in the affluent south, about to get the east west rail link. So, Maidenhead, and part of the tech corridor of Slough to Redding, and they’ve done exactly the same thing. They’re taking a 70s covered shopping center, ripped the roof off, and moved it to, I think 30% shops, 30% residential, 30% leisure.
Darren A. Smith: Wow. Okay.
Andrew Grant: And literally breathing life back into the town centers. So, interesting that Tesco haven’t said they’re offloading any of this estate. Maybe they’ll wait a couple of years until property values, or until commercial property values rise again, and they’ll have another think about it.
Darren A. Smith: And just coming back to your other points, so the other format they’re going to move some of them into are superstore. So some of them aren’t small. These are big stores that they’re moving or changing.
Andrew Grant: Yeah. I guess it depends on the location. I can’t think of any specifically, but there will be some that are by the town car park, or by the town multi-story. So in theory, you could take your car in there, do a full trolley shop, and it’s still practicable, but equally there’s ones I can think of where they’re landlocked in these dying little town centers. And yeah, you can imagine why Tesco would have taken a good close look at them.
Darren A. Smith: That makes sense. All right. So let’s throw it into the mix Jack’s. I know you did for The Grocer probably 18 months ago, a review of Jack’s out in Chatteris . So how does that feature in this thought?
Andrew Grant: Well, I was afraid you were going to bring that up. I think it’s the only time I’ve made a false prediction. So please don’t add the link to The Grocer article to this. [crosstalk 00:07:10] Yeah. I remember on a particularly cold wet unpleasant East Anglia day being sent out to Chatteris, which is literally in the middle of deep, deep Finland, and yeah. Doing a review of the new Jack’s format, which Dave Lewis, Tesco CEO at the time, was very, very excited about. And it was their answer to Aldi and Lidl.
Darren A. Smith: Oh, we see. So there are what, 10, 12 Jack’s out there?
Andrew Grant: Yeah. 12 of them, yeah, basically they are a British Aldi. Almost carbon copy of an Aldi with the special buys down the middle, very, very simply merchandised, and fitted out. And some very limited, but pretty high quality range. And I’m sure you’ll remember at the time, me making this grand prediction that wouldn’t it make perfect sense to transport the Jack’s brand into all of these oversized Tesco Metros, where they’re not quite sure whether they’re a c-store or a supermarket, but hey, for my grand strategies.
Darren A. Smith: I think I do remember now, if that’s the only prediction you’ve got wrong, we’ll ask you for the lottery numbers in a minute.
Andrew Grant: Okay.
Darren A. Smith: So, excuse me, we’ve got these 12 Jack’s out there. How are they performing? What do you think they’ll do with those in the future?
Andrew Grant: Well, it’s interesting. If you Google Jack’s there’s nothing. There’s the corporate website, but it doesn’t look particularly loved. Everything says copyright 2018. So it looks like it’s not had a lot of updating and love. I would imagine that Tesco’s, we know, have been phenomenally successful in their main [inaudible 00:09:16] Aldi. The Aldi price match [inaudible 00:09:20] changing products, stop the flow of customers to Aldi. It’s been massively successful. And they probably think we actually don’t need something that will go head to head with an Aldi, but could actually end up damaging Tesco.
Darren A. Smith: [inaudible 00:09:41] So what’s your prediction for Jack’s for the future? Andrew Grant: Oh, thank you for that. I think it will go the way of Tesco Metro very quietly.
Darren A. Smith: Yeah. I would have thought so, because it doesn’t seem to be adding anything from what we can see. It was a good trial, worth testing, didn’t work, and making the other formats work more successfully would be my guess.
Andrew Grant: Yeah. I think they found the answer to how to neutralize Aldi. We talked about it three episodes ago, the latest [inaudible 00:10:11] data. I was [inaudible 00:10:13] the Aldi was one of the slowest growing of the grocers. Half the growth rate of Tesco.
Darren A. Smith: Yes.
Andrew Grant: So Tesco have found that sweet spot to neutralize the threat of the discounters. So yeah. Why do you need a Jack’s?
Darren A. Smith: Very true. Very true. Okay. All right, Andrew, before we go and thank you for your guru-ness, what’s the takeaway you want to give our viewers?
Andrew Grant: What’s the takeaway? Yeah, just again, it just shows how fast grocery moves. Jack’s less than three years old. We’re questioning that. The changes on the high street just phenomenal, but as ever Tesco very, very quick to move ahead of the pack.
Darren A. Smith: Yeah. I did hear that Tesco used the phrase, “Ready, fire, aim.” A lot. And it seems to be working for them.
Andrew Grant: [inaudible 00:11:12]. Yeah. Darren A. Smith: All right, Andrew, thank you for your guru-ness and we’ll see you next week.
Andrew Grant: Bye-bye.
Darren A. Smith: Take care.
Take a look at the Demise of Tesco Metro video on our YouTube Channel. Also, check out our award-winning blog.
Create Your Own Personal Development Plan Understand the 5 simple steps to create your personal development plan in Part 2 of this PDP series. Sticky Learning Lunch Videos
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Create Your Own Personal Development Plan Understand the 5 simple steps to create your personal development plan in this next episode of the Sticky Learning Lunch. Sticky Learning Lunch Videos
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Use Our G.R.O.W Model to Coach Your People with 'Way Forward' Learn How to Coach Your People with the 4 Steps of the G.R.O.W. Model - Part #4: Way Forward. Coach your people with Way Forward- Step 4. Use your time working from home to become the very best version of yourself. This is a Virtual Classroom of 20-minutes, followed by a 10-minute Q&A. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction 1. Your Online Presentations Really Lack Oomph and Engagement – #Part 1 2. Your Online Presentations Really Lack Oomph and Engagement – #Part 2 1. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 2. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 1. My Virtual Team Could be Much More Effective – Help! Part #1 2. My Virtual Team Could be Much More Effective – Help! Part #2 1. Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3
Use Our G.R.O.W Model to Coach Your People with Options Learn How to Coach Your People with the 4 Steps of the G.R.O.W. Model - Part #2: Reality. Coach your people with Options - Step 3. Use your time working from home to become the very best version of yourself. This is a Virtual Classroom of 20-minutes, followed by a 10-minute Q&A. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction 1. Your Online Presentations Really Lack Oomph and Engagement – #Part 1 2. Your Online Presentations Really Lack Oomph and Engagement – #Part 2 1. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 2. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 1. My Virtual Team Could be Much More Effective – Help! Part #1 2. My Virtual Team Could be Much More Effective – Help! Part #2 1. Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3
Morrison’s Q1 Trading Statement and Their Wholesale Performance Join Andrew Grant and Darren A. Smith in the twenty-eighth episode about Morrisons Q1 trading statement for 2021 (14 weeks to 9 May 2021) – ‘On track for strong future profit growth and low debt’. Their partnership with Amazon, predicting the new working patterns, and strong wholesale performance.
Join Darren and Andrew as they discuss Morrisons Q1 Trading Statement
You Can Read the Full Morrisons Q1 Trading Statement Episode Transcript Below: Darren A. Smith: Welcome to the Grocery Guru. This is episode 28 and we are here with your grocery guru, Andrew Grant. Andrew, how are you doing?
Andrew Grant: Morning, Darren. Yes, very well. Thank you.
Darren A. Smith: Good. You’re sporting a hoodie today.
Andrew Grant: Yeah, it’s still early in the morning.
Darren A. Smith: Fair enough. All right, let’s talk about Morrison’s quarterly statement. I think is what’s in our postbag today.
Andrew Grant: Well, that was the news that sort of sparked some thoughts, I guess. Morrison’s 12 week trading statement came out, I think Tuesday. Always really, really useful because, we’ve talked about the annual results of all of the big four. The only problem with those are they’re up to a year out of date, whereas this is only 12 weeks out of date. So it’s a real snapshot of what’s happening out there. I think I’ve said it before, I’m really glad I am not facing some of the conundrums these supermarkets are facing, because what struck out to me, it’s a good performance, they’re now lapping the start of the pandemic.
Darren A. Smith: Yeah.
Andrew Grant: So they’re lapping all that bulk buying of toilet rolls and water and all the panic buying. They’re like for like.
Andrew Grant: Yeah. Their like for like’s down to 1.6%. Down from a peak of 11.1. But the good news for them is on a two year basis, their like for likes are up 8.7. Now a lot of that’s driven by their wholesale business, which is growing like Topsy. But what stood out for me, is they put a couple of graphs into the trading statement. Their fuel volumes are back to pre-pandemic levels.
Darren A. Smith: Okay.
Andrew Grant: Their three pound meal deal, their food to go offering, is ahead of pre-pandemic levels. We read all this stuff about, the new normal is working from home, town centers are going to be dead, but on the face of it, these figures… And just anecdotally, when you go on the roads at the moment, the rush hour is back.
Darren A. Smith: Yeah.
Andrew Grant: The M-25 is gridlock at 4:30 every day. So, is everybody back at work or the flip? And you probably noticed it, Pret a Manger opening sandwich shops in Tesco supermarkets, because their high street business has been destroyed. Who was right?
Darren A. Smith: It’s a real tough one. There might be a third scenario in this, which is we all go back to work type thing to normal for a couple of months because we’re desperate to get to see people, engage, and go back to where we work to feel like normal people. Then we decided actually that thing, that home wasn’t so bad and we do this for a bit until we figure out, we need to balance that maybe is somewhere here in the middle.
Andrew Grant: Or you become a twat.
Darren A. Smith: Go on, tell us what the twat is.
Andrew Grant: It’s nothing personal, Darren. It is a proper scientific term. It is not a swear word. A twat is somebody who works in the office Tuesday, Wednesday, and Thursday.
Darren A. Smith: Okay.
Andrew Grant: I think this is what the new normal will be. They say there’s a million, again, another piece of news this week, they surveyed the UK’s 50 largest employers. Over a million workers will be allowed to work in a hybrid home or office scenario. I think some of the banks have already said it, some of the big investment houses in London. When you look at what’s happening with home purchases, Devon and Cornwall, the cop was just manic, manic, house buying. I think you’re going to see the rise of the twat, the person that works in the office Tuesday, Wednesday, and Thursday, but then enjoys a much more relaxed, country style way of life Friday, Saturday, Sunday, Monday.
Darren A. Smith: It’s the long weekend, and maybe the biggest positive to come out of the awful COVID pandemic, is that we were playing with flexible working before. Maybe now we’re actually going to do it properly. There’s the talk of the four-day week, of course. Maybe this is the bit that’s in the middle that really works, where someone works mostly in the office and then they have the long weekend at home.
Andrew Grant: Well, I think it breaks the big taboo. I’m sure you would have known it, but whether it was at Salisbury’s or Tesco, if you said to your boss, “I’m just going store visiting”, everybody knew you were skiving off the afternoon.
Darren A. Smith: Yes.
Andrew Grant: You had that awkward thing the next morning when they said, “Oh, which stores did you visit”? “Oh, yeah. That one in New Olden”. “We haven’t got a store in New Olden, Andrew”. “Oh, right. It was somewhere else then”.
Darren A. Smith: Maybe that’s what COVID has brought, the positive is that we’ve found this way of working, which is beyond the jolly, which it used to be. I’ll have a jolly day off from a Friday. To actually, people are realizing, when I’m at home and I’ve got Teams, I’m doing that, I’m working hard, I’m working hard at the office, and the balance is struck.
Andrew Grant: Certainly, anecdotally, among friends and colleagues, they don’t want to work from home 24/7. They just get too fed up of their other half, all the distractions. But equally, they do not want the hassle of having to get a train into London every day and have that stress and congestion. For them, hybrid is perfect. Everybody I speak to, “Yeah. I’ll quite happily go in the office two or three days a week, because it gets me out of the house. I get to meet my colleagues and a bit of, you know, social interaction. It’s also good for business. But do you know what? I do value being able to spend more quality time at home where actually I feel I’m more productive when I’m working”.
Darren A. Smith: Yes. I’m just going to drop in here a help for anyone who’s viewing. We’ve just written an article called, Turn Off Your Email Notifications, Watch out for the Badges. I’m just going to intrigue people with that and we’ll drop the link at the bottom of the video. The other part is, try not to build your calendar like Titres, where you drop down those things and all of a sudden you’ve got 12 hours absolutely stacked back to back and you think, “Oh, that’s a hell of a day”. Try not to do that. But again, we’ll drop some links on the video to help them.
Andrew Grant: Mm-hmm (affirmative).
Darren A. Smith: All right.
Andrew Grant: Yeah. As ever, interesting times and some real big calls some of these retailers got to make. Although, when I say big calls, they’ll make the calls, but it’s the supply base that’ll have to either jump to attention instantly, if suddenly food to go takes off again, or they’ll be left on the sidelines if they decide now food to go isn’t the future. I think for the suppliers, they need to be absolutely eagle-eyed and watch every single second of all these various stats and trends we’ve been talking about, because I couldn’t call it. I don’t think it’s 50, 50 as to whether hybrid working will be here to stay or in three years time we go pandemic? What pandemic?
Darren A. Smith: Yeah. It could be. It’s a tough one to call, you’re right. The obvious answer is they need to be flexible, which they’re watching this thinking, “Of course we need to be flexible. We need to have a business plan for either. Of course we do”. We appreciate that it takes a huge amount of effort to create something that you might never use.
Andrew Grant:
Yeah, absolutely.
Darren A. Smith: Called out another two highlights before we finish and let you go. Online sales also continue their strong run with year on year growth of 113%, partly driven by it’s partnership with Amazon.
Andrew Grant: Yeah. Yeah. That is something that is clearly here to stay. People have switched into the convenience of having their bulk groceries home delivered. I think I said in an earlier one of these, it is quite staggering that the supermarkets managed to train the UK population to do their own picking and sorting effectively in a warehouse.
Darren A. Smith: We’re actually very good pickers. Very good pickers.
Andrew Grant: If you’d have pitched that as a business plan today, we’d like our customers to go and pick and sort their own products and move them from shelf to trolley, trolley to belts, belts to trolley, trolley to car. They’d say that you wouldn’t get investment for that.
Darren A. Smith: Very true. Very true. One last bit re primarily starting to supply an extra 230 McConnell stores, 25 McConnell stores converted to Morrison Daily, taking a total of 56. We’ve got 56 months Morrison Daily’s out there now.
Andrew Grant: Probably, to most people, Morrison’s wholesale business has been really an unsung hero. They’ve built a sizeable wholesale business there. Not quite what the plans for it would be. Would they at some point, float it off? Don’t know, but they’ve managed to keep a focus on running a pretty good set of supermarkets, but also build this pretty sizeable now wholesale business. Which obviously helps their volumes and helps them in their negotiations with the biggest suppliers because, they don’t have the buying power of a Tesco or Salisbury’s or an Asa, but actually with the wholesale division, gives them a lot of extra oomph when it comes to the negotiations.
Darren A. Smith: Certainly does, but it doesn’t touch on their manufacturing division. In the bits that I read.
Andrew Grant: No it doesn’t, but I guess that’s another unique part of the Morrison set up. I can’t remember whether the vertical integration is in vogue or isn’t in vogue, it seems to switch in and out, but they’ve got a pretty successful vertically integrated model as the textbooks would say.
Darren A. Smith: Andrew, great insights. What’s the one takeaway you want to leave our viewers with?
Andrew Grant: Oh, the one takeaway? Three pound meal deal sounds good.
Darren A. Smith: I like your work. Okay. Andrew, thank you very much. We’ll see you next week.
Andrew Grant: Bye-bye.
Darren A. Smith: Bye.
Take a look at the Morrisons Q1 Trading Statement video on our YouTube Channel. Also, check out our award-winning blog.
Morrison's Q1 Trading Statement and Their Wholesale Performance Join Andrew Grant and Darren A. Smith in the twenty-eighth episode about Morrisons Q1 trading statement for 2021 (14 weeks to 9 May 2021) - 'On track for strong future profit growth and low debt'. Their partnership with Amazon, predicting the new working patterns, and strong wholesale performance. You Can Read the Full Morrisons Q1 Trading Statement Episode Transcript Below: Darren A. Smith: Welcome to the Grocery Guru. This is episode 28 and we are here with your grocery guru, Andrew Grant. Andrew, how are you doing? Andrew Grant: Morning, Darren. Yes, very well. Thank you. Darren A. Smith: Good. You're sporting a hoodie today. Andrew Grant: Yeah, it's still early in the morning. Darren A. Smith: Fair enough. All right, let's talk about Morrison's quarterly statement. I think is what's in our postbag today. Andrew Grant: Well, that was the news that sort of sparked some thoughts, I guess. Morrison's 12 week trading statement came out, I think Tuesday. Always really, really useful because, we've talked about the annual results of all of the big four. The only problem with those are they're up to a year out of date, whereas this is only 12 weeks out of date. So it's a real snapshot of what's happening out there. I think I've said it before, I'm really glad I am not facing some of the conundrums these supermarkets are facing, because what struck out to me, it's a good performance, they're now lapping the start of the pandemic. Darren A. Smith: Yeah. Andrew Grant: So they're lapping all that bulk buying of toilet rolls and water and all the panic buying. They're like for like. Andrew Grant: Yeah. Their like for like's down to 1.6%. Down from a peak of 11.1. But the good news for them is on a two year basis, their like for likes are up 8.7. Now a lot of that's driven by their wholesale business, which is growing like Topsy. But what stood out for me, is they put a couple of graphs into the trading statement. Their fuel volumes are back to pre-pandemic levels. Darren A. Smith: Okay. Andrew Grant: Their three pound meal deal, their food to go offering, is ahead of pre-pandemic levels. We read all this stuff about, the new normal is working from home, town centers are going to be dead, but on the face of it, these figures... And just anecdotally, when you go on the roads at the moment, the rush hour is back. Darren A. Smith: Yeah. Andrew Grant: The M-25 is gridlock at 4:30 every day. So, is everybody back at work or the flip? And you probably noticed it, Pret a Manger opening sandwich shops in Tesco supermarkets, because their high street business has been destroyed. Who was right? Darren A. Smith: It's a real tough one. There might be a third scenario in this, which is we all go back to work type thing to normal for a couple of months because we're desperate to get to see people, engage, and go back to where we work to feel like normal people. Then we decided actually that thing, that home wasn't so bad and we do this for a bit until we figure out, we need to balance that maybe is somewhere here in the middle. Andrew Grant: Or you become a twat. Darren A. Smith: Go on, tell us what the twat is. Andrew Grant: It's nothing personal, Darren. It is a proper scientific term. It is not a swear word. A twat is somebody who works in the office Tuesday, Wednesday, and Thursday. Darren A. Smith: Okay. Andrew Grant: I think this is what the new normal will be. They say there's a million, again, another piece of news this week, they surveyed the UK's 50 largest employers. Over a million workers will be allowed to work in a hybrid home or office scenario. I think some of the banks have already said it, some of the big investment houses in London. When you look at what's happening with home purchases, Devon and Cornwall, the cop was just manic, manic, house buying. I think you're going to see the rise of the twat,
Use Our G.R.O.W Model to Coach Your People with 'Reality' Learn How to Coach Your People with the 4 Steps of the G.R.O.W. Model - Part #2: Reality Coach your people with Reality - Step 2. Use your time working from home to become the very best version of yourself. This is a Virtual Classroom of 20-minutes, followed by a 10-minute Q&A. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction 1. Your Online Presentations Really Lack Oomph and Engagement – #Part 1 2. Your Online Presentations Really Lack Oomph and Engagement – #Part 2 1. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 2. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 1. My Virtual Team Could be Much More Effective – Help! Part #1 2. My Virtual Team Could be Much More Effective – Help! Part #2 1. Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3
Use Our G.R.O.W Model to Coach Your People with 'Goal' Learn how to coach your people with the 4 steps of the G.R.O.W. Model - Part #1: 'Goal'. Coach your people with Goal - Step 1. Use your time working from home to become the very best version of yourself. This is a Virtual Classroom of 20-minutes, followed by a 10-minute Q&A. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction 1. Your Online Presentations Really Lack Oomph and Engagement – #Part 1 2. Your Online Presentations Really Lack Oomph and Engagement – #Part 2 1. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 2. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 1. My Virtual Team Could be Much More Effective – Help! Part #1 2. My Virtual Team Could be Much More Effective – Help! Part #2 1. Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3
Get the Right Tech You Need When Working From Home For You and Your Productivity Identify the tech you need when working from home and how to make it work, so that you can be more productive. Use your time working from home to become the very best version of yourself. This is a Virtual Classroom of 20-minutes, followed by a 10-minute Q&A. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction 1. Your Online Presentations Really Lack Oomph and Engagement – #Part 1 2. Your Online Presentations Really Lack Oomph and Engagement – #Part 2 1. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 2. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 1. My Virtual Team Could be Much More Effective – Help! Part #1 2. My Virtual Team Could be Much More Effective – Help! Part #2 1. Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3
Get to Know Your Employees and How People Feel Whilst Working Remotely Use these two simple methods to find out how people feel because happy employees are productive employees. Use your time working from home to become the very best version of yourself. This is a Virtual Classroom of 20-minutes, followed by a 10-minute Q&A. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction 1. Your Online Presentations Really Lack Oomph and Engagement – #Part 1 2. Your Online Presentations Really Lack Oomph and Engagement – #Part 2 1. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 2. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 1. My Virtual Team Could be Much More Effective – Help! Part #1 2. My Virtual Team Could be Much More Effective – Help! Part #2 1. Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3
Finding Your Own Space and Stop Working From the Kitchen Table Find out what space you need to create when you work from home, to avoid working from the kitchen table. Use your time working from home to become the very best version of yourself. This is a Virtual Classroom of 20-minutes, followed by a 10-minute Q&A. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction 1. Your Online Presentations Really Lack Oomph and Engagement – #Part 1 2. Your Online Presentations Really Lack Oomph and Engagement – #Part 2 1. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 2. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 1. My Virtual Team Could be Much More Effective – Help! Part #1 2. My Virtual Team Could be Much More Effective – Help! Part #2 1. Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3
Use Your New-Found Time Productively Whilst Working From Home Get the secret to having laser-like on your productivity with episode 4 of the Sticky Learning Lunches. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction 1. Your Online Presentations Really Lack Oomph and Engagement – #Part 1 2. Your Online Presentations Really Lack Oomph and Engagement – #Part 2 1. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 2. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 1. My Virtual Team Could be Much More Effective – Help! Part #1 2. My Virtual Team Could be Much More Effective – Help! Part #2 1. Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this...
3 Principles to Know What to Wear When You Are Working From Home Understand the ‘3 Wardrobe Principles’ to make it easy to know what to wear when you are working from home. Use your time working from home to become the very best version of yourself. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? I: Help! Cabin Fever is Starting to Take Hold D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction 1. Your Online Presentations Really Lack Oomph and Engagement – #Part 1 2. Your Online Presentations Really Lack Oomph and Engagement – #Part 2 1. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 2. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 1. My Virtual Team Could be Much More Effective – Help! Part #1 2. My Virtual Team Could be Much More Effective – Help! Part #2 1. Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #...
How to Overcome Isolation When Cabin Fever is Starting to Take Hold Understand the 3 stages of isolation and how to overcome them, when cabin fever is starting to take hold. Use your time working from home to become the very best version of yourself. Sticky Learning Lunch Videos
M: Struggling to be Productive Because You're Working from Home? N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction 1. Your Online Presentations Really Lack Oomph and Engagement – #Part 1 2. Your Online Presentations Really Lack Oomph and Engagement – #Part 2 1. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 2. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 1. My Virtual Team Could be Much More Effective – Help! Part #1 2. My Virtual Team Could be Much More Effective – Help! Part #2 1. Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Ste...
How to Be More Productive Whilst Working From Home Find out how to manage yourself better with 'M' - The first of 7 best practices from the M.I.N.D.S.E.T model for working remotely and how to be more productive whilst working from home. Sticky Learning Lunch Videos
I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back G: Frustrated Because You Know You Need to Coach Your People – Goal R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1 2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5 1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2 3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3 4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4 M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction 1. Your Online Presentations Really Lack Oomph and Engagement – #Part 1 2. Your Online Presentations Really Lack Oomph and Engagement – #Part 2 1. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 2. They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 1. My Virtual Team Could be Much More Effective – Help! Part #1 2. My Virtual Team Could be Much More Effective – Help! Part #2 1. Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! - I Don't Need to Attend this Webinar - Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process - Part #4
Nett Revenue Management and How it Relates to Supermarkets Join Andrew Grant and Darren A. Smith in the twenty-seventh episode which is about What is Nett Revenue Management? And how it relates to supermarkets. Plus, where did NRM come from, and how can it be used. They also share their NRM Pyramid model.
You Can Read the Full What is Nett Revenue Management Episode Transcript Below: Darren A. Smith: Welcome to episode 27 of the Grocery Guru. We're here with Andrew Grant. Andrew, how are you doing? Andrew Grant: Morning Darren. Are you well? Darren A. Smith: Hey, I'm very well. There's a lot going on in the world, but let's focus on grocery. And let's focus on a trending topic, NRM. Andrew Grant: Oh, got me there. Is that a rapper? An '80s rapper? Darren A. Smith: What, like Run-DMC? Andrew Grant: Well no, I was thinking more, as we're talking grocery, maybe a confectionary wrapper. Darren A. Smith: Oh, I see. I was thinking you mean [inaudible 00:00:35]. So NRM. Not really managing? No, what's it stand for? Andrew Grant: Could be. Could be. I think it's net revenue management. I'm taking a wild guess there. Darren A. Smith: It is. So we're going to talk about what is nett revenue management now. Net, N-E-T or N-E-T-T?
Our Net Revenue Management Training Course covers a model and process for effective day to day NRM. Andrew Grant: Oh. Oh that's a very [inaudible 00:00:56]. I don't think it matters, does it? Darren A. Smith: I don't know [crosstalk 00:00:58]. Andrew Grant: I'd go with N-E-T-T, because that's a bit more accountancy and finance-y. Darren A. Smith: It is supposed to be the right way is N-E-T-T, but I'm sure no one really cares. The Google searches have been going up and up over the last three years, because we can track what people are searching for, what volume. So it's going up and up and up. It's getting more and more popular. Net revenue management, or NRM, or optimizing revenue, what the hell is it? Andrew Grant: Well, I think it is actually very topical. And if you are watching the Google stats it's probably not surprising it's starting to peak again, because I think it's going to become incredibly important the next six months. Do you know the background? Where it came from? Darren A. Smith: I know it's about the airlines, but I'm going to leave that to you. Go on. Andrew Grant: Yeah. So as most of these things, I think it's American derived. Basically grew up out of the low cost airlines in the States, whose sole purpose is obviously to fill planes as profitably as possible. If you're running an easyJet or a Ryanair model and selling seats at 7.99, you've got to maximize the revenue from every single bum on every single seat. And that's where, I mean Ryanair is the classic. Some of the more outrageous revenue raising tricks occur. Was it Michael O'Leary was going to charge for using the toilet at one point on Ryanair flights? But you charge for your baggage, you charge for refreshments, you charge for meals. You're charged if you want to sit in the first 10 seats. That is effectively net revenue management in action, but possibly at its worst. Andrew Grant: I think, well, it's going to become incredibly in vogue the next few months. If you think about it, the economy is going to open up fully on May the 17th, is it? Darren A. Smith: Yep. Andrew Grant: You're going to have the hotels back open, you're going to have restaurants open for indoor dining, and you're going to have the airlines flying again. And they're all, after a year in limbo, they're all going to be desperate to be maximizing the revenue from every single customer. Now something, there's supermarkets coming onto the grocery trade obviously have done very, very well during the pandemic, and they seem to have done it without any perception of the customers being overcharged or stung. Your worry is with, or you're already seeing it with holiday lets in Cornwall and Devon twice the price of last ...
Nett Revenue Management and How it Relates to Supermarkets Join Andrew Grant and Darren A. Smith in the twenty-seventh episode which is about What is Nett Revenue Management? And how it relates to supermarkets. Plus, where did NRM come from, and how can it be used. They also share their NRM Pyramid model.
Our Net Revenue Management Training Course covers a model and process for effective day to day NRM. You Can Read the Full What is Nett Revenue Management Episode Transcript Below: Darren A. Smith: Welcome to episode 27 of the Grocery Guru. We’re here with Andrew Grant. Andrew, how are you doing?
Andrew Grant: Morning Darren. Are you well?
Darren A. Smith: Hey, I’m very well. There’s a lot going on in the world, but let’s focus on grocery. And let’s focus on a trending topic, NRM.
Andrew Grant: Oh, got me there. Is that a rapper? An ’80s rapper?
Darren A. Smith: What, like Run-DMC?
Andrew Grant: Well no, I was thinking more, as we’re talking grocery, maybe a confectionary wrapper.
Darren A. Smith: Oh, I see. I was thinking you mean [inaudible 00:00:35]. So NRM. Not really managing? No, what’s it stand for?
Andrew Grant: Could be. Could be. I think it’s net revenue management. I’m taking a wild guess there.
Darren A. Smith: It is. So we’re going to talk about what is nett revenue management now. Net, N-E-T or N-E-T-T?
Andrew Grant: Oh. Oh that’s a very [inaudible 00:00:56]. I don’t think it matters, does it?
Darren A. Smith: I don’t know [crosstalk 00:00:58].
Andrew Grant: I’d go with N-E-T-T, because that’s a bit more accountancy and finance-y.
Darren A. Smith: It is supposed to be the right way is N-E-T-T, but I’m sure no one really cares. The Google searches have been going up and up over the last three years, because we can track what people are searching for, what volume. So it’s going up and up and up. It’s getting more and more popular. Net revenue management, or NRM, or optimizing revenue, what the hell is it?
Andrew Grant: Well, I think it is actually very topical. And if you are watching the Google stats it’s probably not surprising it’s starting to peak again, because I think it’s going to become incredibly important the next six months. Do you know the background? Where it came from?
Darren A. Smith: I know it’s about the airlines, but I’m going to leave that to you. Go on.
Andrew Grant: Yeah. So as most of these things, I think it’s American derived. Basically grew up out of the low cost airlines in the States, whose sole purpose is obviously to fill planes as profitably as possible. If you’re running an easyJet or a Ryanair model and selling seats at 7.99, you’ve got to maximize the revenue from every single bum on every single seat. And that’s where, I mean Ryanair is the classic. Some of the more outrageous revenue raising tricks occur. Was it Michael O’Leary was going to charge for using the toilet at one point on Ryanair flights? But you charge for your baggage, you charge for refreshments, you charge for meals. You’re charged if you want to sit in the first 10 seats. That is effectively net revenue management in action, but possibly at its worst.
Andrew Grant: I think, well, it’s going to become incredibly in vogue the next few months. If you think about it, the economy is going to open up fully on May the 17th, is it?
Darren A. Smith: Yep.
Andrew Grant: You’re going to have the hotels back open, you’re going to have restaurants open for indoor dining, and you’re going to have the airlines flying again. And they’re all, after a year in limbo, they’re all going to be desperate to be maximizing the revenue from every single customer. Now something, there’s supermarkets coming onto the grocery trade obviously have done very, very well during the pandemic, and they seem to have done it without any perception of the customers being overcharged or stung. Your worry is with, or you’re already seeing it with holiday lets in Cornwall and Devon twice the price of last year. An easy way of effective net revenue management is just fleece your customer, but then they don’t stay with you forever.
Darren A. Smith: Well, it’s not a long-term strategy. Let me share with you when you the Wikipedia definition. It’s disciplined analytics to predict customer behavior and to optimize availability and price to maximize growth. Now that sounds a little bit like the scene I recall it Only Fools and Horses where Cassandra was telling Rodney about how to maximize strategy and growth. And Rodney just kind of [crosstalk 00:04:16]. So my definition is really: it’s about old category management. Now, people will say category management is dead. Category management can’t be dead if it’s just about maximizing the shoppers’ spend in your store. And how do you do that? Well, we have a mnemonic RAPPP, which is range, availability, price, promotions, and I’ve forgotten the last one. Price, promotions, and?
Andrew Grant: What was the last one? Sorry.
Darren A. Smith: Range, availability, price, promotions. Forgotten the last P, I’ll come back to –
Andrew Grant: [crosstalk 00:04:54]. Go on. Darren A. Smith: It’s not a P. So I think net revenue management is a very close bedfellow of NRM, category management are one in the same.
Andrew Grant: I absolutely agree. I think it’s just how you package it for certain audiences. So if you’re speaking to a retailer, they talk category management. They talk the language of the shopper. If you’re talking to the finance director of a major brand, they’ll probably be more enticed with the term net revenue management. But at the end of the day, if you focus it on the ultimate customer or shopper or consumer, whatever you call them, then all roads lead to that. And I think we’ve obviously developed the NRM pyramid, as we call it.
Darren A. Smith: [crosstalk 00:05:47]. Now I’m going to do a shameful promotion of this NRM [crosstalk 00:05:51]. Andrew Grant: Is this what you made earlier?
Darren A. Smith: This is one I made earlier with Post-it Notes and sticky back plastic. [crosstalk 00:05:57].
Andrew Grant: Yeah.
Darren A. Smith: So this is the NRM pyramid. And what we’ve got up here is increasing profit, what it’s all about. We’ve got shopper, WOP, FOP, and PEN, which is all about shoppers and maximizing where you get them from. Is it weight of purchase, WOP? Frequency of purchase, how much they buy. Or penetration, getting more shoppers. So the first two about getting your current shoppers to behave slightly differently, and the third one is about getting more shoppers. And then we’ve got the four Ps of marketing, which is a classic. And then we’ve got our five soft skills we call Spain. Selling, presentation, analytical, influencing, and negotiation. And then we’ve got our own NRM ten tools. [crosstalk 00:06:44].
Andrew Grant: Yeah. As I was saying, I think the timing for any of our clients out there is perfect NRM is going to be maybe the buzzword of the next six months or so, as businesses, particularly supplier businesses. We talk a lot about the retailers in these things. Maybe not so much about the struggles of suppliers. They’ve basically spent a year nose to the grindstone, churning out as much product as possible, because the supermarkets have obviously done extremely well. Now is the time to potentially use our net revenue management tool to start making more profit from the oodles of stock that they’re pumping into the very, very successful supermarket.
Darren A. Smith: Yes. Very true.
Andrew Grant: And doing it in a long-term sustainable way that focuses on still delivering shopper value, not going down the budget airline route of saying, “How can we take as much money from shoppers without really caring about them?”
Darren A. Smith: Yeah, very true. Very true. So we talk about net revenue management, we’ve got a net revenue management pyramid that we’ve developed, which has a whole bunch of tools and a structure of how to approach net revenue management. We think it’s going to be particularly on vogue, as you said, over the coming year. We’ve got supermarkets who have lost up to half a million in cost that they’ve spent on COVID. And we’ve got potentially a price war coming.
Andrew Grant: Well, yeah. There’s all the ingredients for a price war, but maybe it’s a bit like the Jersey fish war of yesterday. Very much hyped, but wasn’t much substance to it. I mean, if I had a pound every time I saw supermarket price war headline in the paper I wouldn’t be sitting here doing this today.
Darren A. Smith: Very true.
Andrew Grant: Yeah I think we touched on it a few weeks ago, didn’t we, with Asda were investing, was it 100 million? 100 million price drop campaign? And we worked out it was like less than a [inaudible 00:09:06] the pound to the shopper. So I’m not sure. I think there’s the whole point of net revenue management. There’s always the blunt tool of drop prices. It’s a very blunt tool, it’s very easily copied, and it has a very short term effect, if any. [crosstalk 00:09:24].
Darren A. Smith: Sorry.
Andrew Grant: I was going to say, what net revenue management does is make you think much more broadly, much more strategically. Actually, what are all the levers you can pull? And you come out the other end of it with something much more sophisticated than, “Oh, let’s just take 10p off everything.”
Darren A. Smith: Yes. Yes. Because price is a race to the bottom. NRM will be the clever approach.
Andrew Grant: Yeah, absolutely.
Darren A. Smith: All right. Andrew, I’m aware of our time. What’s the one takeaway you want our viewers to take from this episode?
Andrew Grant: Bang us an email saying we’d love to know more about What is Nett Revenue Management
Darren A. Smith: Okay. Shameful pitch, but I like it. All right. We’ll see you next week. You take care.
Andrew Grant: Okay. Bye.
Darren A. Smith: Bye. Bye.
Take a look at the What is Nett Revenue Management video on our YouTube Channel. Also, check out our award-winning blog.
Discussing Sainsbury’s Preliminary Results with Covid Costs of £485m Join Andrew Grant and Darren A. Smith in the twenty-sixth episode of the Grocery Guru Discussing Sainsbury’s Preliminary Results with Covid Costs of £485m, digital sales doubling, and 1,900 innovative products to be launched.
Sainsbury’s preliminary results with covid costs
You Can Read the Full Issa Brothers Episode Transcript Below: Darren A. Smith: Welcome to episode 26 of the Grocery Guru. We’re here with Andrew Grant. Andrew, how are you?
Andrew Grant: Good morning. Very good thank you Darren.
Darren A. Smith: Cool, and I think we’re continuing our series of looking at results. So we’ve looked at Morrisons previously, we’ve looked at Tesco. It’s now our friends at Holborn.
Andrew Grant: Yeah, you were going to say Stamford Street and show your age, weren’t you?
Darren A. Smith: I was.
Andrew Grant: Yeah, no, we’re getting towards the end of results season. I suppose, you know, those Sainsbury’s results, you’ve read them.
Darren A. Smith: I have.
Andrew Grant: More of the same really that we saw with Tesco and Morrisons. Everybody, all the supermarkets, all the food grocers, doing incredibly well out of COVID, but at a cost.
Darren A. Smith: That’s true. So we’re looking at the preliminary results for the 52 weeks ended 6th of March ’21. What was the biggest highlight for you, the COVID cost?
Andrew Grant: No, I think you’re going to touch on that in a second, but for me, it’s online. We’ve talked about it in several of these episodes, but their online sales have doubled from 8% of their business to 17% of the business. Most importantly, they’re now saying that they’re profitable online sales. So what the pandemic seems to have done is got all of them over that base cost line of running trucks and having to pick stuff in stores. You’ve got a lot of fixed costs there. They didn’t have the volume before to make it profitable. All of a sudden it’s kicked their online, or their home delivery operations, into profit, which is good news for, I guess, the shareholders going forward.
Darren A. Smith: That makes sense. So we’re saying now that one in five customers are ordering online.
Andrew Grant: Yeah.
Darren A. Smith: They’ve managed to make it profitable, so they’ve got over their hump, whatever that was 10%, 15%. Okay, all right. The one I do want to raise is the COVID costs, because it’s so [inaudible 00:02:03]. So these guys are saying, I’ll just read it out, “Offset by £485 million worth of direct COVID-19 costs.”
Andrew Grant: Yeah, I mean, their profits are down 39% on the back of that.
Darren A. Smith: Wow.
Andrew Grant: Yeah, I mean, a huge hit, and just have a look at the amount of Perspex in store, and the amount of stickers saying, “Two meters apart,” and the number of extra security guards. I know when we were shopping during the first lockdown, Sainsbury’s were the toughest on the rules.
Darren A. Smith: Right, okay.
Andrew Grant: Yeah, I can remember going in with my other half and being told to stand apart from your own wife in the Sainsbury’s line, which I thought was slightly over the top at the time.
Darren A. Smith: In our local [inaudible 00:02:51] store, which is quite small, there’s a big queue at the front of the store, but what people have realized is you queue at the front of the store, but actually you can go in the back and there’s no one there.
Andrew Grant: Yeah. But yeah, I mean, huge extra costs. I don’t know, maybe it’s the cynical side of me, but if I was the finance director I think I’d be throwing everything at one-off COVID costs to maybe mask some under-performance elsewhere. But I didn’t say that.
Darren A. Smith: No, and I certainly wouldn’t repeat it. So we’ve got a statutory loss for Sainsbury’s, before tax, of £261 million, statutory loss. Wow.
Andrew Grant: Yeah, a lot of exceptionals in there. I mean, their operating profit, as I said, was hit by that COVID, so, you know, underlying, you know, they’re doing incredibly well. The other thing, actually, if anybody that follows Sainsbury’s history, or been involved in Sainsbury’s history is, a bit like all the other UK supermarkets, they’ve got a terrible history of acquisitions.
Darren A. Smith: Yes.
Andrew Grant: Homebase. I mean, Homebase hobbled them for years and years and they never really did anything with it. They do seem to be making a good fist of Argos.
Darren A. Smith: Well, that’s very true, and I remember a conference I was at was with Sir Peter Davis who, ran Sainsbury’s in, probably, the late ’90s, I think it was. He stood up on stage talking about acquisitions, and he said, “I know the answer’s Egypt, but what the hell was the question?”
Andrew Grant: Yes, they did buy a store in Egypt, didn’t they, or whatever. But no, again, I think finally, timing seemed to be perfectly working for them, you know, to take on Argos just before home deliveries go ballistic because of, A, technology, and B, obviously, COVID accelerating it. You know, great move, moving Argos into Sainsbury’s stores so that you click and collect. You know, massively extended opening hours for Argos at no real cost to them, because the supermarket’s open anyway. Really convenient for customers, and Argos, you know, a pretty good high street, well-respected brand name. So yeah, they seem to be doing lots of good things. I know you chuckled at their new ready meals range, as did I, maybe some of their choice of branding could be improved.
Darren A. Smith: Yeah, so I’m just going to flip to that, because I think we’ve got… So we’ve got the Stamford Street ready meals. Now, I’ve got a fondness for Stamford Street, but putting that aside, I get what they’re doing. We’ve got Mary Ann’s yogurts, and we’ve got the Imperfectly Tasty range. Okay, all right, you can see what they’re doing. Tesco, obviously were first out of the box on doing this type of thing. They’re doing it, maybe it’ll work for them too.
Andrew Grant: Yeah. It should do. All in all, Morrisons, Tesco, Sainsbury’s, you won’t really see Asda’s figures, but they’ll have done equally well. So, the pandemic has been good for the supermarkets, and they’re continuing to rock and roll. I guess one final thing, again, while we’re on the subject of Sainsbury’s, is what their ex-boss Justin King’s been up to. I don’t know if you picked it up.
Darren A. Smith: Well, I noticed something on LinkedIn. I saw a picture of him and then it was the headline, but it went past me. I think you’ve read it. What was he doing?
Andrew Grant: Yeah, no, he’s jumping on this. You know, we talked back in one of the episodes about 10-minute delivery windows, and I think you were quite shocked. I think you thought it was 10 minutes to place the order, no, 10 minutes to get your order. So no, Justin has invested in Snappy Shopper, which, as I read it, is sort of a middleman between a C-store and a customer. So if you’re an independent C-store, you haven’t got the clout and the investment of a Tesco or a Sainsbury’s to do your own home deliveries. But Just Eat, in the restaurant sector, you know, if you’re a small Chinese or Indian takeaway, or whichever cuisine, Just Eat, we’ll pick up the order and deliver it, and do all the fulfillment, IT, clever stuff. Exactly what Snappy Shopper does. So if you’re an independent C-store, your customers can order online through the Snappy Shopper app, and you get your delivery, and it costs either the customer or the shopper, I think, £3 commission.
Darren A. Smith: Okay, [crosstalk 00:07:25]. If I want to order two pints of milk, some bacon, and some eggs for breakfast later this morning. Then I just do that for £3?
Andrew Grant: Yeah, I mean, if that’s all you order, it’s going to be a high on-cost. But I guess, given that Tesco, Sainsbury’s Morrisons, Asda’s home deliveries are everywhere, what’s the need to get it from your local C-store? If I want home delivery, my first thought would be one of those big three or four. Would I think about my little local C-store? I don’t know. Obviously a lot of them have different ranges, more local produce, possibly fresher, maybe.
Darren A. Smith: It could [crosstalk 00:08:14].
Andrew Grant: Justin obviously thinks it’s worth investing in. He’s put quite a shed load of money into it, his own money supposedly.
Darren A. Smith: Well, maybe if it was a specialty Polish store, Polish convenience store?
Andrew Grant: Yeah, actually, as I say though-
Darren A. Smith: [inaudible 00:08:31]. Andrew Grant: But there’s there’s farm shops with all their own local produce. Maybe they can take… You know, that would be of interest to people. And as you say, specialist Polish or Eastern European supermarkets, of which there are lots, now suddenly have the ability to offer home deliveries.
Darren A. Smith: Interesting. Let me just share a couple of highlights I noticed. I’ll read out this statement, “We are changing the pace, making bold decisions.” I thought that was an odd thing to put in, you know, it was obvious. Aren’t they always moving at pace, and always trying to make bold decisions? Why tell us that in their statement?
Andrew Grant: It’s annual-report speak, isn’t it? You’ve got to say that. You can’t say the opposite, “We’re slowing down and not doing anything.”
Darren A. Smith: No, I just thought it was such an obvious thing to put in. Aren’t we always moving at pace? Aren’t we always trying to making bold decisions?
Andrew Grant: Yeah, but also, every single annual report starts with, “I want to heartily thank my staff and colleagues and everybody.” It’s just what you expect in an annual report statement.
Darren A. Smith: All right. Well, let me just highlight this one too. “Changing our ways of working and our supplier relationships will triple our levels of new product innovation to 1900 products in the year ahead.” Now, what does that mean for Sainsbury’s and the supplier that their innovation’s going through the roof?
Andrew Grant: Well, I think that is them finally saying, “We’re going to take M&S and Waitrose on, on their top game.” I think Sainsbury’s biggest… People like Tesco and Asda, their biggest issue is leaking shoppers to Aldi and Lidl. That will affect Sainsbury’s shoppers, but I think Sainsbury’s have to look over their shoulder at Waitrose and M&S much more, maybe, than the others.
Darren A. Smith: Yeah.
Andrew Grant: And of course, what M&S in particular are known for is their food innovation, just phenomenal food innovation. I think Sainsbury’s are now saying, “Right, we’re going to take them on. 1900 new products a year.” Sounds like with all those sub-brands you’ve just mentioned, you know, there’s some interesting stuff there.
Darren A. Smith: Maybe for suppliers that are watching, the door’s a bit more open for innovation than it was before?
Andrew Grant: Possibly. I mean, Sainsbury’s have had a good record with their new supplier academy. I forget what the name of it is, the hot house for suppliers. I’ve had very good reports of that from people that we’ve dealt with. But it sounds like they’re ramping it up even more. It’ll be interesting to see.
Darren A. Smith: All right. Last couple of highlights, “Delivered over 12 million online orders for elderly and vulnerable customers.” Fantastic, 12 million. And the other one is, “7.4 million digital Nectar users, up from 4.5 million last year.” So another 3 million digital Nectar users.
Andrew Grant: Yeah, and again, that links in with doubling of online business. Just like Tesco with Clubcard, their ability to data mine and understand their shoppers even more, and target them with more Stamford Street kitchen food, or whatever it is. Yeah, it just shows how, as we keep banging on about here, shopper insight is the holy grail of 21st century retailing.
Darren A. Smith: It certainly is, and these guys are getting more and more data every day, particularly [crosstalk 00:12:02].
Andrew Grant: Absolutely.
Darren A. Smith: All right, Andrew, before we end, your takeaway from all of this on the preliminary results for the 52 weeks ended 6th of March ’21, by Sainsbury’s. What’s your takeaway?
Andrew Grant: Yeah, really good performance. I feel sorry for them having to lap that performance this year, as we’ve talked about, but every cloud, etc.
Darren A. Smith: Andrew, thank you very much. We’ll see you next week. Take care.
Andrew Grant: Bye bye.
Darren A. Smith: Bye.
Take a look at the Sainsbury’s Preliminary Results video on our YouTube Channel. Also, check out our award-winning blog.
Discussing Sainsbury's Preliminary Results with Covid Costs of £485m Join Andrew Grant and Darren A. Smith in the twenty-sixth episode of the Grocery Guru Discussing Sainsbury's Preliminary Results with Covid Costs of £485m, digital sales doubling, and 1,900 innovative products to be launched. You Can Read the Full Issa Brothers Episode Transcript Below: Darren A. Smith: Welcome to episode 26 of the Grocery Guru. We're here with Andrew Grant. Andrew, how are you? Andrew Grant: Good morning. Very good thank you Darren. Darren A. Smith: Cool, and I think we're continuing our series of looking at results. So we've looked at Morrisons previously, we've looked at Tesco. It's now our friends at Holborn. Andrew Grant: Yeah, you were going to say Stamford Street and show your age, weren't you? Darren A. Smith: I was. Andrew Grant: Yeah, no, we're getting towards the end of results season. I suppose, you know, those Sainsbury's results, you've read them. Darren A. Smith: I have. Andrew Grant: More of the same really that we saw with Tesco and Morrisons. Everybody, all the supermarkets, all the food grocers, doing incredibly well out of COVID, but at a cost. Darren A. Smith: That's true. So we're looking at the preliminary results for the 52 weeks ended 6th of March '21. What was the biggest highlight for you, the COVID cost? Andrew Grant: No, I think you're going to touch on that in a second, but for me, it's online. We've talked about it in several of these episodes, but their online sales have doubled from 8% of their business to 17% of the business. Most importantly, they're now saying that they're profitable online sales. So what the pandemic seems to have done is got all of them over that base cost line of running trucks and having to pick stuff in stores. You've got a lot of fixed costs there. They didn't have the volume before to make it profitable. All of a sudden it's kicked their online, or their home delivery operations, into profit, which is good news for, I guess, the shareholders going forward. Darren A. Smith: That makes sense. So we're saying now that one in five customers are ordering online. Andrew Grant: Yeah. Darren A. Smith: They've managed to make it profitable, so they've got over their hump, whatever that was 10%, 15%. Okay, all right. The one I do want to raise is the COVID costs, because it's so [inaudible 00:02:03]. So these guys are saying, I'll just read it out, "Offset by £485 million worth of direct COVID-19 costs." Andrew Grant: Yeah, I mean, their profits are down 39% on the back of that. Darren A. Smith: Wow. Andrew Grant: Yeah, I mean, a huge hit, and just have a look at the amount of Perspex in store, and the amount of stickers saying, "Two meters apart," and the number of extra security guards. I know when we were shopping during the first lockdown, Sainsbury's were the toughest on the rules. Darren A. Smith: Right, okay. Andrew Grant: Yeah, I can remember going in with my other half and being told to stand apart from your own wife in the Sainsbury's line, which I thought was slightly over the top at the time. Darren A. Smith: In our local [inaudible 00:02:51] store, which is quite small, there's a big queue at the front of the store, but what people have realized is you queue at the front of the store, but actually you can go in the back and there's no one there. Andrew Grant: Yeah. But yeah, I mean, huge extra costs. I don't know, maybe it's the cynical side of me, but if I was the finance director I think I'd be throwing everything at one-off COVID costs to maybe mask some under-performance elsewhere. But I didn't say that. Darren A. Smith: No, and I certainly wouldn't repeat it. So we've got a statutory loss for Sainsbury's, before tax, of £261 million, statutory loss. Wow. Andrew Grant: Yeah, a lot of exceptionals in there. I mean, their operating profit, as I said, was hit by that COVID, so, you know, underlying, you know,
Issa Brothers Buy Leon & Cafe Nero to Grab the Electric Car Market For EG Join Andrew Grant and Darren A. Smith in the twenty-fifth episode of the Grocery Guru discussing the Issa Brothers buying Leon and Cafe Nero to grab the electric car market.
The electric car market is being grabbed by the Issa Brothers
You Can Read the Full Issa Brothers Episode Transcript Below: Darren A. Smith: Well, hello and welcome to episode 25 of the Grocery Guru with Andrew Grant. Andrew, how are you?
Andrew Grant: Morning Darren. Very good. I’m very good, thank you very much.
Darren A. Smith: We’ve hit a milestone. We’re at 25 episodes of sharing your guru-ness, if that’s a word?
Andrew Grant: Wow. Wow.
Darren A. Smith: All right. So what’s on your mind this week?
Andrew Grant: Well, I guess the retail news that stood out to me alongside the European failed Super League was the Issa brothers buying Leon, the semi-fast food chain and seem to be closing in Caffe Nero.
Darren A. Smith: Right. Oh, okay.
Andrew Grant: And this idea of creating, if you like, super petrol forecourts. Posh petrol forecourts. Because I don’t know what your experience of filling up at one of these forecourts is? There’s either a very nice Tesco Express or Sainsbury’s Local, but there’s often a pretty grubby Gregg’s or Subway or some unknown chain. And it’s all a little bit ugh.
Darren A. Smith: Tell us, the brothers, what did they recently buy?
Andrew Grant: Well, they built up Euro Garages from nothing, into, I think, it’s certainly Europe’s largest chain of forecourts, top of my head, 1,500 forecourts.
Darren A. Smith: Right. Okay. Big.
Andrew Grant: And they develop them as these mini shopping hubs. But I think now, they bought Aster. They can obviously use Asda’s free holder stake. Because most of Asda’s estate is freehold. So they can sale and lease back. Classic private equity stuff. Sale and lease back Asda’s estate to them. Give them a whole load of money to spend on buying. A hundred million for Leon.
Darren A. Smith: Wow. Okay.
Andrew Grant: And then put these fancy forecourts together. But I don’t know about you, but you pull up to a petrol station and there’s a forecourt shop there. A nice one. Don’t you feel guilty about browsing down the shelves while there’s 1,700 people waiting to fill up and you’re blocking the pump?
Darren A. Smith: It is an odd one, but I’m not sure if it’s a generational thing. Certainly 10, 20 years ago, when I started driving, you fill up at the pump, you pay, you go. Now I fill up at a pump and I’m in two minds. If I’m the one browsing, I can leave my car there, it’s fine. If I’m the one waiting and there’s a guy doing two weeks shop and he’s about 25 minutes, I wants to slap him when he comes out.
Andrew Grant: Yeah, exactly. As I said earlier, Leon is not fast food, it’s semi-fast food.
Darren A. Smith: Yeah. Yeah.
Andrew Grant:
You don’t pick up a burger or a salad or that. They make it there and then so it’s maybe a five or 10 minute wait.
Darren A. Smith: Those people who haven’t experienced a Leon, because there aren’t that many around, what is a Leon?
Andrew Grant: It’s high quality semi-fast food. It is like a Pret, but not sandwich based.
Darren A. Smith: Yeah. Okay.
Andrew Grant: It’s definitely not your Subway or your Gregg’s.
Darren A. Smith: Yeah.
Andrew Grant: Which is literally grab and go a hot sausage roll or a six inch sub with whatever in it. You talked about a generational thing a second ago. I think they have been… It suddenly hit me and you probably won’t get it because you’re in the same situation as me. I think they’ve hit on something absolutely that’s going to be jaw-droppingly successful.
Darren A. Smith: Okay. Okay. So we’re talking about the brothers. Issa brothers.
Andrew Grant: Yeah. About them investing in… Because why would you invest in a forecourt with these super posh chains where you want to linger? And you’re just going to have a whole lot of frustrated motorists sitting at the pumps going, “Why is that bugger ordering a cafe latte and then going over and getting a burger?”
Darren A. Smith: All right. So I’m going to make a leap into electric vehicles. Is that where you’re going.
Andrew Grant: Exactly.
Darren A. Smith: Ah, okay.
Andrew Grant: Yeah. Think about the future we’re all going to have to get used to. If we’re traveling on holiday or business, we’re all going to have to get used to stopping for at least 20 minutes, maybe 40 minutes to put some electric juice in our electric cars. So it’s a work of brilliance.
Darren A. Smith: Yeah, it is. It is, because-
Andrew Grant: As those petrol stations turn electric, you’ll turn up, you’ll plug your car in, you’ve then got 40 minutes to kill. You will want some quality food, a quality beverage. Get yourself into this zone of having 40 minute breaks in a journey when you’re driving to Scotland. So I think, five years time, work of genius.
Darren A. Smith: That’s very true because BP, I think it was four years ago, bought Chargemaster, the largest charging company in the UK. So of course this electric thing’s moving on quicker and quicker and our journey patterns will have to change to, we’re going to have to stop, charge, get something to eat and then keep going. You’re absolutely right. We see the Tesla charges at the service stations already.
Andrew Grant: Yeah, yeah. But as I said, at the moment, it’s a very small minority of people and the people that are buying electric cars are those people that tend to do urban journeys. But 2030, there will be no more new petrol or diesel cars available. And the tax, the tax regime will just make them unaffordable. So if you’re a national account manager, spend a lot of the time traditionally on the road, you’re going to have an electric car. The tax benefits already outweigh petrol or diesel. If you’re a home counties based account manager, you’ve got to go and visit Asda every week or so, you’re going to have to get used to stopping either on the way there or the way back for a 20 minute charge. So why not have some decent quality food at an EG forecourt? Yeah. I think that the Issa brothers have been incredibly foresightful.
Darren A. Smith: And what about any impacts [inaudible 00:06:15] leap with Asda?
Andrew Grant: Well, what they get with that is they get Asda’s massive purchasing power on the food and the beverage and obviously the forecourt shops can have Asda takeaway, Asda groceries, food. Maybe the extend click and collect. You’re in your Tesla, it says you’ve got 10 miles before you need to recharge. You place your grocery order, your car’s on charge, you go for a Caffe Nero or a Leon and then the nice Asda people fill your boot up with the groceries you’ve ordered.
Darren A. Smith: Wow. I like it. That’s a hell of a model.
Andrew Grant: There we go. That’s a bit of a look into the future today.
Darren A. Smith: Well, let’s see if you’re right. We’ll come back to that in a few months. Andrew, thank you for your guru-ness.
Andrew Grant: No problem.
Darren A. Smith: I might have to trademark that, and we’ll see you next week.
Andrew Grant: Take care.
Darren A. Smith: Thank you. Bye. Bye.
Take a look at the Issa Brothers Share video on our YouTube Channel. Also, check out our award-winning blog.
Issa Brothers Buy Leon & Cafe Nero to Grab the Electric Car Market For EG Join Andrew Grant and Darren A. Smith in the twenty-fifth episode of the Grocery Guru discussing the Issa Brothers buying Leon and Cafe Nero to grab the electric car market. You Can Read the Full Issa Brothers Episode Transcript Below: Darren A. Smith: Well, hello and welcome to episode 25 of the Grocery Guru with Andrew Grant. Andrew, how are you? Andrew Grant: Morning Darren. Very good. I'm very good, thank you very much. Darren A. Smith: We've hit a milestone. We're at 25 episodes of sharing your guru-ness, if that's a word? Andrew Grant: Wow. Wow. Darren A. Smith: All right. So what's on your mind this week? Andrew Grant: Well, I guess the retail news that stood out to me alongside the European failed Super League was the Issa brothers buying Leon, the semi-fast food chain and seem to be closing in Caffe Nero. Darren A. Smith: Right. Oh, okay. Andrew Grant: And this idea of creating, if you like, super petrol forecourts. Posh petrol forecourts. Because I don't know what your experience of filling up at one of these forecourts is? There's either a very nice Tesco Express or Sainsbury's Local, but there's often a pretty grubby Gregg's or Subway or some unknown chain. And it's all a little bit ugh. Darren A. Smith: Tell us, the brothers, what did they recently buy? Andrew Grant: Well, they built up Euro Garages from nothing, into, I think, it's certainly Europe's largest chain of forecourts, top of my head, 1,500 forecourts.
The electric car market is being grabbed by the Issa Brothers Darren A. Smith: Right. Okay. Big. Andrew Grant: And they develop them as these mini shopping hubs. But I think now, they bought Aster. They can obviously use Asda's free holder stake. Because most of Asda's estate is freehold. So they can sale and lease back. Classic private equity stuff. Sale and lease back Asda's estate to them. Give them a whole load of money to spend on buying. A hundred million for Leon. Darren A. Smith: Wow. Okay. Andrew Grant: And then put these fancy forecourts together. But I don't know about you, but you pull up to a petrol station and there's a forecourt shop there. A nice one. Don't you feel guilty about browsing down the shelves while there's 1,700 people waiting to fill up and you're blocking the pump? Darren A. Smith: It is an odd one, but I'm not sure if it's a generational thing. Certainly 10, 20 years ago, when I started driving, you fill up at the pump, you pay, you go. Now I fill up at a pump and I'm in two minds. If I'm the one browsing, I can leave my car there, it's fine. If I'm the one waiting and there's a guy doing two weeks shop and he's about 25 minutes, I wants to slap him when he comes out. Andrew Grant: Yeah, exactly. As I said earlier, Leon is not fast food, it's semi-fast food. Darren A. Smith: Yeah. Yeah.
Andrew Grant:
You don't pick up a burger or a salad or that. They make it there and then so it's maybe a five or 10 minute wait. Darren A. Smith: Those people who haven't experienced a Leon, because there aren't that many around, what is a Leon? Andrew Grant: It's high quality semi-fast food. It is like a Pret, but not sandwich based. Darren A. Smith: Yeah. Okay. Andrew Grant: It's definitely not your Subway or your Gregg's. Darren A. Smith: Yeah. Andrew Grant: Which is literally grab and go a hot sausage roll or a six inch sub with whatever in it. You talked about a generational thing a second ago. I think they have been... It suddenly hit me and you probably won't get it because you're in the same situation as me. I think they've hit on something absolutely that's going to be jaw-droppingly successful. Darren A. Smith: Okay. Okay. So we're talking about the brothers. Issa brothers. Andrew Grant: Yeah. About them investing in... Because why would you invest in a forecourt with these super posh chains where you want to linger?
Tesco Romping Ahead of Aldi in Kantar’s Market Share Results 12 Week March 21 Join Andrew Grant and Darren A. Smith in the twenty-fourth episode of the Grocery Guru discussing how Tesco is romping ahead of Aldi in Kantar’s market share results.
Tesco are ahead of Aldi in Kantar’s market share
You Can Read the Full Tesco and Aldi Market Share Episode Transcript Below: Darren A. Smith: Welcome to this week’s weekly grocery guru with Andrew Grant. Andrew, how are you?
Andrew Grant: Good morning, Darren. Yes, very good.
Darren A. Smith: Good, good. Well, episode 24, Andrew. And I hope we’re not running out of things to say to our viewers. I sense we’re not. What’s in our postbag this week?
Andrew Grant: Well, not necessarily postbag but news of a sort, I suppose. But maybe it’s lockdown and I should get out more, but the world is turned on its head, as we all know. But I never thought I would see the day again when Tesco would grow its market share and Aldi would lose market share.
Darren A. Smith: Well, that sounds strange. Yeah, go on. Tell me more.
Andrew Grant: Yeah, because I mean, the history of the last, what? 10 years has been Aldi just going like that and Tesco slowly losing share every single month. And latest Kantar data has just come out. It’s very exciting for people like you and me, but I’m not sure a lot of people stay up late at night to wait for it. But it’s staggering. We talked last week or the week before I think, about this lockdown effect and how the malts have been the big winners.
Darren A. Smith: Yes we did.
Andrew Grant: But obviously, but would you really want to be a buyer this year facing last year’s peaks?
Darren A. Smith: Oh, I mean, it will be terrible for every buyer out there, every supplier, year on year, will just be… Hard. Yeah.
Andrew Grant: No. Yes and no. Not so bad if you’re a Tesco, Sainsbury’s, Morrison’s. Pretty bad if you’re an Aldi or a Lidl.
Darren A. Smith: Okay.
Andrew Grant: What Kantar have very helpfully done is done a two year change figure, two year growth figure. So, they’ve done a year on year figure for March and a two year figure for March, so you can really see the effects of lockdown last year.
Darren A. Smith: Okay. So you’re looking at some Kantar data. What’s this? 12 weeks to end of March?
Andrew Grant: 22nd of March. [crosstalk 00:02:03]
Darren A. Smith: 22nd of March.
Andrew Grant: Yeah.
Darren A. Smith: Okay. Okay. And you’re picking up on some observations in that data? What you’re seeing?
Andrew Grant: Well, yeah. What is staggering is Tesco have actually grown market share. 26.8 to 27.1. So up 0.3. Aldi have lost 0.3, magically.
Darren A. Smith: Okay.
Andrew Grant: You’ve got Tesco growing ahead of the average. So they’re growing at 8.5 versus multiples at 7.4. Morrison’s at 8.7. Aldi 1.5.
Darren A. Smith: Ouch.
Andrew Grant: Yeah.
Darren A. Smith: Oh. So, just give us… The average growth for a multiple, did you say it was 8.5?
Andrew Grant: 7.4. Tesco had 8.5.
Darren A. Smith: 7.4. And Aldi’s growing at six points less than that.
Andrew Grant: Yeah. I mean, almost not growing.
Darren A. Smith: Wow.
Andrew Grant: Which to me, shows what happens when you haven’t got an online home delivery presence.
Darren A. Smith: Yes, yes. Very helpful.
Andrew Grant: And what nails that even harder home, you look at Ocado. Do you have a guess what Ocado’s growth is year on year?
Darren A. Smith: Well, so they’re obviously very good at home delivery. That’s their model. No, go on. Tell us.
Andrew Grant: 34%.
Darren A. Smith: Wow.
Andrew Grant: So, what? Yeah. Four times Tesco.
Darren A. Smith: Wow. Now we talked in our previous episode, I think it’s a couple of weeks ago, about the Morrison’s preliminary results. And their sales were up well.
Andrew Grant: Yeah.
Darren A. Smith: But their profit had died because they were trying to manage COVID, the buying of PPE, labor and store, blah, blah, blah. That I guess won’t be the case for Ocado, because the model is the model.
Andrew Grant: That’s a good point, actually. Yeah. They’re probably driving some very profitable sales. Although, the point you just made, relate that back to Aldi. Imagine, Aldi’s operating margins are probably the tiniest in the industry. They don’t divulge them.
Darren A. Smith: Yeah.
Andrew Grant: But they’ll have had exactly the same costs as a Tesco, Asda, Sainsbury’s, et cetera. But they’re driving no growth.
Darren A. Smith: [inaudible 00:04:09]. Andrew Grant: Aldi will be under a lot of pressure. It just shows this new world post-COVID, where the growth is in online and home delivery. And if you haven’t got an online and home delivery presence, you’re in trouble.
Andrew Grant: Now, the other thing I find interesting, Asda are still managing to grow quite strongly. They’ve got the home delivery and an online presence. They haven’t quite got the loyalty presence that a Clubcard or a Nectar card brings.
Darren A. Smith: Yeah.
Andrew Grant: Because what I’ve found again, quite interesting. And I mentioned it last week, a relatively big headline, “Asda start a hundred million pound price war.”
Darren A. Smith: Yeah.
Andrew Grant: I think it was in one of the big read top papers. And Asda’s new owners recognizing that they can’t allow Aldi to steal their customers. [crosstalk 00:05:09] And about the only thing they’ve got to fight on is price.
Darren A. Smith: Yes. Yes.
Andrew Grant: So, great, big, hundred million pound price war.
Darren A. Smith: Yeah.
Andrew Grant: Are you impressed? Are you going to be going down to Asda for your weekly [crosstalk 00:05:21]
Darren A. Smith: Obviously, a hundred millions a big number. And it’s a good part of PR. I sense where this is going.
Andrew Grant: Yeah. Asda’s turnover is 23 billion.
Darren A. Smith: Yeah.
Andrew Grant: So, a hundred million investment is 0.4p in the pounds. Less than I ha’penny in the pound. Now, obviously, they won’t invest that hundred million on every single line.
Darren A. Smith: Yeah.
Andrew Grant: But even if they took their top 10% line, say.
Darren A. Smith: Yeah.
Andrew Grant: And invested that money, it’s four pence reduction.
Darren A. Smith: It’s all pretty-
Andrew Grant: 4p on a can of larger. Are you really going to cross the road for that?
Darren A. Smith: Well, you’re not. When you put it like that, you’re not. So, it’s a little bit like when the government say, “We’re going to put 10,000 more bobbies on the beat.” And we don’t end up with 10,000, we end up with fewer numbers than that.
Andrew Grant: Well, it’s not that, is it? It’s when they say what the investment is. Because I think Diane Abbott got caught out by that, didn’t they? Saying, “We’re going to put 10,000 bobbies on the beat and it’ll cost a million pounds.” And somebody said, “Oh, we’re paying policeman 100 grand a year now, are we?”
Darren A. Smith: Something like that, wasn’t it?
Andrew Grant: Yeah. The one that gets me is the sofa warehouses and the home furnishing warehouses that you see on the out of town centers. And they go, “Incredible 50 million pound sale.” And you think, “Well, I personally aren’t thinking of spending 50 million pounds on a sofa. So what’s 50 million mean?”
Darren A. Smith: It’s just a big number to bandy about. Coming back to your Kantar numbers. The bit I’m taking out from our Morrison’s preliminary results look, and the Kantar your shared today, is the real darling of all this must be Ocado, because their sales are up hugely and they haven’t changed their model. So they must be the ones that are really profitable and really smiling from all this.
Andrew Grant: It gets so, other than obviously, if you do look at Ocado’s results. Their operating model is a very, very heavily capital invested model, which will take a lot of years to pay back. But yeah, on the day-to-day face of it, they must have the biggest smiles of the lot on their face.
Darren A. Smith: I’ll look forward to that.
Andrew Grant: But as I said, I think, just bringing it round. Aldi have got real problems. Because…
Darren A. Smith: Haven’t they started Click & Collect?
Andrew Grant: They have, but I tried it because I’m actually quite an Aldi fan. I think their quality is superb. The price is no longer jaw-dropping, but still very, very good. And other than them never having more than one checkout open and it taking forever to get through, I quite like Aldi.
Darren A. Smith: Yeah.
Andrew Grant: And I’ve had a look at their Click & Collect and it’s poor.
Darren A. Smith: In what way?
Andrew Grant: It’s clunky. It’s not in every store. I don’t think it’s every product. It’s not seamless, like a Tesco or a Sainsbury’s experience is.
Darren A. Smith: Right.
Andrew Grant: And it’s Click & Collect.
Darren A. Smith: Yeah. It’s different.
Andrew Grant: And obviously, Aldi stores don’t necessarily have the car parking and the space to make it easy to operate Click & Collect.
Darren A. Smith: Yeah. Very true.
Andrew Grant: So, will they be going into vans? And the other thing that struck me again, going back to Asda’s hundred million pound price war, it’s very unsubtle, very brutal. And probably not going to work if it’s less than a ha’penny in the pound.
Andrew Grant: I can imagine what the likes of Tesco are doing and they’re doing it very successfully in terms of winning back Aldi customers. They’ll be deploying a weapon that Asda can’t deploy, which is Clubcard data.
Darren A. Smith: Yes. Yes, of course.
Andrew Grant: You can imagine Tesco being all over their shopper baskets, trying to work out which shoppers are still shopping in Aldi and what products they’re buying.
Darren A. Smith: Yeah.
Andrew Grant: And then particularly, I guess, home delivery stuff as we get post-pandemic. Some people are buying all their toilet rolls in Aldi. Toilet rolls are literally a pain in the ass to get back. They’re so bulky.
Andrew Grant: Or bottled water. That’s another one. You buy six two litre bottles of bottled water and try and carry those to your car. If you were Tesco, you’d be finding out which of my customers are buying their bottled water and toilet rolls at Aldi. And then targeting them with free home delivery vouchers or something.
Darren A. Smith: You would. And particularly because you’re supposed to shop on your own, what you just said is even more exacerbated by the fact that I got to carry this whole damn lot myself if I’m shopping on my own. Okay.
Andrew Grant: I think Asda at the moment’s seemingly doing okay, but price is always a very blunt and very short term tool and easily replicated the next day by your competitor.
Darren A. Smith: Yes.
Andrew Grant: Whereas this very fine… That’s the shotgun approach. People like Tesco would be using a sniper approach of literally picking off customers and garnering back their loyalty and growing market share. Coming back to where we started. Tesco grows its market share. That’s a headline in a decade.
Darren A. Smith: That is. That is. And I love your metaphor there. The shotgun versus the rifle or the sniper approach.
Andrew Grant: Yeah.
Darren A. Smith: Yeah. I can see that. Asda, shotgun. Tesco, rifle. Yeah. Picking off their customers much more in a sophisticated way, understanding their shoppers, shopper insights, all that good stuff we’ve been talking about before.
Andrew Grant: Yeah. Yeah. Incredibly interesting times that we so now fascinating, because obviously, not in this data is the effect of pubs and restaurants opening on Monday.
Darren A. Smith: Yes.
Andrew Grant: So, when we see… Well, maybe not April, maybe May’s data. How much of that food and particularly, alcohol spend just literally seeps away from the multiple sector?
Darren A. Smith: Yeah. Yeah.
Andrew Grant: Because if you read the press, you cannot get a beer garden reservation for love nor money.
Darren A. Smith: And maybe that will continue. I mean, I guess it’s going to largely depend on what the weather’s going to be over our summer. If it’s a good summer, then I guess the prediction is pub for everyone. And the sales for the multiples will go backwards.
Andrew Grant: Yeah.
Darren A. Smith: Okay.
Andrew Grant: Interesting to watch and for people like us that need to get out a bit more, waiting for the monthly Kantar data, is something to look forward to and savor.
Darren A. Smith: Andrew, thank you very much. We’ll see you next week. Thank you for your insight into multiple growth from the Kantar data. And maybe we’ll touch on that in a month again and let’s see what happens.
Andrew Grant: Take care.
Darren A. Smith: Take care. Bye. Bye.
Andrew Grant: Bye.
Take a look at the Tesco & Aldi Market Share video on our YouTube Channel. Also, check out our award-winning blog.
Tesco Romping Ahead of Aldi in Kantar's Market Share Results 12 Week March 21 Join Andrew Grant and Darren A. Smith in the twenty-fourth episode of the Grocery Guru discussing how Tesco is romping ahead of Aldi in Kantar's market share results. You Can Read the Full Tesco and Aldi Market Share Episode Transcript Below: Darren A. Smith: Welcome to this week's weekly grocery guru with Andrew Grant. Andrew, how are you? Andrew Grant: Good morning, Darren. Yes, very good. Darren A. Smith: Good, good. Well, episode 24, Andrew. And I hope we're not running out of things to say to our viewers. I sense we're not. What's in our postbag this week? Andrew Grant: Well, not necessarily postbag but news of a sort, I suppose. But maybe it's lockdown and I should get out more, but the world is turned on its head, as we all know. But I never thought I would see the day again when Tesco would grow its market share and Aldi would lose market share. Darren A. Smith: Well, that sounds strange. Yeah, go on. Tell me more. Andrew Grant: Yeah, because I mean, the history of the last, what? 10 years has been Aldi just going like that and Tesco slowly losing share every single month. And latest Kantar data has just come out. It's very exciting for people like you and me, but I'm not sure a lot of people stay up late at night to wait for it. But it's staggering. We talked last week or the week before I think, about this lockdown effect and how the malts have been the big winners.
Tesco are ahead of Aldi in Kantar's market share Darren A. Smith: Yes we did. Andrew Grant: But obviously, but would you really want to be a buyer this year facing last year's peaks? Darren A. Smith: Oh, I mean, it will be terrible for every buyer out there, every supplier, year on year, will just be... Hard. Yeah. Andrew Grant: No. Yes and no. Not so bad if you're a Tesco, Sainsbury's, Morrison's. Pretty bad if you're an Aldi or a Lidl. Darren A. Smith: Okay. Andrew Grant: What Kantar have very helpfully done is done a two year change figure, two year growth figure. So, they've done a year on year figure for March and a two year figure for March, so you can really see the effects of lockdown last year. Darren A. Smith: Okay. So you're looking at some Kantar data. What's this? 12 weeks to end of March? Andrew Grant: 22nd of March. [crosstalk 00:02:03] Darren A. Smith: 22nd of March. Andrew Grant: Yeah. Darren A. Smith: Okay. Okay. And you're picking up on some observations in that data? What you're seeing? Andrew Grant: Well, yeah. What is staggering is Tesco have actually grown market share. 26.8 to 27.1. So up 0.3. Aldi have lost 0.3, magically. Darren A. Smith: Okay. Andrew Grant: You've got Tesco growing ahead of the average. So they're growing at 8.5 versus multiples at 7.4. Morrison's at 8.7. Aldi 1.5. Darren A. Smith: Ouch. Andrew Grant: Yeah. Darren A. Smith: Oh. So, just give us... The average growth for a multiple, did you say it was 8.5? Andrew Grant: 7.4. Tesco had 8.5. Darren A. Smith: 7.4. And Aldi's growing at six points less than that. Andrew Grant: Yeah. I mean, almost not growing. Darren A. Smith: Wow. Andrew Grant: Which to me, shows what happens when you haven't got an online home delivery presence. Darren A. Smith: Yes, yes. Very helpful. Andrew Grant: And what nails that even harder home, you look at Ocado. Do you have a guess what Ocado's growth is year on year? Darren A. Smith: Well, so they're obviously very good at home delivery. That's their model. No, go on. Tell us. Andrew Grant: 34%. Darren A. Smith: Wow. Andrew Grant: So, what? Yeah. Four times Tesco. Darren A. Smith: Wow. Now we talked in our previous episode, I think it's a couple of weeks ago, about the Morrison's preliminary results. And their sales were up well. Andrew Grant: Yeah. Darren A. Smith: But their profit had died because they were trying to manage COVID, the buying of PPE, labor and store, blah,
A Partnership Between Tesco and BMW The Every Little Helps Car Join Andrew Grant and Darren A. Smith in the twenty-third episode of the Grocery Guru discussing the partnership between Tesco and BMW to launch the Every Little Helps car. The BMW Series 1 ELH. You Can Read the Full Tesco and BMW Partnership Episode Transcript Below: Darren A Smith : Welcome to the weekly episode, that is the Grocery Guru. This is the episode number 23. And we're here with Andrew, our Grocery Guru. Andrew how are you? Andrew Grant : Morning Darren, you well?. Happy Easter. Andrew Grant : Thank you, you too. Yes, we've got four days off soon. Now the news, been a bit slower of late. What have we got in our postbag for this week? Andrew Grant : A couple of things. I mean, there's talk of an Asda price war, that they're trying to match Aldi a little bit. How many times have you heard of a grocery price war that wasn't really a price war. So maybe we just jump over that until more develops. The other interesting thing I saw though, and I'm amazed it's not got more publicity actually, but a tie up between BMW and Tesco. Darren A Smith : BMW cars, and Tesco? Okay. [crosstalk 00:00:52]
Tesco has partnered with BMW for the launch of their Every Little Helps car Andrew Grant : Yeah, they're going to collaborate on the world's most recycled, recyclable green car. Darren A Smith : Wow. [crosstalk 00:01:01]. I mean Tesco is big, but BMW is huge. That's quite a coup for them to land that. Andrew Grant : Well, it's going to be the BMW ELH - the every little helps. Darren A Smith : [laughing] Brilliant. Andrew Grant : Think about it. They're going to build it from all Tesco's packaging waste. So you think of how many tin cans Tesco get threw and remember a tin can isn't tin it's steel. Darren A Smith : Yes quite so. Andrew Grant : How many, how many plastic bottles? So it's going to be built from all recycled packaging, which is obviously good for the planet, but even more interesting, it's going to run off bio ethanol produced from Tesco's food waste. So you'll, you'll sort of pop up to the supermarket quite how they'll do the practicalities I don't know but presume you pop up to the petrol filling station, it will be a bio ethanol pump and you fill it up with bio ethanol. So you've got a pretty much hundred percent recycled car running off totally clean fuel. I thought it was brilliant. Darren A Smith : This is a bit like the McDonald's restaurant vans that run off biodiesel. So it must be something similar. So it is very possible to make this happen. Wow. Okay. Okay Andrew Grant : Yeah. No, but I think this is bio ethanol. So ethanol is pure alcohol, isn't it? Darren A Smith : Yeah Andrew Grant : Whereas the McDonald's stuff runs off old chip fat. Darren A Smith : That's it? That's it. That's what I was getting at. Andrew Grant : I think I'll chip fat still puts lots of fumes in the air. Whereas if you think about burning pure alcohol, ethanol. Darren A Smith : Yeah. Andrew Grant : I don't think there are any emissions. So it's about as green as it gets. Darren A Smith : So are we thinking that this car that they're talking about, is going to be Tesco branded [inaudible 00:02:47] Tesco badge ELH or just BMW ELH? Andrew Grant : No, no, I don't think they'd go as far as a Tesco car. I mean, they got as far as the HUDL tablet, didn't they? A few years ago. Darren A Smith : Yes they did Andrew Grant : No this is going to be, from what I can gather, a one series BMW, but badged as the ELH the, the every little helps. I don't think there's going to be a lot of Tesco branding other than it's built from Tesco packaging and runs off Tesco fuel. [crosstalk 00:03:20] Darren A Smith : It's a bit like I remember the Champagne buyer for Tesco talking some years ago about Champagne. Tesco is very small on the label. Obviously you don't want Tesco big on something like that. So, okay I get it. All right.
A Partnership Between Tesco and BMW The Every Little Helps Car Join Andrew Grant and Darren A. Smith in the twenty-third episode of the Grocery Guru discussing the partnership between Tesco and BMW to launch the Every Little Helps car. The BMW Series 1 ELH.
Tesco has partnered with BMW for the launch of their Every Little Helps car
You Can Read the Full Tesco and BMW Partnership Episode Transcript Below: Darren A Smith : Welcome to the weekly episode, that is the Grocery Guru. This is the episode number 23. And we’re here with Andrew, our Grocery Guru. Andrew how are you?
Andrew Grant : Morning Darren, you well?. Happy Easter.
Andrew Grant : Thank you, you too. Yes, we’ve got four days off soon. Now the news, been a bit slower of late. What have we got in our postbag for this week?
Andrew Grant : A couple of things. I mean, there’s talk of an Asda price war, that they’re trying to match Aldi a little bit. How many times have you heard of a grocery price war that wasn’t really a price war. So maybe we just jump over that until more develops. The other interesting thing I saw though, and I’m amazed it’s not got more publicity actually, but a tie up between BMW and Tesco.
Darren A Smith : BMW cars, and Tesco? Okay. [crosstalk 00:00:52]
Andrew Grant : Yeah, they’re going to collaborate on the world’s most recycled, recyclable green car.
Darren A Smith : Wow. [crosstalk 00:01:01]. I mean Tesco is big, but BMW is huge. That’s quite a coup for them to land that.
Andrew Grant : Well, it’s going to be the BMW ELH – the every little helps.
Darren A Smith : [laughing] Brilliant. Andrew Grant : Think about it. They’re going to build it from all Tesco’s packaging waste. So you think of how many tin cans Tesco get threw and remember a tin can isn’t tin it’s steel.
Darren A Smith : Yes quite so.
Andrew Grant : How many, how many plastic bottles? So it’s going to be built from all recycled packaging, which is obviously good for the planet, but even more interesting, it’s going to run off bio ethanol produced from Tesco’s food waste. So you’ll, you’ll sort of pop up to the supermarket quite how they’ll do the practicalities I don’t know but presume you pop up to the petrol filling station, it will be a bio ethanol pump and you fill it up with bio ethanol. So you’ve got a pretty much hundred percent recycled car running off totally clean fuel. I thought it was brilliant.
Darren A Smith : This is a bit like the McDonald’s restaurant vans that run off biodiesel. So it must be something similar. So it is very possible to make this happen. Wow. Okay. Okay
Andrew Grant : Yeah. No, but I think this is bio ethanol. So ethanol is pure alcohol, isn’t it?
Darren A Smith : Yeah
Andrew Grant : Whereas the McDonald’s stuff runs off old chip fat.
Darren A Smith : That’s it? That’s it. That’s what I was getting at.
Andrew Grant : I think I’ll chip fat still puts lots of fumes in the air. Whereas if you think about burning pure alcohol, ethanol.
Darren A Smith : Yeah.
Andrew Grant : I don’t think there are any emissions. So it’s about as green as it gets.
Darren A Smith : So are we thinking that this car that they’re talking about, is going to be Tesco branded [inaudible 00:02:47] Tesco badge ELH or just BMW ELH?
Andrew Grant : No, no, I don’t think they’d go as far as a Tesco car. I mean, they got as far as the HUDL tablet, didn’t they? A few years ago.
Darren A Smith : Yes they did
Andrew Grant : No this is going to be, from what I can gather, a one series BMW, but badged as the ELH the, the every little helps. I don’t think there’s going to be a lot of Tesco branding other than it’s built from Tesco packaging and runs off Tesco fuel. [crosstalk 00:03:20]
Darren A Smith : It’s a bit like I remember the Champagne buyer for Tesco talking some years ago about Champagne. Tesco is very small on the label. Obviously you don’t want Tesco big on something like that. So, okay I get it. All right.
Andrew Grant : You could imagine that Tesco might be slightly reticent, a reasonable brand image, but I could see a Range Rover Waitrose, for example, that’ll worked for me.
Darren A Smith : Well what about a Colt Robin Reliant?
Andrew Grant : Well that’s showing your age, Darren. How about, if you think of the Germans, an Audi Aldi or an Aldi. That’ll work
Darren A Smith : And some people pronounce the two the same anyway.
Andrew Grant : Exactly. So an Aldi, that’d work for me, I’m not sure what other types are there? hmm
Darren A Smith : Well I am thinking about, from a category management perspective, the brand, is there nowhere that these brands can’t go? So Tesco have obviously gone into the bank for instance, many, many years ago, they go into cars. I mean, is there any way that the brand can’t extend into? So they’ve gone into mobile networks. Is it just unforgiving unrelentless it’s everywhere?
Andrew Grant : I can remember sitting in brainstorms 20 years ago as you do and they say, we we want to be the whole of life provider.
Darren A Smith : Yes.
Andrew Grant : So they need to start to talk about funeral care. I mean, the Co-op managed to do a really good business in funeral care. Whereas you’d think from category management, how do you sell that?
Darren A Smith : Yes,
Andrew Grant : Not the easiest thing to sell.
Darren A Smith : And not only did Co-op go into it but they’re the biggest provider in the land of it, so they did very, very well extending the brand into there. So you’ve got a brand that’s becoming mobile phone, it’s becoming bank, is becoming cars. I mean, wow. Is there nowhere it can’t go?
Andrew Grant : You know, we talked, was it two episodes ago about Amazon going into delivering your prescriptions?
Darren A Smith : Yes.
Andrew Grant : Yeah so all of a sudden Amazon, in terms of knowing everything about you now knows exactly what ailments you’ve got. So the next obvious thing is if Amazon realize that you’re about to pop your clogs because of the number of pills you’ve ordered is, order your Amazon coffin
Darren A Smith : [Laughter] Well, here’s your funeral care and also here’s your will that you need to write as well. [crosstalk 00:05:47] Leave us 10%. Sorry, go on. Andrew Grant : Just going back to the start. I can’t wait. I think I’m going to order the finest version. I believe there’s three versions of this ELH. There’s a value, a standard, and the finest. A BMW ELH finest. Second-grade
Darren A Smith : I mean, and if you’ve got your club card points and you’re in your Tesco car and you’ve got the bank , you’ve got the whole thing going on. It’s not long before. They’ve got to do more digitally. You talked about HUDL with tablets. Maybe we need a Tesco laptop, Tesco original films and TV.
Andrew Grant : Yeah. Yeah. Who knows? So a brave new world out there Darren.
Darren A Smith :
And so it is. All right. All right. So a 60-second summary, and then we’ll leave our viewers to enjoy their Easter and we’ll talk next week. What’s our summary, Andrew.
Andrew Grant : Well, I think it is, everybody have a happy Easter. I’d put your order in for your BMW ELH now. I’m not sure if we’re allowed to advertise, but from a personal perspective, sounds like a fantastic idea.
Darren A Smith : Lovely, lovely. Every little helps.
Darren A Smith : Okay, right. Thank you, everyone. 1st of April. We shall see you next week on about the 8th of April. You have a good Easter. Take care Goodbye.
Take a look at the Tesco ELH Car video on our YouTube Channel. Also, check out our award-winning blog.
Retailer Results Season – Will they be Requiring Monies? Join Andrew Grant and Darren A. Smith in the twenty-second episode of Grocery Guru discussing Retailer Results Season and many of the retailers who are coming to their year-end and negotiations will be tough.
Retailer Results Season – Will they be requiring Monies?
You Can Read the Full Retailer Results Season Episode Transcript Below: Darren A. Smith: Welcome to the weekly episode. We’re on number 22, and we’re with the Grocery Guru, that is Andrew Grant. Andrew, hello. How are you doing?
Andrew Grant: Very good, Darren. Are you well?
Darren A. Smith: Yes, I’m well, I’m well. This week I think has been a slow news week. So Andrew, what have you got in our post bag for us?
Andrew Grant: Yeah, it has. I didn’t pick up anything really of much note this week, which is a dangerous thing to say, because it probably means I’ve missed something really important. But no, as you know, we get, what? 12, 15 queries a week, either email or whatever, from clients. And yeah, there’s been a bit of a theme over the last couple of weeks. Obviously, it’s result season, or year-end season, so just about all the supermarkets’ year ends are either between the 1st of Jan and the 1st of April basically.
Darren A. Smith: Right. Okay. So we’re in results season. So you’re an experienced person, you’ve been through this for quite a number of years. I’m an account manager, let’s say, what can I expect in results season?
Andrew Grant: Well, it’s one of the things I’ve been getting the most queries about. Is that obviously, most buyers are working at home, a lot of consolidation of buying teams, so fewer buyers Because I always remember when I used to do it, the pressure to get annual terms agreed with all your suppliers. You inevitably start with the very big ones. But there’s then this desperate rush to get the smaller suppliers’ terms agreed before the start of your new financial year.
Darren A. Smith: Yeah, true. Okay. So if I’m a buyer and I’m in results season, January, February, March, I’m trying to get terms agreed with all my suppliers. How many suppliers might I have?
Andrew Grant: It depends on the size of the category, but 30 to a 100.
Darren A. Smith: Okay. So, there’s a lot I’ve got to get done. And these are quite technical, these are legal things [crosstalk 00:02:07]
Andrew Grant: No, it’s a negotiation. And obviously each year I want a better over rider or I want higher gate fees for those gate fees that you’re allowed to do. So you have to have a to and fro conversation with every single supplier, assuming that every single supplier doesn’t say yes instantly. But the problem that now happens with GSCOP, and this has been where I’ve been getting the calls, is that the biggest single protection a supplier has under GSCOP is that the named retailers cannot do anything that is retrospective. It’s an absolute no-no.
Darren A. Smith: All right. So let me just understand that. So I’m an account manager, you’re saying that they can’t ask me for stuff retrospectively. They can’t ask me for, now is the 1st of March or whatever it is, I want stuff for February?
Andrew Grant: Yeah. Yeah, exactly. So, the difficulties buyers are getting themselves into is that they haven’t agreed terms with their suppliers on time. And they’re saying things like, look, we haven’t agreed terms, we’ll roll over this year’s terms, which is allowed, but as soon as we do agree terms, the new terms get backdated to the start of my financial year.
Darren A. Smith: Okay. All right. And so I understand that, are we talking about this is a Tesco or an Asda thing, is this just their policy or is it something more?
Andrew Grant: Well, obviously only 13 named retailers are covered by GSCOP. Clearly I’m not going to name who … Our suppliers wouldn’t want us to be divulging which particular retailers it is. And it’s not any one particular retailer actually. So I don’t think it is … It’s not a systemic problem that one retailer is deliberately delaying its terms of negotiations. I genuinely get the impression, it’s very busy buyers with lots of suppliers to talk to, and they’re running out of time. And so they’re then obviously under pressure from their boss and the finance teams to put in place the terms for the new financial year. And some of them are making the mistake of saying, well, we’ll backdate the terms to the start of the year, which is an absolute breach of GSCOP.
Darren A. Smith: Okay. And that’s where I was going with my question. This isn’t a company policy thing by any of the one or all named retailers, we’re talking about a piece of law?
Andrew Grant: Oh yeah. Yeah, absolutely. No. It’s an absolute stand up piece of law that they cannot break. And some very interesting discussions. And the reason that account managers have been talking to us is they want to know, how do I use this? And our advice always is, is there any point making a formal complaint and taking one of these retailers through the legal process? Because you as the supplier don’t get much back as a result. However, most buyers will be horrified that they’ve potentially broken the law. And then obviously you’re in a negotiation around terms. So, of course the supplier can agree that we’ll backdate terms. But if I was a supplier, I’d want something back in return fairly meaty.
Darren A. Smith: Of course. And if one of these 13 named retailers does break GSCOP, and they get found out, what’s the ultimate penalty of this?
Andrew Grant: The ultimate penalty is 1% fine of their UK turnover. But what you have to remember is the code’s been going since, it’s been law since 2010, it’s had an adjudicator since 2015, and not a single retailer has been fined yet.
Darren A. Smith: Yeah. Okay. Okay. And we’ve got a new groceries code adjudicator just come in, Mark White. Okay.
Andrew Grant: Yeah.
Darren A. Smith: And he’s done a Q&A on our website. All right, cool. Let’s come back to you and the results season, January, February, March, and retailers trying to get money in. You’re saying they can’t do it retrospectively. I’m an account manager, what else should I be looking out for and being concerned about?
Andrew Grant: No, good point. Because the other thing that is cropping up, as these terms, documents are flying backwards and forwards, the other two biggest watch words in GSCOP, the difference between request and require. So in very broad terms, there’s very little that retailers can require of a supplier, but they can request almost anything.
Darren A. Smith: Right, okay, got you.
Andrew Grant: When these potentially retrospective terms documents are flying to and fro, I’m looking at the small print, and it’s amazing where it says things like, on agreement of these terms, the supplier agrees to pay for X, Y, and Zed. That’s a requirement to me.
Darren A. Smith: Okay. Okay. So we’re getting into some of the gray of the law as to whether that really means require or request. What I’m hearing is three Rs. We’ve got the retrospective one, which you’ve explained to us. Then we’ve got the request and we’ve got the require. So if nothing else, an account manager ought to have their radar up for these three Rs.
Andrew Grant: Yeah. And as some of our clients quite rightly have been doing, get on the phone to us or get on the email to us, so that we can give them a bit of guidance. Because to me, as I said, it’s not a question of phoning Mark White up and making a formal complaint. I think that could backfire on you.
Andrew Grant: And we know from all the surveys, that over half the suppliers in the UK are frightened of making a formal complaint in case there’s retribution. I get that. But as I said, I would be using it as part of that to and fro negotiation. Negotiation’s all about relative power bases, all about tradables. If you can put your buyer on the back foot because they’ve made probably an inadvertent mistake, they’ll be horrified when you call that out. And they’ll be much more then open to some form of trading negotiation.
Darren A. Smith: And that’s sometimes all you really want is just to get the buyer to the table to negotiate. And often it can be hard even just to get that to happen.
Andrew Grant: Yeah, exactly. Exactly.
Darren A. Smith: All right. So I’m going to ask you to do two things for us to help the people listening. The first is, would you talk about the written supplier agreement for us please. Because I know that’s important.
Andrew Grant: Okay. Well, we haven’t got long and it’s not necessarily something you can cover comprehensively. But yeah, the written supply agreement is the heart of any protection you have under GSCOP. And this is why these terms documents become important because it’s not specified exactly what a written supply agreement looks like. It’s not a piece of paper with a great big this is your written supply agreement on it. It is potentially your terms document for next year.
Darren A. Smith: Okay. Cool. Sorry. Go on.
Andrew Grant: So, the latest piece of paper, the latest terms document, the latest JBP you have could constitute your written supply agreement. And so, every account manager must go through that, as you’ve just said, with this GSCOP radar pinging in the head for any one of the three Rs.
Darren A. Smith: And I understand that from the research only one in two suppliers has it, is my research up to date or has it changed?
Andrew Grant: Oh no, it’s more than that. I do actually forget the number. It’s quite a high proportion. I do remember, I think Aldi and Lidl have the highest proportion of their suppliers with a written supply agreement. It’s in the 80%s. I think as you get down the bottom of the list, some of the newer retailers added to GSCOP, I still think they’re over 50, but don’t hold me to that.
Darren A. Smith: Okay. All right. So we’ve still got a chunk of suppliers who potentially don’t have a written supplier agreement.
Andrew Grant: Yeah.
Darren A. Smith: All right. And the last bit, because I know we’ve only got 60 seconds left, is could you do a pitch for Business Safe, our new GSCOP and competition law product, for me.
Andrew Grant: You’ll have to just repeat that bit Darren, we seem to have lost you for a second.
Darren A. Smith: Could you do a pitch to our viewers for our new product, Business Safe, which is about GSCOP and competition law, where we keep them up to date.
Andrew Grant: Yeah, no, yes, no. So, we do have that new business tool we’ve been working on. Where, I guess, it’s a bit like a doctor’s surgery, isn’t it, or these new internet doctors where if you want to have a consultation with a doctor and not wait in the NHS queue, you get on the app and you can get a qualified doctor to talk to you pretty instantly. Well, we’ve got that when it comes to GSCOP and competition law. Sign up with us and you get pretty immediate access to advice on the very things we’ve just been talking about.
Darren A. Smith: Perfect. Andrew, thank you again for your guru-ness.
Andrew Grant: No problem.
Darren A. Smith: We’ll speak next week.
Andrew Grant: Take care.
Darren A. Smith: Bye-bye.
Take a look at the Retailer Results Season video on our YouTube Channel. Also, check out our award-winning blog.
Retailer Results Season - Will they be Requiring Monies? Join Andrew Grant and Darren A. Smith in the twenty-second episode of Grocery Guru discussing Retailer Results Season and many of the retailers who are coming to their year-end and negotiations will be tough. You Can Read the Full Retailer Results Season Episode Transcript Below: Darren A. Smith: Welcome to the weekly episode. We're on number 22, and we're with the Grocery Guru, that is Andrew Grant. Andrew, hello. How are you doing? Andrew Grant: Very good, Darren. Are you well? Darren A. Smith: Yes, I'm well, I'm well. This week I think has been a slow news week. So Andrew, what have you got in our post bag for us? Andrew Grant: Yeah, it has. I didn't pick up anything really of much note this week, which is a dangerous thing to say, because it probably means I've missed something really important. But no, as you know, we get, what? 12, 15 queries a week, either email or whatever, from clients. And yeah, there's been a bit of a theme over the last couple of weeks. Obviously, it's result season, or year-end season, so just about all the supermarkets' year ends are either between the 1st of Jan and the 1st of April basically. Darren A. Smith: Right. Okay. So we're in results season. So you're an experienced person, you've been through this for quite a number of years. I'm an account manager, let's say, what can I expect in results season? Andrew Grant: Well, it's one of the things I've been getting the most queries about. Is that obviously, most buyers are working at home, a lot of consolidation of buying teams, so fewer buyers Because I always remember when I used to do it, the pressure to get annual terms agreed with all your suppliers. You inevitably start with the very big ones. But there's then this desperate rush to get the smaller suppliers' terms agreed before the start of your new financial year. Darren A. Smith: Yeah, true. Okay. So if I'm a buyer and I'm in results season, January, February, March, I'm trying to get terms agreed with all my suppliers. How many suppliers might I have? Andrew Grant: It depends on the size of the category, but 30 to a 100.
Darren A. Smith: Okay. So, there's a lot I've got to get done. And these are quite technical, these are legal things [crosstalk 00:02:07] Andrew Grant: No, it's a negotiation. And obviously each year I want a better over rider or I want higher gate fees for those gate fees that you're allowed to do. So you have to have a to and fro conversation with every single supplier, assuming that every single supplier doesn't say yes instantly. But the problem that now happens with GSCOP, and this has been where I've been getting the calls, is that the biggest single protection a supplier has under GSCOP is that the named retailers cannot do anything that is retrospective. It's an absolute no-no. Darren A. Smith: All right. So let me just understand that. So I'm an account manager, you're saying that they can't ask me for stuff retrospectively. They can't ask me for, now is the 1st of March or whatever it is, I want stuff for February? Andrew Grant: Yeah. Yeah, exactly. So, the difficulties buyers are getting themselves into is that they haven't agreed terms with their suppliers on time. And they're saying things like, look, we haven't agreed terms, we'll roll over this year's terms, which is allowed, but as soon as we do agree terms, the new terms get backdated to the start of my financial year. Darren A. Smith: Okay. All right. And so I understand that, are we talking about this is a Tesco or an Asda thing, is this just their policy or is it something more? Andrew Grant: Well, obviously only 13 named retailers are covered by GSCOP. Clearly I'm not going to name who ... Our suppliers wouldn't want us to be divulging which particular retailers it is. And it's not any one particular retailer actually. So I don't think it is ... It's not a systemic problem that one retailer is deliberatel...
Hagglebots and Fishing Grenades Join Andrew Grant and Darren A. Smith in the twenty-first episode of Grocery Guru discussing supermarkets using Hagglebots and Fishing Grenades
Hagglebots and fishing grenades
You Can Read the Full Hagglebots and Fishing Grenades Episode Transcript Below: Darren A. Smith: Hello. You’re here with us on episode 21 with the Grocery Guru. Andrew, our grocery guru, how are you?
Andrew Grant: Very well, Darren, yeah. You? You good?
Darren A. Smith: Yes, very good. Andrew, this week we are talking about hagglebot, something you know something about, I think.
Andrew Grant: Wasn’t that Robbie Coltrane in the Harry Potter films? Big guy that lived outside the school, isn’t he?
Darren A. Smith: I think that was Hagrid.
Andrew Grant: Oh, Hagridbot. Sorry, I misheard you. So not a Hagridbot, a hagglebot.
Darren A. Smith: We’re talking about hagglebot. So I’ve got this piece that I’ve done some research on with hagglebot, and what I’d like to do is get your take as the grocery guru on what’s happening in the world of supermarkets, haggling, negotiating. So I’m going to read some of this out, but before I do, what’s your understanding of hagglebot?
Andrew Grant: Well, I suppose it’s this new AI, artificial intelligence, way of negotiating. So obviously I think come out of the States. I think maybe we might use it where they automate the negotiation process. I mean in my world, it goes back to one of the scariest things I ever saw was an e-auction that we did years back. An e-auction for tinned tuna, I think it was. And Jesus, it was brutal negotiation I have ever seen when you let basically computers set the prices and suppliers don’t know who they’re bidding against. Absolutely brutal. And if I’d have been … if I’d have been the suppliers, I’d have been in tears at the end.
Darren A. Smith: It’s like a blind auction, isn’t it?
Andrew Grant: Yeah, literally. You place your bid, a huge amount of business, and no supplier can afford to lose it, and yet you’re bidding blind against a competitor that suddenly says no, you need to come down 50 more dollars a ton. So I guess you could call that … I mean that was serious hagglebotting, to use your phrase.
Darren A. Smith: Well, it seems to be coming up more and more. Let me share this with you. There is the Olympics for hagglebots, they’re on their 11th year, and it’s artificial intelligence pitched against artificial intelligence and/or pitched against humans. And tends to be universities. The winners tend to be Turkey or Japan with the best hagglebots. We’re 11 years in but the first haggle bot was developed in the 1980s and was called Negoisst. Never heard of that. But here’s a statement I’d like to share with you and see what you think, “Humans have the upper hand understanding emotion and subject matter expertise, but can falter when there are many issues.”
Andrew Grant: Yeah. I mean if you think about it, when you bid on eBay for something, that’s a sort of electronic negotiation, isn’t it? You place your bid and then you get told, “Oh, you’re being outbid.” And that works in a very black and white linear way, but it must come down to our world of food. There’s a specification for product, there’s delivery times, there’s payment terms, there’s so many, as we call them, [inaudible 00:03:32]. Could you program a computer to get all those nuances? And at the end of the day, it is looking somebody in the eye and doing a deal with them. So I can see electronic negotiation, haggling, whatever you want to call it, working when it’s very simple transactions and you’ve got thousands of suppliers. I can see it being beneficial to an organization to use almost like tick box buying. And in the last week, there’s been a few news items where a particularly large online player has been sending out tick box requests for terms of doing business. In my day, it used to be called something like a grenade fishing.
Darren A. Smith: Grenade fishing.
Andrew Grant: You throw an email out there with a whole load of outrageous requests, let it explode amongst the supply base, and you guarantee 50% of the fish will land up on the shore.
Darren A. Smith: Wow. And I guess the online retailer, we’re talking about Amazon had done some of this. They’ve been in the press with this stuff, haven’t they?
Andrew Grant:
Yeah, there’s been some press about them.
Darren A. Smith: All right, well let me ask you this. Walmart, you’ve mentioned, I think. They have an AI system of negotiating called Pactum, Sounds like something else, negotiating contracts and prices. But let me try this one on you. If everything is known, so this is from the AI chatbot Olympics guys, the founder, negotiations should never have to happen at all. You need zero rounds and the deal is struck immediately if everything is known. What do you think about that?
Andrew Grant: I think they need to get out more. Come on, the world’s not like that. I mean think back to what we used to do, even if you knew absolutely everything, you’d still ask for that extra few P, wouldn’t you?
Darren A. Smith: Yeah, you’re would. I think these guys are wrong.
Andrew Grant: Yeah, well that’s the bit that says … I mean we’ve always said negotiation, and we do an exercise, don’t we, at [inaudible 00:05:51]? Negotiation workshops, the first exercise we do. And we prove that if you put six sets of two people doing exactly the same negotiation with exactly the same brief and knowledge, you get six different results, because it’s generally the person that’s the most aggressive, the most pushy, the most-
Darren A. Smith: Ambitious.
Andrew Grant: Ambitious, yeah. The most ambitious gets the better deal. So yeah, computers can do so much, but the minute you stick human beings in the mix, emotions get involved. Some human beings are more naturally aggressive than others. Some are more passive. Some people are just having a good day or a bad day, and it’ll change a negotiation.
Darren A. Smith: Absolutely. Well, here’s another bit. They’re saying that within three minutes of a deal, the bots, by looking at our facial recognition, the pitch of our tone, how much it changes, can predict the outcome.
Andrew Grant: I can imagine that. I mean anybody that’s a card player, the best card players are those that can read their opponent’s mannerism, what have you. We’ve never got into that. I’ve never got into that side of negotiation, the way people look and behave, but you do tend to pick up, don’t you, whether somebody is comfortable? I remember we always talk about never look comfortable in a negotiation. If you’re sitting back in your chair with your arms folded and your feet up with a great big Montecristo cigar, you’re possibly making too much money, as opposed to sitting forward, looking a little bit on edge, and using the language of, “You’ll have the coat off my back, Darren, next.” We all do that gamesmanship.
Darren A. Smith: Well between this, I think that makes us very good trainers. I’m very interested in the behavioral side of it rather than the techniques. So I’m interested in that body language that says what are you really saying to me? And those little words that we use, which are, “About 21%,” which really means it’s not 21%, it’s much, much more or much, much less. All right, Andrew. So what does this mean for supermarkets, grocery? Is the account manager dead? We don’t need them anymore. They’re obsolete.
Andrew Grant: I don’t think so. I think we have talked in previous ones of this about how the account manager’s job is going to morph into more of a shopper insight manager and that having the skills of understanding their shoppers almost as well as they do is massively important for account managers going forward. Yeah, more negotiation will go online. Relatively undifferentiated products, so bags of sugar, bags of flour, where there isn’t a massive specification, pretty easy to buy that on a e or haggle platform. But once it gets complicated and the business gets big, you’re going to need the human …
Darren A. Smith: Andrew, I think we’ve just-
Andrew Grant: [crosstalk 00:09:13]. Darren A. Smith: Oh, sorry. The broadband’s just catching up. Slight glitch, but I think I got the gist of what you were saying. Horses for courses [crosstalk 00:09:20].
Andrew Grant: Yeah, there does seem to be a bit of a delay. I hope the recording’s better.
Darren A. Smith: All right. I think we were talking about horses for courses there in terms of negotiation. If you’ve got a very standard, basic product, then it’s likely more e-auction. Something a bit more complex is going to be more negotiating with a human. And then we’ve got shopper insight, which is going to be the real battle ground for the future. All right, Andrew, I think we’ve lost your broadband, so we’re going to bring that to a close and we’ll talk to you next week. Take care.
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Hagglebots and Fishing Grenades Join Andrew Grant and Darren A. Smith in the twenty-first episode of Grocery Guru discussing supermarkets using Hagglebots and Fishing Grenades You Can Read the Full Hagglebots and Fishing Grenades Episode Transcript Below: Darren A. Smith: Hello. You're here with us on episode 21 with the Grocery Guru. Andrew, our grocery guru, how are you? Andrew Grant: Very well, Darren, yeah. You? You good? Darren A. Smith: Yes, very good. Andrew, this week we are talking about hagglebot, something you know something about, I think. Andrew Grant: Wasn't that Robbie Coltrane in the Harry Potter films? Big guy that lived outside the school, isn't he?
Hagglebots and fishing grenades Darren A. Smith: I think that was Hagrid. Andrew Grant: Oh, Hagridbot. Sorry, I misheard you. So not a Hagridbot, a hagglebot. Darren A. Smith: We're talking about hagglebot. So I've got this piece that I've done some research on with hagglebot, and what I'd like to do is get your take as the grocery guru on what's happening in the world of supermarkets, haggling, negotiating. So I'm going to read some of this out, but before I do, what's your understanding of hagglebot? Andrew Grant: Well, I suppose it's this new AI, artificial intelligence, way of negotiating. So obviously I think come out of the States. I think maybe we might use it where they automate the negotiation process. I mean in my world, it goes back to one of the scariest things I ever saw was an e-auction that we did years back. An e-auction for tinned tuna, I think it was. And Jesus, it was brutal negotiation I have ever seen when you let basically computers set the prices and suppliers don't know who they're bidding against. Absolutely brutal. And if I'd have been ... if I'd have been the suppliers, I'd have been in tears at the end. Darren A. Smith: It's like a blind auction, isn't it? Andrew Grant: Yeah, literally. You place your bid, a huge amount of business, and no supplier can afford to lose it, and yet you're bidding blind against a competitor that suddenly says no, you need to come down 50 more dollars a ton. So I guess you could call that ... I mean that was serious hagglebotting, to use your phrase. Darren A. Smith: Well, it seems to be coming up more and more. Let me share this with you. There is the Olympics for hagglebots, they're on their 11th year, and it's artificial intelligence pitched against artificial intelligence and/or pitched against humans. And tends to be universities. The winners tend to be Turkey or Japan with the best hagglebots. We're 11 years in but the first haggle bot was developed in the 1980s and was called Negoisst. Never heard of that. But here's a statement I'd like to share with you and see what you think, "Humans have the upper hand understanding emotion and subject matter expertise, but can falter when there are many issues." Andrew Grant: Yeah. I mean if you think about it, when you bid on eBay for something, that's a sort of electronic negotiation, isn't it? You place your bid and then you get told, "Oh, you're being outbid." And that works in a very black and white linear way, but it must come down to our world of food. There's a specification for product, there's delivery times, there's payment terms, there's so many, as we call them, [inaudible 00:03:32]. Could you program a computer to get all those nuances? And at the end of the day, it is looking somebody in the eye and doing a deal with them. So I can see electronic negotiation, haggling, whatever you want to call it, working when it's very simple transactions and you've got thousands of suppliers. I can see it being beneficial to an organization to use almost like tick box buying. And in the last week, there's been a few news items where a particularly large online player has been sending out tick box requests for terms of doing business. In my day, it used to be called something like a grenade fishing. Darren A. Smith:
Morrisons’ Preliminary Results Join Andrew Grant and Darren A. Smith in the twentieth episode of Grocery Guru discussing Morrison’s supermarkets’ preliminary results for the 52 weeks to 31st January 2021.
Morrisons are the first supermarket to release preliminary results following Covid-19. Click the image for the full report.
You Can Read the Full Morrisons’ Preliminary Results Episode Transcript Below: Darren A. Smith: Welcome to episode 20 of our weekly chat with the Grocery Guru that is Andrew Grant. Andrew, how are you?
Andrew Grant: Morning, Darren. Very good, thank you.
Darren A. Smith: Good, good. Okay, so in this week’s 10-minute chat with the Grocery Guru, we’re going to talk about Morrisons’ preliminary results, because they’re the first after COVID, is that right?
Andrew Grant: Yeah, the first major retailer to put out full-blown annual results post COVID, January 31st. Obviously, you’ve got Tesco and Sainsbury’s following in the next few weeks.
Darren A. Smith: Right, okay. The general people, good, bad? What did you think of the results?
Andrew Grant: It’s fascinating actually because the headlines I think in the press yesterday were the share price dropped significantly because I think the city suddenly realized the sheer cost of this pandemic to the supermarkets. On the face of it, they’ve done really well, and the chief exec was praising how well the business had done, and they have done a phenomenal job if you think about it, all the supermarkets feeding the country with a little issue of Brexit in the middle.
Andrew Grant: Yeah, they’re like-for-like sales, the standard industry measure of sales performance up 8.6%. That would be … supermarkets would’ve given their right and left arms for that two years ago.
Darren A. Smith: In comparison, 8.6, but 2019 on the previous year was down .8%, so it’s really a 9. 10. stretch. You’re right, would’ve given their arms or legs.
Andrew Grant: But then, their profit’s down 50.7%. Was it 290 million spent on COVID costs, restructuring, PPE, additional staff, additional vans and online delivery, and then 230 million of business rates that they handed back to the government, so they carried on paying? What’s that, 520 million they could’ve made if it hadn’t been for COVID. They made 400 million last year, and it’s cost them 500 million. It’s cost them a years of profits to survive COVID.
Darren A. Smith: That’s a good takeaway, isn’t it? A year’s profits to survive COVID, because all of us look at industries like hospitality, and think they’re wiped out, they’re struggling, it’s going to be hard to come back. The supermarkets are doing really, really well, but they’re not.
Andrew Grant: Think about it, it’s this spike effect, isn’t it? The supermarkets have had this big, 10% spike, plus a massive spike in costs, and they’re driving, at the moment, headlong into that. I think I’d rather be a pub chain, where all of a sudden when I open up in May, I’ll be 300% up on the year. The figures will look fantastic.
Darren A. Smith: That’s very true. I guess, maybe don’t look as hard and as fast as people like you and I and account managers out there, but if they are, you’re right, they’re going to be up hugely. I noticed other things like 300 McColl’s stores to be converted to Morrisons Daily over the next three years. A new contract with McColl’s signed to extend the partnership to 2027, so there’s some good news in there.
Andrew Grant: Yeah, becoming big in convenience, absolutely. One thing that got me, and whether I’ve done these … because, I’m not a city analyst, I wish I was, but net profitability, the argument’s always gone that the supermarkets in the UK are incredibly efficient, because basically their net profitability’s 2% on average.
Andrew Grant: 2p in the pound is all they make from all the work they do, and Tesco always lauded, back in the day, that they got over 5 pence in the pound profit, and Dave Lewis left on a massive high last year getting it back to 4.2, I think.
Darren A. Smith: 4.2? Okay.
Andrew Grant: Morrisons last year was bang on the average, 1.98% margin, net margin. What do you think it was last year when you do the sums?
Darren A. Smith: Don’t know. Go on, tell me.
Andrew Grant: Just over a half, .5p in the pound profit for everything they did. That is a lot of hard work, effort, and energy for half a p in the pound.
Darren A. Smith: That is not a lot, is it? It sort of reminds me of Thomas Cook, you look at big companies like that who have billions, but actually, do they make money?
Andrew Grant: Yeah, so it is quite interesting. We spoke last week about Amazon Fresh opening, and how if they want to expand quickly, do they just take out … overall the disused Topshop’s and Dorothy Perkins littering the high streets, or do they buy a ready-made retailer?
Andrew Grant: Morrisons operating profit, 254 million. I don’t know what multiples supermarkets sell on, but say Amazon had to pay 10 times that, two and a half billion, they’re working a couple of trillions, so it is small change for Amazon to say, “Let’s buy Morrisons.”
Darren A. Smith: That’s very true, and then they could dominate the market very, very quickly, and take a 10% share overnight. Very true.
Andrew Grant: The fact that Morrisons share price dived so dramatically yesterday would say that Amazon isn’t on the city radar, otherwise, it would’ve gone up.
Darren A. Smith: Very true.
Andrew Grant: I think the takeout of all of that for Morrisons, and for the other, because obviously as I said, Tesco, Sainsbury’s, and the others will be published in the next four weeks, I’m sure it will be a similar story. They are driving headlong into some pretty horrific comparables. They won’t get the same sales growth this year, because people will go back to restaurants and pubs, so a huge chunk of their food, and particularly the drink business will go back to normal, so big like-for-like declines there, but this continuing cost base, because they’re still going to have to … online deliveries have changed forever, so the extra cost of vans and people driving them and picking is still going to be there …
Darren A. Smith: It comes back to a point a moment ago about hospitality, there’s an argument that because we’ve all been locked down for nearly a year, maybe we’ll go out more. What was once a week treat, a pub might be twice a week.
Andrew Grant: Yeah, and will all 60 million of us end up in Benidorm, because we’re desperate to get a foreign holiday? Maybe the country will be empty in August.
Darren A. Smith: It could be. Bird’s Eye used to say, “It’s about the share of stomach.” Are we going to have two pub meals a week, and therefore we’re not buying as many groceries, so what will they be like when per cent growth is going to go down even further?
Andrew Grant: Yeah, so some big sales challenges, but then the costs, how do they get those cost under control? They’ve still got to pay the van drivers, they’ve still got to pay the in-store pickers, there’s still going to be distancing restrictions, they’re still going to have to keep investing in all the plexiglass, and the masks, and hand sanitisers, you would imagine, so where do they control their costs against falling sales to deliver any sort of profit?
Andrew Grant: Only two ways, you cut your costs dramatically, and all of them have just announced in the last few weeks head office and store management restructurings, and then obviously, Sainsbury’s in the last couple of weeks, “We’re going to price match Aldi,” and a very nicely worded letter to suppliers saying, “Please, help us on our journey to deliver better value for our shoppers,” which in your language and my language is give us some cost reductions.
Darren A. Smith: Also, the other part is Morrisons, very admirably, are the first to a minimum of £10 to all their staff?
Andrew Grant: Yeah.
Darren A. Smith: That’s got to come from somewhere as well, which is all very admirable, but this is on top of costs that are ramping out of control.
Andrew Grant: Yeah, you can imagine that the suppliers, many of them have been reeling over the last year. Some categories have done very, very well, as we know the comfort food area has done very, very well, but obviously, they’ll have increased costs, and then I think we’re going to get the supermarkets coming with requests.
Darren A. Smith: We won’t touch on this. I’m just going to bring out one other thing, so we’re talking about the news released preliminary results for the 52 weeks ending 31st January 2021 for Morrisons, and one of the things I noticed, Andrew, was online sales tripled during the year, with capacity up fivefold? Not a surprise, but quite stark to read that. Morrisons on Amazon is available in 50 towns and cities, and already accounts for more than 10% of sales in the majority of stores.
Andrew Grant: I saw that that is quite interesting.
Darren A. Smith: It is, they’re getting closer and closer, aren’t they?
Andrew Grant: Yeah.
Darren A. Smith: A piece about carbon neutral with the British farming supply chain, and then one other bit I noticed was they’ve extended a 10% discount for all NHS staff for the whole of 2021. Again, another cost, very admirable.
Andrew Grant: As I was told yesterday, I haven’t seen it, but they’re doing £10 afternoon Mother’s Day teas. One of these meal deals where I think for 10 quid you get some nice little triangular sandwiches, some cakes, some clotted cream, all put together for 10 quid to take round to your mom’s, or to leave on mom’s doorstep probably, can’t remember quite what the rules are anymore, for Mother’s Day.
Darren A. Smith: Okay, we’ll see as it’s two days to Mother’s Day, I better go and try and book one.
Andrew Grant: Yeah, go and get yourself a Morrisons Mother’s Day cream tea, leave it on your mom’s step. Ring the bell, and step back two meters.
Darren A. Smith: All right. Andrew, before we go, what’s the one takeaway you want us, the people that are listening, watching, to take from this?
Andrew Grant: I think it’s going to be … every year is a tough year, last year’s been tough. In terms of the supermarket trade, it’s going to be as tough as it ever was, for different reasons.
Darren A. Smith: Very true. All right, Andrew, Grocery Guru, thank you very much. We’ll talk with you again next week.
Andrew Grant: Okay, take care.
Darren A. Smith: Take care. Bye-bye.
Andrew Grant: Bye …
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Morrisons' Preliminary Results Join Andrew Grant and Darren A. Smith in the twentieth episode of Grocery Guru discussing Morrison's supermarkets' preliminary results for the 52 weeks to 31st January 2021. You Can Read the Full Morrisons' Preliminary Results Episode Transcript Below: Darren A. Smith: Welcome to episode 20 of our weekly chat with the Grocery Guru that is Andrew Grant. Andrew, how are you? Andrew Grant: Morning, Darren. Very good, thank you. Darren A. Smith: Good, good. Okay, so in this week's 10-minute chat with the Grocery Guru, we're going to talk about Morrisons' preliminary results, because they're the first after COVID, is that right? Andrew Grant: Yeah, the first major retailer to put out full-blown annual results post COVID, January 31st. Obviously, you've got Tesco and Sainsbury's following in the next few weeks. Darren A. Smith: Right, okay. The general people, good, bad? What did you think of the results? Andrew Grant: It's fascinating actually because the headlines I think in the press yesterday were the share price dropped significantly because I think the city suddenly realized the sheer cost of this pandemic to the supermarkets. On the face of it, they've done really well, and the chief exec was praising how well the business had done, and they have done a phenomenal job if you think about it, all the supermarkets feeding the country with a little issue of Brexit in the middle. Andrew Grant: Yeah, they're like-for-like sales, the standard industry measure of sales performance up 8.6%. That would be ... supermarkets would've given their right and left arms for that two years ago.
Morrisons are the first supermarket to release preliminary results following Covid-19. Click the image for the full report.
Darren A. Smith: In comparison, 8.6, but 2019 on the previous year was down .8%, so it's really a 9. 10. stretch. You're right, would've given their arms or legs. Andrew Grant: But then, their profit's down 50.7%. Was it 290 million spent on COVID costs, restructuring, PPE, additional staff, additional vans and online delivery, and then 230 million of business rates that they handed back to the government, so they carried on paying? What's that, 520 million they could've made if it hadn't been for COVID. They made 400 million last year, and it's cost them 500 million. It's cost them a years of profits to survive COVID. Darren A. Smith: That's a good takeaway, isn't it? A year's profits to survive COVID, because all of us look at industries like hospitality, and think they're wiped out, they're struggling, it's going to be hard to come back. The supermarkets are doing really, really well, but they're not. Andrew Grant: Think about it, it's this spike effect, isn't it? The supermarkets have had this big, 10% spike, plus a massive spike in costs, and they're driving, at the moment, headlong into that. I think I'd rather be a pub chain, where all of a sudden when I open up in May, I'll be 300% up on the year. The figures will look fantastic. Darren A. Smith: That's very true. I guess, maybe don't look as hard and as fast as people like you and I and account managers out there, but if they are, you're right, they're going to be up hugely. I noticed other things like 300 McColl's stores to be converted to Morrisons Daily over the next three years. A new contract with McColl's signed to extend the partnership to 2027, so there's some good news in there. Andrew Grant: Yeah, becoming big in convenience, absolutely. One thing that got me, and whether I've done these ... because, I'm not a city analyst, I wish I was, but net profitability, the argument's always gone that the supermarkets in the UK are incredibly efficient, because basically their net profitability's 2% on average. Andrew Grant: 2p in the pound is all they make from all the work they do, and Tesco always lauded, back in the day, that they got over 5 pence in the pound profit,
Amazon Fresh Join Andrew Grant and Darren A. Smith in the nineteenth episode of Grocery Guru. Today, the topic of discussion is the new Amazon Fresh store in Ealing, London and its innovative new checkout less and frictionless operation.
Innovation or gimmick? Amazon Fresh has opened its first checkout less ‘walk out’ store in the UK. We discuss the implications for the UK grocery industry. You Can Read the Full Amazon Fresh Episode Transcript Below: Darren A. Smith: Welcome to episode 19 with the Grocery Guru, that is Andrew Grant. Andrew, how are you?
Andrew Grant: Morning, Darren. Yeah. Very good thank you. Very good indeed.
Darren A. Smith: Hey, hey. Good, good. Our topic this week, I believe is something to do with our friends at Amazon. Is that correct?
Andrew Grant: Well, I think yeah, we try and make these things as topical as possible, and I don’t think many people could have missed the fact that Amazon Fresh opened their first… Well, their first physical store, actually a physical food store in the U.K. yesterday, in Ealing.
Darren A. Smith: Okay. Right, okay.
Andrew Grant: On top of that, it happens to be one of these checkout less… Where you don’t even have to scan the products, there’s so much Artificial Intelligence technology in the store watching you, that it knows exactly what you pick up and charges you post your visit, which is quite clever.
Darren A. Smith: It is. And I’ve got this article. This is the BBC’s article, which you sent me yesterday across to discuss. And I can see some new terms coming out like, “Till-less. Checkout less.”
Andrew Grant: Yeah.
Darren A. Smith: They’re terms that are coming. That’s what Amazon’s driving here. And as you say, it’s opened in Ealing. And you walk in, they scan you as you walk in, you grab your products and just walk out?
Andrew Grant: Well, no. Interestingly, it’s effectively a members-only club, because you’ve got to have Prime membership in order to be able to register before you go in. And I can imagine there’ll be quite a few people wanted to grab a sandwich or grab a can of something and the barriers won’t let them in because they’re not a Prime member.
Darren A. Smith: Never thought of that.
Andrew Grant: Which yeah, would be quite interesting. So yeah, effectively, it’s a members-only. A bit like a Costco, but on a smaller scale.
Darren A. Smith: All right. So we’ve got Amazon Fresh with their first store in the U.K. It’s in Ealing. Till-less. I’m just picking up some things here. It says, “Its first, just-walk-out shop outside the U.S.” There’s also some terms like, “Frictionless,” that Amazon Fresh is putting out there. “Frictionless shopping.” Never thought of that.
Andrew Grant: Yeah. Do you know what? Is that the big thing? I mean, I think yesterday will go down as a seismic change in U.K. retail, and I think I know that sounds very grand, but not because of a checkout less store. A lot of people will think it’s very trendy, very hip and very easy. There will be some people who… And the press was full of it yesterday. Big Brother’s arrived. Infringement on our civil liberties, being filmed picking stuff. And I don’t think many people will worry about that.
Andrew Grant: But hey, checkout less store, what’s it going to save you? At busy times in a Tesco Express or a Sainsbury’s Local, you may be two minutes waiting, to wait for the self-scanner. So I don’t think that is going to be the game-changer, the fact it’s checkout less. The game-changer is how many of these things suddenly appear on our high streets and how fast will Amazon roll this out?
Darren A. Smith: And that’s the worry, isn’t it? Because they’ve barely made a dent in the U.K. grocery market, but they’ve got the cash, they’ve got the position, they’ve got the status, the experience, the speed to go, “Boom,” and grab our high street.
Andrew Grant: Well, look at what they did to bookshops. I mean, they started with books. They’ve killed the high street bookstore, effectively.
Darren A. Smith: Yeah.
Andrew Grant: Absolutely. What are they worth? A trillion or something? Two options, actually, quite interestingly, because the word on the street is, “Why doesn’t Jeff Bezos just go and buy Morrisons?” I mean, they’ve had a distribution tie-up with Morrisons for two years now. They’ve been selling Morrisons products online for two years. Why wouldn’t you just get your wallet out and buy Morrisons, and suddenly you’d get, what is it, 80% share of the U.K. market, like that? At Hilton-
Darren A. Smith: Sorry, go on. Sorry.
Andrew Grant: No. Honestly, think about it. If they want small convenience stores on the high street, how many are empty high street fashion stores and other stores are there at the moment where landlords would be desperate for a new blue-chip tenant?
Darren A. Smith: That’s very true. You were telling me that… What used to be at this Ealing store before it was the Amazon?
Andrew Grant: A Monsoon Accessorize.
Darren A. Smith: Right.
Andrew Grant: So a fashion accessory store.
Darren A. Smith: Yeah.
Andrew Grant: I mean, it’s a small store. It’s two and a half thousand square feet. So it’s small, probably smaller than an average Tesco Express, but just think how many Next’s, Topshop’s, Topman’s, Dorothy Perkins, Monsoon Accessorize. I mean, I’ve lost track of how many businesses have gone out of business.
Darren A. Smith: Have you? It’s a shame.
Andrew Grant: So they could pick up leases and be in 20 shops in London within three months, five in Manchester. They could build scale very quickly that way.
Darren A. Smith: Well, they could-
Andrew Grant: But I think they have to because the interesting thing for me is not the checkout less. It’s a gimmick.
Darren A. Smith: Yeah. Yeah. And I can understand that. Yeah.
Andrew Grant: It’s the reports say… And I must get down there. Lots of brand new Amazon Fresh own-brand food products, so own-brand ready meals, and own-brand sandwiches and snacks. Now, I don’t know if you shop Amazon, but certainly, in clothing, they’ve had their own-brand going for about a year.
Darren A. Smith: Yep.
Andrew Grant: And their Amazon Basics on things like batteries, and printer ink and what have you, I mean, the quality is superb for the price.
Darren A. Smith: Oh, good.
Andrew Grant: Amazon Basics batteries are just phenomenal. So if they can put that much effort into the food offer, then that suddenly then becomes, I think, a little bit scary for the likes of Tesco, Sainsbury’s, anybody with a big convenience operation.
Darren A. Smith: Well, it does. And do you think the U.K. is of interest by Amazon more than other countries? I mean, why here? Why not anywhere else? Is it because we are World-class grocers? Or…
Andrew Grant: No. We’re a very, very sophisticated and compact market.
Darren A. Smith: Right.
Andrew Grant: So unlike the States, which is effectively 50 different markets, one in every state, we’re a pretty homogenous economy.
Darren A. Smith: Yep.
Andrew Grant: And 60 million people, still the fourth richest economy in the world. Why wouldn’t you come here? The only thing against it is obviously, we do have absolute world-class retailers who won’t go down without a fight.
Darren A. Smith: Yeah. And that’s what I was thinking. The bit that’s particularly interesting to me about this report, is the shopper bit. So imagine I’m picking up a ready meal, something I used to buy as a buyer, but now, as a consumer, I pick one up. I do that sleeve thing, when you look inside it, put it back and pick the next thing up.
Darren A. Smith: All a Clubcard and the like can do, is tell me what I’ve bought, or tell the suppliers and so on what they’ve bought. But now, with these scanners and these cameras, hold on, are they checking out that I’ve picked that, tried that, squeezed the apple, felt the pineapple? Are they now doing these things, as well?
Andrew Grant: Well, they can. And if you think, the big suppliers like Unilever, and Coke or what have you, have for years put little cameras on certain parts of the fixture to watch people’s eye lines and… For category management, work out how shoppers shop the fixture. Now, Amazon Fresh can do that 24/7 with every customer. That gives them a lot of data.
Darren A. Smith: It does.
Andrew Grant: Yeah.
Darren A. Smith: And it’s also, those cameras that you mentioned before with eye line. I remember there being hundreds of thousands of pounds of a project. And you get this much data and you go and do something. Now you’ve got it streaming all the time and updating. Wow.
Andrew Grant: Yeah.
Darren A. Smith: That’s where the real win is, for me.
Andrew Grant: Well, I think it gets even scarier than that, actually. There’s always the quip that with Clubcard because Tesco knows what you eat, know where you live, know how old you are, they actually know, better than your doctor, how healthy you are. Amazon. Do you know what Amazon’s next big move is? They’re already doing it in the States.
Darren A. Smith: No.
Andrew Grant: One hour prescription deliveries.
Darren A. Smith: Oh, wow.
Andrew Grant: So you give Amazon your prescription details and they will get your pills to you within the hour. Now, all of a sudden, yeah? Amazon are the doctor. They know your health history, your age, where you live, what you eat, what you choose to buy and not use to buy. I mean, is there anything left that they actually don’t know about you?
Darren A. Smith: Well, and how long is it before they say, “Mr Smith, we see you’ve been having this diet for three months. We’re just going to put forward some Vitamin B tablets because we think you need them”?
Andrew Grant: Yeah. Yeah. Or, “We’re going to send you some insulin because we reckon you’ve got type two,” or something. Yeah. Or, “We’d rather you not be a shopper of ours because you’re eating too healthy, you’re eating unhealthy and it’s not profitable.” I mean, scary stuff.
Darren A. Smith: Just for our last few minutes, let’s really just pick up on a couple of other things they said in here. Amazon with the Morrisons and the boost high up. Okay. You talked about Morrisons for a couple of years. You’ve got Boots, they’re selling their products, as well. Amazon are saying, “Hand the product over and we’ll do the rest, or you just walk out.” “Technology,” is another term that’s coming in. Yeah. And the threat to the big established grocers. Okay. That picks up on most of what the BBC have reported in their article.
Andrew Grant: Yeah. Yeah.
Darren A. Smith: Okay. All right. Andrew, what’s our takeaway to leave the guys with before next week? Also, our take-away on this week?
Andrew Grant: The takeout is, take out without going to a till, I think’s a bit of a gimmick.
Darren A. Smith: Yeah.
Andrew Grant: Shoppers won’t choose to shop because you don’t spend a minute at the checkout. The bigger one is, I think yesterday, the 4th of March, will go down as the point at which Amazon Fresh became a serious grocery player. So if you want to bet £10 of your own money, in two years time, Amazon Fresh will have 10% of the U.K. grocery market, is my bet. Be bigger than Morrisons, be knocking on Sainsbury’s/Asda’s door.
Darren A. Smith: I see. Well, and that’s why we talk to the Grocery Guru. Andrew, we’re going to check back in with you in two years, but until then we’ll talk about Amazon, maybe next week, the week after, and we’ll come back to this story.
Andrew Grant: Okay.
Darren A. Smith: Thanks very much. Take care.
Andrew Grant: See you next week.
Darren A. Smith: Bye for now.
For further tips and information, you can take a look at our Ultimate Guide to Category Management and our Category Management YouTube Channel. Also, check out our award-winning blog to see more Category Management tips and articles.
Amazon Fresh Join Andrew Grant and Darren A. Smith in the nineteenth episode of Grocery Guru. Today, the topic of discussion is the new Amazon Fresh store in Ealing, London and its innovative new checkout less and frictionless operation. You Can Read the Full Amazon Fresh Episode Transcript Below: Darren A. Smith: Welcome to episode 19 with the Grocery Guru, that is Andrew Grant. Andrew, how are you? Andrew Grant: Morning, Darren. Yeah. Very good thank you. Very good indeed. Darren A. Smith: Hey, hey. Good, good. Our topic this week, I believe is something to do with our friends at Amazon. Is that correct? Andrew Grant: Well, I think yeah, we try and make these things as topical as possible, and I don't think many people could have missed the fact that Amazon Fresh opened their first... Well, their first physical store, actually a physical food store in the U.K. yesterday, in Ealing. Darren A. Smith: Okay. Right, okay. Andrew Grant: On top of that, it happens to be one of these checkout less... Where you don't even have to scan the products, there's so much Artificial Intelligence technology in the store watching you, that it knows exactly what you pick up and charges you post your visit, which is quite clever. Darren A. Smith: It is. And I've got this article. This is the BBC's article, which you sent me yesterday across to discuss. And I can see some new terms coming out like, "Till-less. Checkout less." Andrew Grant: Yeah. Darren A. Smith: They're terms that are coming. That's what Amazon's driving here. And as you say, it's opened in Ealing. And you walk in, they scan you as you walk in, you grab your products and just walk out? Andrew Grant: Well, no. Interestingly, it's effectively a members-only club, because you've got to have Prime membership in order to be able to register before you go in. And I can imagine there'll be quite a few people wanted to grab a sandwich or grab a can of something and the barriers won't let them in because they're not a Prime member. Darren A. Smith: Never thought of that. Andrew Grant: Which yeah, would be quite interesting. So yeah, effectively, it's a members-only. A bit like a Costco, but on a smaller scale. Darren A. Smith: All right. So we've got Amazon Fresh with their first store in the U.K. It's in Ealing. Till-less. I'm just picking up some things here. It says, "Its first, just-walk-out shop outside the U.S." There's also some terms like, "Frictionless," that Amazon Fresh is putting out there. "Frictionless shopping." Never thought of that. Andrew Grant: Yeah. Do you know what? Is that the big thing? I mean, I think yesterday will go down as a seismic change in U.K. retail, and I think I know that sounds very grand, but not because of a checkout less store. A lot of people will think it's very trendy, very hip and very easy. There will be some people who... And the press was full of it yesterday. Big Brother's arrived. Infringement on our civil liberties, being filmed picking stuff. And I don't think many people will worry about that. Andrew Grant: But hey, checkout less store, what's it going to save you? At busy times in a Tesco Express or a Sainsbury's Local, you may be two minutes waiting, to wait for the self-scanner. So I don't think that is going to be the game-changer, the fact it's checkout less. The game-changer is how many of these things suddenly appear on our high streets and how fast will Amazon roll this out? Darren A. Smith: And that's the worry, isn't it? Because they've barely made a dent in the U.K. grocery market, but they've got the cash, they've got the position, they've got the status, the experience, the speed to go, "Boom," and grab our high street. Andrew Grant: Well, look at what they did to bookshops. I mean, they started with books. They've killed the high street bookstore, effectively. Darren A. Smith: Yeah. Andrew Grant: Absolutely. What are they worth? A trillion or something? Two options, actually,
Discussing the New Normal and Impending Supermarket War Join Andrew Grant and Darren A. Smith in the eighteenth episode of Grocery Guru. Today, the discussion focusses on the new normal and preparing for a fierce supermarket war. Forecasting budgets will be very hard, and the only certainty is uncertainty.
Supermarkets have benefited greatly during the pandemic. Will the future mean a vicious supermarket war as they fight to maintain their extraordinary growth in the new normal? You Can Read the Full Supermarket War Transcript Below: Darren A. Smith: Welcome to episode 18 of Grocery Guru. And we’re here with that guru, Andrew Grant. How are you?
Andrew Grant: Morning, Darren. You well?
Darren A. Smith: I’m good, I’m good. I saw Boris’ announcement like most of the UK on Monday night. And the new normal… I’m confused. Andrew, what’s going on? What’s going to happen?
Andrew Grant: Well, if I knew that I don’t think I’d be here. I’d be putting some bets on the stock market. Yeah, it’s all a bit weird, isn’t it? It’s like being handcuffed and you see the key at the other end of the room. It’s like one of those Jeopardy movies.
Darren A. Smith: Very nice. Very good.
Andrew Grant: Or the Escape Room, or whatever it’s called, where you can see how to get out, but you’re not allowed out. It’s a little bit weird.
Darren A. Smith: I hear lots of contradictions around. This guy says this and this other person says that. And it’s like…
Andrew Grant: Yeah, when you look at the game we’re in, it is a bit strange. On the one hand, you’ve got the head of Network Rail saying, “We’re going to put 10% fewer trains on, because we’re expecting 80% of normal capacity.”
Darren A. Smith: Right.
Andrew Grant: Then you’ve got the head of Goldman Sachs saying, “Nah, everybody’s going straight back to work the minute we can.”
Darren A. Smith: Right.
Andrew Grant: So, that’s a bit contradictory.
Darren A. Smith: Yeah, yeah.
Andrew Grant: And then you’ve got another thing saying footfall in shops will go up 50% post lockdown.
Darren A. Smith: Plus 50%?
Andrew Grant: Yeah.
Darren A. Smith: Wow.
Andrew Grant: And everybody talking about this massive spending spree. £250 billion pent up savings. So, it sounds like people are just going to go mental, which I imagine they will.
Darren A. Smith: Wow. Because we’ve got the four-step plan coming over the next few months. Everyone knows that. So, we’re going to talk about that. So, when’s this £250 billion going to start being spent? Are we thinking during March or they’re going to wait for a few steps?
Andrew Grant: Well, I forget the exact dates. When non-essential retail opens. So, when all the clothing shops and the department stores and what have you open up, that’ll be a big trend in spending. But obviously, the big one will be when pubs and restaurants will start serving again in… Is that May I think?
Darren A. Smith: 17th of May I think.
Andrew Grant: Yeah.
Darren A. Smith: That’s five days after my 50th birthday, so you won’t be able to pick me up.
Andrew Grant: Okay, okay. There’s the push for a card I could see. No, but what I found fascinating, coming back to our game and supermarkets and what have you, is they have been one of the clear winners of this pandemic because they’re about the only place you can go.
Andrew Grant: And I was looking at the Kantar data for January, which is obviously a slow month in normal retail land, but the grocers were up 12% year on year. Now there’s bugger all inflation so that 12% is all growth. And of course, you imagine most of it’s come from pubs, restaurants, and hotels.
Andrew Grant: So, in 12 weeks, that’s worth about a £3.6 billion bonus to the supermarkets, which is £16 billion a year. Round, round numbers. Now obviously, if that all suddenly goes back to what we call out of home, then they’ll be in zero growth territory after a year where they’ve spent a fortune on being COVID prepared and dealing with the massive growth of online deliveries.
Andrew Grant: I wonder what they budgeted for this year, because not only could they potentially lose that 12% growth, it could be a big-time the other way if people just decide, “Right, we’re eating out all the time, because we’ve got a whole year of not doing it.”
Darren A. Smith: Well, that’s very true. So, if you’re a buyer looking next year back at this year, you’re going to be down year on year. You budgeted probably up. You’re going to come out to the suppliers with your begging bowl. It could be tough.
Andrew Grant: Well, yeah, you’re exactly where I am, Darren because I think exactly that. Because in a normal year, you’ve got… What? 160 categories in a supermarket. Yeah, some of them are going to be affected, because there was a royal wedding last year, or it was the World Cup last year. And you always budget for that like for like dip the next year. But the problem they’ve got this year is they’ve got the world’s biggest like for like spike as a result of COVID, which potentially won’t be there this year.
Darren A. Smith: Yeah, yeah. That’s right.
Andrew Grant: And you never budget for reduced costs, do you? Because think of all the transit vans they’ve bought to do home deliveries. So, you’ve got costs going like that. You’ve got your potential like for like sales going like that. Who’s going to make up that gap? I can bet you 10 pounds of your own money who they’ll go to.
Darren A. Smith: And this is going to create a very fierce competitive supermarket world next year while they all try and fight to get back to where they were.
Andrew Grant: Well, I think it will. I think it will. It’s almost like an artificial gap because the last year of supermarkets was a bonus if you can put it that way.
Darren A. Smith: Yeah, yeah.
Andrew Grant: But effectively a non-repeatable bonus, but business bake in what they take. So, yeah, I imagine it’ll be a massive scrap to retain as much of that as possible, because if people are determined they’re going to go and spend the money in the pubs and the restaurants, and what have you, then they’re determined to do it. You’re better off stealing your business from your nearest competitors to shore up the sales line. It’s going to be really interesting.
Darren A. Smith: And the bluntest tool to do that is always price.
Andrew Grant: Say that again? Sorry. Oh, well, yes.
Darren A. Smith: And the bluntest tool to do that is always price.
Andrew Grant: Yeah.
Darren A. Smith: Now we’ve also got in the midst of this, Asda just announced a bunch of potential job losses, haven’t they?
Andrew Grant: I think that’s just all part of the mix. 3000 losses, but maybe job transformations into more forward-facing roles. So, yeah, a big restructure, because online is growing so fast.
Darren A. Smith: Yeah, yeah.
Andrew Grant: So, just following the trend that most of the others have jumped on in the last year.
Darren A. Smith: Let me just add into this. I’ve got a report here. It’s come across the MBM desk from Dojo, one of those payment guys where you tap your card on the thing that the barman hands you.
Andrew Grant: Oh, yeah?
Darren A. Smith: These guys are new on the market. What was that?
Andrew Grant: I said, “All right.” I was showing a bit of interest.
Darren A. Smith: And what these guys have said is they’ve looked at the 500 companies across 36 markets and they’ve looked at something called purchase intent. Now the bits that are sticking out here for me are home furnishing is up 458%. Okay.
Andrew Grant: Yeah, everybody’s bought a bed or a sofa in lockdown.
Darren A. Smith: That makes absolute sense.
Andrew Grant: There’s no point in getting up in the morning.
Darren A. Smith: The second one is mail-order catalogues. Studio cards, I guess. Yeah, okay. All right, yeah, I get that. The one that I don’t get is the fifth one is silver, but I think this is looking at company performance as opposed to absolute purchasing. The 18th one is copper.
Andrew Grant: Right. That’s strange.
Darren A. Smith: It’s very odd. But here’s one of the biggies, what we’re going to see is a huge hike in camper vans.
Andrew Grant: Well, yeah, staycation has been… Supposedly Cornwall and Devon are sold out for July and August. Yeah, a bit like last year. One thing that you could not buy, canoes and kayaks and paddleboards for love nor money.
Darren A. Smith: Well, that actually that ties into sporting equipment was up I think 110%, which makes absolute sense.
Andrew Grant: And then the biggest queues our summer in our village was outside the bicycle shop. People and the deliveries of new bikes every week was staggering.
Darren A. Smith: Yeah, that makes sense. We see them here. But coming right back to our industry and the number one here… UK public purchase intent rank by percentage change. We’ve got here supermarkets obviously up 6%. Now that’s 6% on £205 billion industry. That’s a big old oil tank moving around plus 6%, which is perfect for us.
Andrew Grant: Well, Kantar would say it’s 12% on £234 billion. So, the numbers… And that’s ONS, which you trust.
Darren A. Smith: Yeah. And then they’ve split down the categories. The one that fascinated me was snack food was down, but then I guess we’re having more prepared, organized meals with the family.
Andrew Grant: And less food on the go and lunches at your desk, which is where a lot of snacks are sold.
Darren A. Smith: That’s it. Of course, of course. Yes. I didn’t think of that. And the other one I wanted to pull out was soft drink plus 3%. Just at home, I guess.
Andrew Grant: Yeah, yeah.
Darren A. Smith: Okay, okay. Property was up. And then these guys were trying to look forward to 2021 and there was a lot of contradictions in this report. A bit like what we were saying.
Andrew Grant: Yeah.
Darren A. Smith: Are people all going to go back to the office? Are they going to stay at home? I guess my answer would be thinking about it from a behavioural point of view. People want flexibility. They’ve never enjoyed the flexibility of working as they’ve had before, so maybe half of them, and I mean half in terms of their mind, wants to go back to work and see their colleagues, but half wants to be at home. So, maybe we’re looking at more of the four-day working week or three days in the office, two days at home.
Andrew Grant: I think what’s inevitable is that built up spending, because for all the gloom and doom, and there has been a lot of gloom and doom, for quite a lot of people who managed to stay in employment and work from home, they’ve saved a fortune.
Darren A. Smith: Yeah.
Andrew Grant: I think of my sister who used to have to drive 90 minutes each way to work. She is saving literally hundreds and hundreds of pounds a month on car lease fees, because the mileage is so low and on petrol. And if you’ve got two people in the household working and spending that sort of money on rail season tickets, parking at the station, car leasing fees, petrol, you could have households with 300, 400, 500 pounds a month burning a hole in their pocket. And I think that’s going to be released.
Darren A. Smith: Yeah.
Andrew Grant: I saw a great cartoon in… I think it was on Tuesday after Boris’ speech. It was one of these… It was a picture of a street scene with people all passed out in the street and fighting.
Darren A. Smith: Yeah, I saw that.
Andrew Grant: And it just said 21st of June just after lunch.
Darren A. Smith: I saw that. It’s really good. Very good.
Andrew Grant: Yeah.
Darren A. Smith: All right, just on time. Our three takeaways… Let me throw one in the mix. Next year could be a hell of a fistfight between the supermarkets on price as they look at budgets year on year.
Andrew Grant: Yeah.
Darren A. Smith: That my first takeaway. What’s your second?
Andrew Grant: Yeah, it’s going to be more of the same. It’s going to be… Yeah. Think of categories that have benefited from the new normal and think of categories that have suffered. So, sandwiches, and lunchtime, and snacks. Will they really rebound? And what category decisions are retailers making now that is going to influence that?
Darren A. Smith: Yeah. And I think my third one, my take away would be budgeting forecasting. Worse than it’s ever been. It’s going to be almost impossible to get it right. So, managing the expectations around that is absolutely critical, because you’re not going to get it right.
Andrew Grant: And I guess from that, from uncertainty, flexibility, but the supermarkets have shown just how flexible they are when they’re faced with a pandemic. I’m sure coming out of it, there’ll be pretty flexible. So, yeah, all you can be certain of is uncertainty I think somebody once said.
Darren A. Smith: Sure. A wiser man than you and I. Andrew, thank you. We will see you next week. Very soon.
Andrew Grant: Take care.
Darren A. Smith: Take care.
Andrew Grant: Bye, bye.
Darren A. Smith: Bye.
For further tips and information, you can take a look at our Ultimate Guide to Category Management and our Category Management YouTube Channel. Also, check out our award-winning blog to see more Category Management tips and articles.
Discussing the New Normal and Impending Supermarket War Join Andrew Grant and Darren A. Smith in the eighteenth episode of Grocery Guru. Today, the discussion focusses on the new normal and preparing for a fierce supermarket war. Forecasting budgets will be very hard, and the only certainty is uncertainty. You Can Read the Full Supermarket War Transcript Below: Darren A. Smith: Welcome to episode 18 of Grocery Guru. And we're here with that guru, Andrew Grant. How are you? Andrew Grant: Morning, Darren. You well? Darren A. Smith: I'm good, I'm good. I saw Boris' announcement like most of the UK on Monday night. And the new normal... I'm confused. Andrew, what's going on? What's going to happen? Andrew Grant: Well, if I knew that I don't think I'd be here. I'd be putting some bets on the stock market. Yeah, it's all a bit weird, isn't it? It's like being handcuffed and you see the key at the other end of the room. It's like one of those Jeopardy movies. Darren A. Smith: Very nice. Very good. Andrew Grant: Or the Escape Room, or whatever it's called, where you can see how to get out, but you're not allowed out. It's a little bit weird. Darren A. Smith: I hear lots of contradictions around. This guy says this and this other person says that. And it's like... Andrew Grant: Yeah, when you look at the game we're in, it is a bit strange. On the one hand, you've got the head of Network Rail saying, "We're going to put 10% fewer trains on, because we're expecting 80% of normal capacity." Darren A. Smith: Right. Andrew Grant: Then you've got the head of Goldman Sachs saying, "Nah, everybody's going straight back to work the minute we can." Darren A. Smith: Right. Andrew Grant: So, that's a bit contradictory. Darren A. Smith: Yeah, yeah. Andrew Grant: And then you've got another thing saying footfall in shops will go up 50% post lockdown. Darren A. Smith: Plus 50%? Andrew Grant: Yeah. Darren A. Smith: Wow. Andrew Grant: And everybody talking about this massive spending spree. £250 billion pent up savings. So, it sounds like people are just going to go mental, which I imagine they will. Darren A. Smith: Wow. Because we've got the four-step plan coming over the next few months. Everyone knows that. So, we're going to talk about that. So, when's this £250 billion going to start being spent? Are we thinking during March or they're going to wait for a few steps? Andrew Grant: Well, I forget the exact dates. When non-essential retail opens. So, when all the clothing shops and the department stores and what have you open up, that'll be a big trend in spending. But obviously, the big one will be when pubs and restaurants will start serving again in... Is that May I think? Darren A. Smith: 17th of May I think. Andrew Grant: Yeah. Darren A. Smith: That's five days after my 50th birthday, so you won't be able to pick me up. Andrew Grant: Okay, okay. There's the push for a card I could see. No, but what I found fascinating, coming back to our game and supermarkets and what have you, is they have been one of the clear winners of this pandemic because they're about the only place you can go. Andrew Grant: And I was looking at the Kantar data for January, which is obviously a slow month in normal retail land, but the grocers were up 12% year on year. Now there's bugger all inflation so that 12% is all growth. And of course, you imagine most of it's come from pubs, restaurants, and hotels. Andrew Grant: So, in 12 weeks, that's worth about a £3.6 billion bonus to the supermarkets, which is £16 billion a year. Round, round numbers. Now obviously, if that all suddenly goes back to what we call out of home, then they'll be in zero growth territory after a year where they've spent a fortune on being COVID prepared and dealing with the massive growth of online deliveries. Andrew Grant: I wonder what they budgeted for this year, because not only could they potentially lose that 12% growth,
Micro Fulfilment Centres Join Andrew Grant and Darren A. Smith in the seventeenth episode of Grocery Guru discussing micro fulfilment centres and the 15-minute ordering window. A new breed of start-ups competing with Amazon to take your order and deliver within 15-minutes. You Can Read the Full Micro Fulfilment Centres Episode Transcript Below: Darren A. Smith:
Hello, and welcome to week 17 of The Grocery Guru. We're here with Andrew Grant. Andrew, how are you?
Andrew Grant:
I'm very good. I'm glad to say spring is in the air by the looks of your shirt, Darren.
Darren A. Smith:
We had a chat a few minutes ago and he mentioned Laura Ashley and a few other demeaning things. I just passed it by. This week Andrew, I understand deliveries that get in your goat. And we're going to talk about deliveries.
Andrew Grant:
Yeah. It's just something that struck me and I'm slightly worried whether it makes me come across as a dinosaur. Which is the very last thing. But, you know when we talked a lot about data and insight and following the shopper over the last, what, 16 episodes? And I saw something at the weekend, which I just thought, do shoppers really want this? And obviously, as you always know, when you do any form of market research is you got to be very careful at leading the witnesses.
Darren A. Smith:
Very true, very true.
Andrew Grant:
You take a classroom of seven-year-olds, and you say to them, "Would you like jelly and ice cream for your lunch every day?" What answer are you going to get?
Darren A. Smith:
Well, actually that reminds me, Henry Ford was famous for a quote. He wasn't talking about cost and the grids, I'm sure they didn't have them back then. But he basically said, "If we'd asked them what they would have wanted, they would've said faster horses."
Andrew Grant:
Yeah. Okay. Okay, well, it's sort of linked to that. What it is, it was in the Sunday Times. And it was talking about a couple of startups in London with some pretty serious private equity money behind them and very bright young people running it with McKinsey backgrounds and what have you. Offering, get this, 10-minute grocery deliveries in the city of London.
Darren A. Smith:
Ten minutes?
Andrew Grant:
Yeah, 10 minutes. I don't know if you've heard Getir and Weezy.
Darren A. Smith:
So Get Here as in get here. Those two words?
Andrew Grant:
Well its G-E-T-I-R Getir-
Darren A. Smith:
Oh, I see.
Andrew Grant:
And Weezy.
Darren A. Smith:
And how do you spell-
Andrew Grant:
W, double E, Z-Y. So if you're lucky enough to live in Fulham, Clapham, those sorts of postcodes, you can get groceries delivered in 10 to 15 minutes. I'm not sure if anybody is that desperate for anything, although, think about it. I suppose you get home, you've run out of toilet paper, you've run out of coffee, you run out of beer. Are you that desperate for something in 10 minutes that you're willing to pay between 1.99 and 2.99 delivery charge for, and also potentially obviously pay significantly more than supermarket prices. I'm not sure. It reminds me, if you think back to 24-hour shopping, it was heralded as the ultimate convenience. You know, people can go and wander around in their slippers at three in the morning and shop and it lasted for what 18 months?
Darren A. Smith:
Yeah. It wasn't long. And I'm all for a push towards convenience and Amazon's really helped us with that. I'm not sure about getting down to a 15-minute slot. I'm sure some people will want it. I guess it depends on how much it's going to cost.
Andrew Grant:
Yeah. And the thing is you know, these startups, will they have the economies of scale? So the very first of these, we talked about the urban fulfilment centres the Tesco are converting some of their stores to, that's mass scale picking. These guys are, one of them is actually renting railway arches under Clapham station to be micro fulfilment centr...
Micro Fulfilment Centres Join Andrew Grant and Darren A. Smith in the seventeenth episode of Grocery Guru discussing micro fulfilment centres and the 15-minute ordering window. A new breed of start-ups competing with Amazon to take your order and deliver within 15-minutes.
Are micro fulfilment centres a passing trend, or the future of grocery? You Can Read the Full Micro Fulfilment Centres Episode Transcript Below: Darren A. Smith:
Hello, and welcome to week 17 of The Grocery Guru. We’re here with Andrew Grant. Andrew, how are you?
Andrew Grant:
I’m very good. I’m glad to say spring is in the air by the looks of your shirt, Darren.
Darren A. Smith:
We had a chat a few minutes ago and he mentioned Laura Ashley and a few other demeaning things. I just passed it by. This week Andrew, I understand deliveries that get in your goat. And we’re going to talk about deliveries.
Andrew Grant:
Yeah. It’s just something that struck me and I’m slightly worried whether it makes me come across as a dinosaur. Which is the very last thing. But, you know when we talked a lot about data and insight and following the shopper over the last, what, 16 episodes? And I saw something at the weekend, which I just thought, do shoppers really want this? And obviously, as you always know, when you do any form of market research is you got to be very careful at leading the witnesses.
Darren A. Smith:
Very true, very true.
Andrew Grant:
You take a classroom of seven-year-olds, and you say to them, “Would you like jelly and ice cream for your lunch every day?” What answer are you going to get?
Darren A. Smith:
Well, actually that reminds me, Henry Ford was famous for a quote. He wasn’t talking about cost and the grids, I’m sure they didn’t have them back then. But he basically said, “If we’d asked them what they would have wanted, they would’ve said faster horses.”
Andrew Grant:
Yeah. Okay. Okay, well, it’s sort of linked to that. What it is, it was in the Sunday Times. And it was talking about a couple of startups in London with some pretty serious private equity money behind them and very bright young people running it with McKinsey backgrounds and what have you. Offering, get this, 10-minute grocery deliveries in the city of London.
Darren A. Smith:
Ten minutes?
Andrew Grant:
Yeah, 10 minutes. I don’t know if you’ve heard Getir and Weezy.
Darren A. Smith:
So Get Here as in get here. Those two words?
Andrew Grant:
Well its G-E-T-I-R Getir-
Darren A. Smith:
Oh, I see.
Andrew Grant:
And Weezy.
Darren A. Smith:
And how do you spell-
Andrew Grant:
W, double E, Z-Y. So if you’re lucky enough to live in Fulham, Clapham, those sorts of postcodes, you can get groceries delivered in 10 to 15 minutes. I’m not sure if anybody is that desperate for anything, although, think about it. I suppose you get home, you’ve run out of toilet paper, you’ve run out of coffee, you run out of beer. Are you that desperate for something in 10 minutes that you’re willing to pay between 1.99 and 2.99 delivery charge for, and also potentially obviously pay significantly more than supermarket prices. I’m not sure. It reminds me, if you think back to 24-hour shopping, it was heralded as the ultimate convenience. You know, people can go and wander around in their slippers at three in the morning and shop and it lasted for what 18 months?
Darren A. Smith:
Yeah. It wasn’t long. And I’m all for a push towards convenience and Amazon’s really helped us with that. I’m not sure about getting down to a 15-minute slot. I’m sure some people will want it. I guess it depends on how much it’s going to cost.
Andrew Grant:
Yeah. And the thing is you know, these startups, will they have the economies of scale? So the very first of these, we talked about the urban fulfilment centres the Tesco are converting some of their stores to, that’s mass scale picking. These guys are, one of them is actually renting railway arches under Clapham station to be micro fulfilment centres.
Darren A. Smith:
Micro fulfilment centres. I don’t think I’ve ever heard that term before.
Andrew Grant:
Nope. So micro fulfilment and you know, the equivalent, it’s working big scale with the UberEats and the Deliveroos and the Just Eats are opening these dark restaurants where, you know, all the food you take away is not made in a takeaway restaurant it’s made in a purpose-built dark restaurant, a dark catering facility. It’s sort of the equivalent thing that, you know, these startups don’t have shops. They have these micro fulfilment centres, but the costs versus the volumes, I struggle to see how it can work. But if you’ve got people with McKinsey backgrounds and gazillions of private equity money flowing in there, they can’t be stupid.
Darren A. Smith:
Well, they can’t. But I mean, can they compete? They’re going to see the likes of Amazon with their windows, which are so tight now.
Andrew Grant:
Well, maybe Amazon’s of the past. I mean, good gracious. Amazon will take a whole day to get to you. It’s outrageous.
Darren A. Smith:
I remember when I was a kid, I ordered clamps for my bike and it took 30 business days.
Andrew Grant:
Yeah. I mean, I’ve got a bit of a dispute guy on Amazon, I ordered a cordless drill and it didn’t turn up for three days and I am incensed. But you’re absolutely right. 15 years ago, 28 days, you would wait until you thought, oh, the parcel hasn’t arrived yet, shall I write a letter and find out where it’s gone? So yeah, these tech companies are victims of their own shopper offering. You know-
Darren A. Smith:
How do you think the supermarket’s going to react? So they’re going to think these guys are micro. We’ll wait till they get bigger before we get too worried. Are they going to look at them and begin to offer different types of delivery slots in the country?
Andrew Grant:
Well no, it’s very interesting. Because obviously the big guys, the big sheds have benefited from people in lockdown, moving to more weekly delivered. We’ve talked about it a lot. The people who have struggled, they’re actually the convenience stores. And in particular, Co-Op is embracing this micro fulfilment. So, Milton Keynes, you place an order with co-op and it turns up in a little wheeled buggy.
Darren A. Smith:
Yes.
Andrew Grant:
They’ve got these laser-guided wheel buggies, that the local kids just love to use for football practice. So Co-Op is embracing it. You can order via Co-Op via I think Deliveroo.
Darren A. Smith:
Yep. Yep.
Andrew Grant:
But again, it’s just one of these things that, can you make the economics work and will it last, I think it’s like 24-hour trading or get this, have you still got your 3D glasses for watching sky sports?
Darren A. Smith:
No, no, it’s there, but it’s pretty big glasses.
Andrew Grant:
Yeah, but how do these things quietly disappear? 3D television was a massive thing until, you know, and I’m sure in consumer groups, people were asked, would you like the idea of 3D television where things jump out the screen from you. But then people discovered they look like complete idiots wearing these horrific glasses to watch telly in their own lounge. And it’s amazing how they just quietly disappear, you know, there’s not a big announcement, we’re stopping 3D TV, we’re stopping 24-hour opening. They just quietly disappear. And I think this micro fulfilment and 10-minute orders, I think it will quietly disappear, but I’ll be proved wrong.
Darren A. Smith:
I think there’ll be a certain, of course, there’ll be a certain amount of the population that wants it. I think that will be very small. One can imagine people wanting to bring in booze for a party maybe, but why would you want a 10-minute slot? We’ve got friends come around, I can order. I guess it also depends on what the lead time is. Now, if I’ve got 10 minutes here on a Thursday, do I need to order on a Wednesday the day before, can I order four hours ahead? How far is it?
Andrew Grant:
It’s now quarter past four on a Thursday. I will expect the delivery will be with me at 4:30. I will go on the app. Now the delivery will be with me in 15 minutes.
Darren A. Smith:
Oh, I see. I really misunderstood that, I thought you said the windows had come down to 15 minutes.
Andrew Grant:
No, that is why, as I said, I can’t quite get my head around it. Weezy says your delivery could even be delivered by a guy or a girl on roller skates.
Darren A. Smith:
Oh, I see. So we’re talking groceries at the pizza time. Get your pizza and 20 minutes. Probably can get all your groceries in 20 minutes.
Andrew Grant:
That’s exactly. So sorry you missed this. And maybe that’s a very telling point. So if you like left field for you, because I can’t get my head around wanting anything in 15 minutes and be willing to pay for it.
Darren A. Smith:
I think the only reason I do it would be to test it. Can I get it here in 15 minutes and 39 seconds? Yeah, okay. All right, so the term coming out of here is micro fulfilment centres. I’ve never heard of that, but we’ve got two startup companies we need to be aware of. One is Weezy and One is Get here, Getir.
Andrew Grant:
Getir. G-E-T-I-R. Getir.
Darren A. Smith:
Okay, we’ve got that. We’ve spoken that it might be a passing fad, we’ll see. Okay. And we talked about dark restaurants as well, delivering, catering services. Okay, all right.
Andrew Grant:
You know, you would think, Tesco pretty much at the forefront of everything all the time. They haven’t gone into this. So we will wait and see. I’ll be very interesting to be proved wrong. And given where I live in the middle of nowhere, it’d be interesting to see somebody get to me in 15 minutes, but who knows? Maybe that’s the sound of the drone outside now.
Darren A. Smith:
Brilliant Andrew, thank you for bringing that to us. I never knew any of that. And particularly getting down to 15 minutes. I’m glad I actually understood. It’s all good now. 15 minutes time. Wow.
Andrew Grant:
Google Weezy.co.uk or Getir, have a quick look at their websites now.
Darren A. Smith:
Brilliant. All right. Andrew, thank you, until next week.
Andrew Grant:
No problem. Take care.
Darren A. Smith:
Take care. Bye.
Andrew Grant:
Bye.
For further tips and information, you can take a look at our Ultimate Guide to Category Management and our Category Management YouTube Channel. Also, check out our award-winning blog to see more Category Management tips and articles.
Using Shopper Language Join Andrew Grant and Darren A. Smith in the sixteenth episode of Grocery Guru: The Importance of Using Shopper Language in your category. Not using industry terms or category terms because they are creating the buffer for what should be created. By eradicating industry terminology you will discover opportunities to communicate better with your shopper and then sell more. You Can Read the Full Using Shopper Language Episode Transcript Below: Darren A. Smith: Welcome to Episode 16 of the Grocery Guru with Andrew Grant. How are you? Andrew Grant: Hi, Darren. Good morning. Yeah. Very nippy I think is the best thing to say this morning. Darren A. Smith: It's supposed to get to minus 10, but let's move on from how cold it is. Last week, we said to our viewers that this week we would talk about terminology. Now, I'm going to lead the charge on this one, because something that we're doing wrong as an industry, or as category managers, or as suppliers, or as supermarkets, is when we use terminology that the shopper doesn't understand. Darren A. Smith: And I'm going to give you an example. My dad used to run, he was a project manager in a Sainsbury's store back in the 70s. And they used to have those three-legged tables and he used to have the best top fruit display in the area. "But Dad, what's top fruit?" So Andrew, what's top fruit? Andrew Grant: Do you know, is top fruit, apples, oranges, and bananas? Darren A. Smith: Well, it's apples and pears, but I didn't know. I had to ask that. So there were the signs that say top fruit and I'm thinking, "Well, no one understands what top fruit is." When I asked that, he didn't know. So eventually, some years ago, I asked some guru in produce. And he said, "Well it's top fruit because it grows at the top of the tree." Andrew Grant: Okay. Yeah. Darren A. Smith: These can't be terms we can use in our industry if the shopper doesn't understand them. Andrew Grant: Well, I guess also, going back to your dad in the 70s, there's a lot of stuff. Obviously, supermarkets kicked off in the 70s in terms of the superstore format. And there's probably terminology that was invented back then, maybe meant something to customers back then. But because most people are used to sticking their dinner in a microwave and heating it up for two minutes, it's been lost. I mean, the one that gets me, condiments. Does the average millennial know what a condiment is? Would they expect to wear it rather than eating it? Darren A. Smith: That's condiments. So, our challenge to our viewers is, the more we can use language that the shopper understands, the easier the category is to shop. Andrew Grant: Yeah. Darren A. Smith: And the flip side of that coin, the more we use examples that the shopper doesn't understand, the less easy it is for them to shop, the more they'll go somewhere else. So I wanted to give you another short story. Darren A. Smith: I was buying frozen fish for a supermarket, many years ago. And in the conversation I used to have on the phone with my account manager, we called two products, the most popular selling battered frozen fish, 076 and 077, which was their scheme number because we could differentiate it away from 079 and 080. That's crazy. Andrew Grant: Well, I guess internally it's not an issue. There's a whole industry lexicon of three-letter acronyms, isn't there? Darren A. Smith: Yeah. Andrew Grant: Or four letter acronyms. There's your GSC, your PORS, your LFLS. Those never, if you like, leak out to the shopper. So I guess that's okay. It's the stuff that gets in the shopper's face that they just don't get. I mean, to flip the condiments one on its head, one of the more modern categories in world foods. Now, world foods. Okay. Pretty broad category. But why does just about every supermarket spit out pasta? Because I think pasta's a world food, isn't it? They have a world food section, they have a pasta section. Darren A. Smith: The bit that bothers me is when we try to be the buffer. So the 076, 077 was us using it. And when I think back, we were using that term because we couldn't differentiate it. But if we couldn't and we bought the damn thing, how the hell could the shopper at the merchant or at the fixture differentiate? And when I think now, I look back at those four products on the fixture, there wasn't a difference. No, actually, one had the skin on and one didn't, but we didn't tell them that. Crazy. Crazy. Andrew Grant: Yeah, yeah. No, I guess, going back to what we spoke about last week, it's that shopper decision hierarchy. How do you please most of the people most of the time in terms of what they're looking for? So, you're right. To some people, skin on skinless, it wouldn't matter if it's covered in breadcrumbs anyway. Is that one of the important things they're looking for when they're shopping? So yeah, maybe it's that the breadcrumbs are gluten-free, something like that is more important to certain people than others. Darren A. Smith: And that would have been much better. We were not tough enough on understanding our category, understanding the decisions and rooting out some big sellers because there was no differentiation. Now, here's the other one that really just batty. Darren A. Smith: We work with a supplier, we shall remain nameless for a moment, some years ago. And they had cooked ham and it was about this big. It's important that it's about this big. And it was four by four. So we said to them, "Why did you call it four by four?" "Well, it's four by four inches because that fits in a slice of bread." Andrew Grant: Yeah. Darren A. Smith: But on the fixture, four by four was never mentioned, but this was the biggest selling product. And they called it four by four to differentiate it from the other sea of pink cooked meats on the fixture. Andrew Grant: Yeah. Darren A. Smith: Crazy. Andrew Grant: Yeah. Yeah. I mean, yeah, that's where obviously, the marketers need to think of the right way to sell that product. And they haven't thought about consumer usage or the consumer benefits for it. Andrew Grant: I guess sometimes that can go wrong. What gets me is when the marketers actually... What's the right word? Hoodwink the shopper with some of the phraseology. So they call it pizza Donna Letta. And then it says, made in Grimsby. Fresh Italian-style pizza made in Grimsby. Andrew Grant: The one that always gets me is, in the good old days when you were driving around looking for a pub to have lunch in. And you drive past the first one and it says, "Home prepared food." You've driven past it before you can work out that actually, that means it came out of a big breaks truck. And what you're actually looking for is the home prepared, I think. No. Darren A. Smith: Home-cooked, home-prepared. Andrew Grant: Home-cooked is heated up. Darren A. Smith: Right. Andrew Grant: Home prepared is we took the lid off the packet first. Homemade, homemade is what you're looking for. Darren A. Smith: Ah, so it's three. Andrew Grant: Yeah. But as you can see, you've driven a couple of miles by the time you've worked out, "Am I getting fresh, prepared, cooked, and made food in my pub? Or am I just getting something that's had the lid taken off?" (silence) Darren A. Smith: Cheers. Andrew Grant: With the truth. Darren A. Smith: Andrew. Oh, you're back. Okay. You froze for 30 seconds. Andrew Grant: Okay. Well, yeah. A bit like the food, I guess. Darren A. Smith: All right. Let's talk about a few other examples. So I saw that even Amazon, who are obviously doing very, very well. We've got Amazon Prime instant video. I have no idea what that is and I'm fairly tech-savvy. Do you know what that is? Andrew Grant: Yeah. No, I'm just one of the people that whenever there was something like that, I think of whether the acronym makes up something rude. So, APIV. No, it doesn't. APIV. Darren A. Smith: Well, we're also working on a product slightly outside of training, but we'll talk about that at the moment. Cyber-security. Do you know what phishing is? I've learned about phishing. Do you know what phishing is? P-H. What is it? Andrew Grant: That's sending an email with a dodgy link, isn't it? Darren A. Smith: I think that's it. Andrew Grant: You then click on. Darren A. Smith: That's it. So we've changed the training course for phishing, which people can reach to, to something called email safety. Andrew Grant: Yeah. Yeah. Darren A. Smith: And then. Sorry, go on. Andrew Grant: As you say, it does what it says on the tin is usually the best starting point for deciding what to name something. Darren A. Smith: That's probably true. And we ought to turn the mirror on ourselves. So in our industry, we have things that we use at MBM, like individual ILO, individual learning objective. Okay. We use that term, but actually, what we're trying to say is what's in it for you? What the hell do you want to get out of spending five hours training to that? Andrew Grant: Yeah. Darren A. Smith: So, it happens in the training industry as well. Andrew Grant: Yeah. No. It goes back to your four by four. It should have just been called fits on a slice of bread. Darren A. Smith: It could be. And I understand what they did was by understanding there was a piece of the terminology they were using, the shopper wasn't, then they got to a point of sandwich ham. Ideal for sandwiches, ideal for bagels. So they had different hams. So by trying to figure out what terminology they were using that doesn't fit with the shopper, they found a new opportunity. Andrew Grant: Yeah. And I guess, talking of the bread analogy, we have toaster bread, don't we? So what came first? The toaster or the bread? interestingly, the toaster came second, and then they reinvented the bread to fit the toaster. Because otherwise, you get a standard loaf of bread and the top third of your slice sticks out and doesn't get nicely toasted. Unless you buy square toaster bread. So, I don't know if you can buy a toaster that is loaf size, but most of them are square size. Darren A. Smith: Probably true. And then the other part, is sometimes we need to lead the consumer, the customer, the shopper because they won't have the vocabulary. So I'm trying to think of what categories where we've led the shopper. Andrew Grant: Well, I think there was the example, a couple of examples last week. Would frozen foods really exist unless the supermarkets put it all in one place? Darren A. Smith: Yeah. Probably true. Andrew Grant: Because if you're cooking Sunday lunch, you're looking for again, if we use our industry terminology, a main plate protein item is what shoppers look for their Sunday lunch. So, are we having chicken, lamb, pork or beef? Darren A. Smith: Yeah. Andrew Grant: They don't think, "Right. I'm going to have chicken. It must be frozen chicken." Yep. We're having chicken. And then the decision is, is it going to be fresh? Is it going to be frozen? Is it going to be wings? Or, is it going to be a whole bird? Et cetera. Andrew Grant: So, in true shopper decision hierarchy, you should put the frozen chicken portions next to the fresh chicken. But from a technical perspective, that's tough. And it's very expensive. So this category called frozen foods was invented. Darren A. Smith: Yeah. Yeah. True. True. Okay. Yep. That makes sense. That makes absolute sense. Yeah. Andrew Grant: Yes. I guess it is the challenge of product developers, marketers, buyers, that you don't get hoodwinked by your own internal thinking and knowledge. Too much knowledge can be a dangerous thing. Andrew Grant: When you're talking about, I always remember somebody saying to me the average shopping trip is about 45 minutes. There are 25,000 SKUs in a superstore. Divide 25,000 by 45 minutes. You're down to a decision of less than half a second per product. Darren A. Smith: Yes. Andrew Grant: So, don't make it complicated for the shopper. You're asking them to make a decision in less than half a second. So it's got to say what it does on the tin. Darren A. Smith: And I think that there are some categories like cooked ham, which to me seemed like just a wall of pink. Bagged salads seemed like a wall of green. But let's talk about bagged salads just for a moment. We're working with a client and we had shoppers in a room, one of those shopper focus groups. Darren A. Smith: And these shoppers were picking up the bags and doing this. We sort of had to, "What are you doing?" And then it reminds me of when we saw people do it with fruit. You know when you pick up fruit and you do this? The pressure test. Now, the consumer doesn't really have a description of what they do, they just do these things. Darren A. Smith: Where we got to with the bag of salads is they call it bounce. If it felt sort of bouncy as a bag, thumbs up. If it didn't, they weren't going to buy it. And what the supplier cleverly did, was then put that in their QA, bounce. And tried to take the intangible to tangible. It has to look like this. Andrew Grant: Yeah. Darren A. Smith: So our challenge for our viewers is to identify five pieces of terminology that they use, but the shopper doesn't. Andrew Grant: No, that'd be great. Yeah. Let's get our viewers to send in some, maybe we can talk about them next week. Darren A. Smith: That'd be great because I think every one of them is an opportunity. Where we are the buffer, we need to take that, identify it and find the opportunity that sits behind it. Andrew Grant: Yeah, I agree. Darren A. Smith: All right. Andrew Grant: Very good. Darren A. Smith: Okay, Andrew. So terminology this week. Any ideas what we're going to talk about next week? Or are we going to keep it a surprise? Andrew Grant: I think we keep it as a surprise. There's so much potentially happening out there that something will have cropped up by next Friday, I'm sure. Darren A. Smith: Okay. Andrew, you have a good weekend. Andrew Grant: Take care and you too. Bye.
For further tips and information, you can take a look at our Ultimate Guide to Category Management and our Category Management YouTube Channel. Also, check out our award-winning blog to see more Category Management tips and articles.
Using Shopper Language Join Andrew Grant and Darren A. Smith in the sixteenth episode of Grocery Guru: The Importance of Using Shopper Language in your category. Not using industry terms or category terms because they are creating the buffer for what should be created. By eradicating industry terminology you will discover opportunities to communicate better with your shopper and then sell more. You Can Read the Full Using Shopper Language Episode Transcript Below: Darren A. Smith: Welcome to Episode 16 of the Grocery Guru with Andrew Grant. How are you? Andrew Grant: Hi, Darren. Good morning. Yeah. Very nippy I think is the best thing to say this morning. Darren A. Smith: It's supposed to get to minus 10, but let's move on from how cold it is. Last week, we said to our viewers that this week we would talk about terminology. Now, I'm going to lead the charge on this one, because something that we're doing wrong as an industry, or as category managers, or as suppliers, or as supermarkets, is when we use terminology that the shopper doesn't understand. Darren A. Smith: And I'm going to give you an example. My dad used to run, he was a project manager in a Sainsbury's store back in the 70s. And they used to have those three-legged tables and he used to have the best top fruit display in the area. "But Dad, what's top fruit?" So Andrew, what's top fruit? Andrew Grant: Do you know, is top fruit, apples, oranges, and bananas? Darren A. Smith: Well, it's apples and pears, but I didn't know. I had to ask that. So there were the signs that say top fruit and I'm thinking, "Well, no one understands what top fruit is." When I asked that, he didn't know. So eventually, some years ago, I asked some guru in produce. And he said, "Well it's top fruit because it grows at the top of the tree." Andrew Grant: Okay. Yeah. Darren A. Smith: These can't be terms we can use in our industry if the shopper doesn't understand them. Andrew Grant: Well, I guess also, going back to your dad in the 70s, there's a lot of stuff. Obviously, supermarkets kicked off in the 70s in terms of the superstore format. And there's probably terminology that was invented back then, maybe meant something to customers back then. But because most people are used to sticking their dinner in a microwave and heating it up for two minutes, it's been lost. I mean, the one that gets me, condiments. Does the average millennial know what a condiment is? Would they expect to wear it rather than eating it? Darren A. Smith: That's condiments. So, our challenge to our viewers is, the more we can use language that the shopper understands, the easier the category is to shop. Andrew Grant: Yeah. Darren A. Smith: And the flip side of that coin, the more we use examples that the shopper doesn't understand, the less easy it is for them to shop, the more they'll go somewhere else. So I wanted to give you another short story. Darren A. Smith: I was buying frozen fish for a supermarket, many years ago. And in the conversation I used to have on the phone with my account manager, we called two products, the most popular selling battered frozen fish, 076 and 077, which was their scheme number because we could differentiate it away from 079 and 080. That's crazy. Andrew Grant: Well, I guess internally it's not an issue. There's a whole industry lexicon of three-letter acronyms, isn't there? Darren A. Smith: Yeah. Andrew Grant: Or four letter acronyms. There's your GSC, your PORS, your LFLS. Those never, if you like, leak out to the shopper. So I guess that's okay. It's the stuff that gets in the shopper's face that they just don't get. I mean, to flip the condiments one on its head, one of the more modern categories in world foods. Now, world foods. Okay. Pretty broad category. But why does just about every supermarket spit out pasta? Because I think pasta's a world food, isn't it? They have a world food section, they have a pasta section. Darren A. Smith:
Purchase Decision Hierarchy Join Andrew Grant and Darren A. Smith in the fifteenth episode of Grocery Guru. This episode discusses the purchase decision hierarchy, shopper map, analytic hierarchy process, consumer decision tree... Whatever you call it, understanding how the shopper shops is key to category performance. You Can Read the Full Purchase Decision Hierarchy Episode Transcript Below: Darren A. Smith: Welcome to episode 15 of the Grocery Guru with Andrew Grant. Andrew, how are you? Andrew Grant: Good morning, Darren. Yes. Very, very well. Thank you. Darren A. Smith: Good. Good. All right. Well, this week we're going to get stuck in straight away because I know you and I had a debate earlier about purchase decision hierarchy. What the hell is it? Andrew Grant: Yeah, no, absolutely. The way customers decide what they're going to buy. Darren A. Smith: Okay. Andrew Grant: And a lot of commentators have said it's no longer relevant in the world of shopper insight. When a club card swipe can tell you everything you want to know about your shopper, category management's dead, isn't it? Darren A. Smith: Well... So it's also called customer decision hierarchy, consumer decision hierarchy. I like to call it shopper map because I think it gives you a map of how to shop something. And if you can't understand the map, you're not going to shop it or you're going to buy less of it. Andrew Grant: Yeah. But a lot of people would say, the minute you've got that club card or that loyalty data, you can see inside the basket and you can see what the shopper bought with what, when, from which part of the store, how often and how that links to his or her family situation. So why do you need to spend time at a flip chart, working out what the customer decision hierarchy is? Darren A. Smith: Because I think we need to know what decisions the shopper makes both before and at the fixture. Andrew Grant: Well, let's do a little test because I do believe that actually loyalty data is, as we kept going on about it, it's the future. And it can tell you a lot. There's one thing it can't tell you. So, Darren, I take you'd like a bit of wine? Darren A. Smith: Yes. Andrew Grant: I know you like to whine, but you do like some wine. Darren A. Smith: I like wine. Go on. Andrew Grant: Okay. So let's assume you are going on an essential journey to your local supermarket this afternoon. Darren A. Smith: Yep. Cool. Andrew Grant: And you're going to shop the wine aisle for the weekend. Darren A. Smith: Yep. Andrew Grant: Just do me a quick picture on a piece of paper of what you're going to buy. Darren A. Smith: Okay. Right, pen. Andrew Grant: Yeah. Darren A. Smith: Ready for rubbish drawing? Oh God, I feel like I'm back in art class at school. Now, this is what we buy as a treat. And I realized only six months ago, I've been saying it wrong for 20 years. Andrew Grant: What, Liebfraumilch? Oh, right. Darren A. Smith: Barolo. Andrew Grant: Okay. Right. That's interesting. You've drawn a bottle of wine. Darren A. Smith: Yes. Andrew Grant: So you're not in the market for a box of wine or one of those little miniatures that you used to be able to get on a train? Darren A. Smith: Not if I'm going this afternoon because it's Friday. No, for the family, who's the kids now drink wine as well. Kids in their 20's. Andrew Grant: So this is the bit where I think customer decision hierarchy is important because what a club card or a loyalty data can't tell you is that subconscious decision. You decided before, almost without thinking about it- Darren A. Smith: Yeah. Andrew Grant: ... I'm in the market for a bottle of wine, not a five-litre box of wine. Darren A. Smith: Yep. Andrew Grant: You've made a subconscious decision. It's the same with cars. If I asked you to draw the next car you want, you would probably draw a four-wheel-drive SUV. Darren A. Smith: Yeah. Andrew Grant: Yeah?
Grocery Guru Grocery Guru Episode 15: Discussing Purchase Decision Hierarchy with Andrew Grant & Darren A. Smith
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Purchase Decision Hierarchy Join Andrew Grant and Darren A. Smith in the fifteenth episode of Grocery Guru. This episode discusses the purchase decision hierarchy, shopper map, analytic hierarchy process, consumer decision tree… Whatever you call it, understanding how the shopper shops is key to category performance.
Purchase Decision Hierarchy – the way customers decide what they’re going to buy. You Can Read the Full Purchase Decision Hierarchy Episode Transcript Below: Darren A. Smith: Welcome to episode 15 of the Grocery Guru with Andrew Grant. Andrew, how are you?
Andrew Grant: Good morning, Darren. Yes. Very, very well. Thank you.
Darren A. Smith: Good. Good. All right. Well, this week we’re going to get stuck in straight away because I know you and I had a debate earlier about purchase decision hierarchy. What the hell is it?
Andrew Grant: Yeah, no, absolutely. The way customers decide what they’re going to buy.
Darren A. Smith: Okay.
Andrew Grant: And a lot of commentators have said it’s no longer relevant in the world of shopper insight. When a club card swipe can tell you everything you want to know about your shopper, category management’s dead, isn’t it?
Darren A. Smith: Well… So it’s also called customer decision hierarchy, consumer decision hierarchy. I like to call it shopper map because I think it gives you a map of how to shop something. And if you can’t understand the map, you’re not going to shop it or you’re going to buy less of it.
Andrew Grant: Yeah. But a lot of people would say, the minute you’ve got that club card or that loyalty data, you can see inside the basket and you can see what the shopper bought with what, when, from which part of the store, how often and how that links to his or her family situation. So why do you need to spend time at a flip chart, working out what the customer decision hierarchy is?
Darren A. Smith: Because I think we need to know what decisions the shopper makes both before and at the fixture.
Andrew Grant: Well, let’s do a little test because I do believe that actually loyalty data is, as we kept going on about it, it’s the future. And it can tell you a lot. There’s one thing it can’t tell you. So, Darren, I take you’d like a bit of wine?
Darren A. Smith: Yes.
Andrew Grant: I know you like to whine, but you do like some wine.
Darren A. Smith: I like wine. Go on.
Andrew Grant: Okay. So let’s assume you are going on an essential journey to your local supermarket this afternoon.
Darren A. Smith: Yep. Cool.
Andrew Grant: And you’re going to shop the wine aisle for the weekend.
Darren A. Smith: Yep.
Andrew Grant: Just do me a quick picture on a piece of paper of what you’re going to buy.
Darren A. Smith: Okay. Right, pen.
Andrew Grant: Yeah.
Darren A. Smith: Ready for rubbish drawing? Oh God, I feel like I’m back in art class at school. Now, this is what we buy as a treat. And I realized only six months ago, I’ve been saying it wrong for 20 years.
Andrew Grant: What, Liebfraumilch? Oh, right.
Darren A. Smith: Barolo.
Andrew Grant: Okay. Right. That’s interesting. You’ve drawn a bottle of wine.
Darren A. Smith: Yes.
Andrew Grant: So you’re not in the market for a box of wine or one of those little miniatures that you used to be able to get on a train?
Darren A. Smith: Not if I’m going this afternoon because it’s Friday. No, for the family, who’s the kids now drink wine as well. Kids in their 20’s.
Andrew Grant: So this is the bit where I think customer decision hierarchy is important because what a club card or a loyalty data can’t tell you is that subconscious decision. You decided before, almost without thinking about it-
Darren A. Smith: Yeah.
Andrew Grant: … I’m in the market for a bottle of wine, not a five-litre box of wine.
Darren A. Smith: Yep.
Andrew Grant: You’ve made a subconscious decision. It’s the same with cars. If I asked you to draw the next car you want, you would probably draw a four-wheel-drive SUV.
Darren A. Smith: Yeah.
Andrew Grant: Yeah? Because you’ve subconsciously said, well, I don’t want a Supermini-
Darren A. Smith: Yeah.
Andrew Grant: Or I don’t want an estate car. You draw a saloon. You wouldn’t draw an estate car because subconsciously I’m not in the market for an estate car.
Darren A. Smith: Nope. That’s very true. That’s very true. Now here’s the bit that winds me up. And I’m going to get on my high horse just for a moment. Shopping wine, I can’t see the data, but I would bet £5 of your money, Andrew, that people buy a lot of promotions online because they look at the wine fixture. They can’t understand the map and they go, “Stop this. I’m going to the bottle at the end because it’s on offer. So it’s probably quite good. And I’m going to grab that.”
Andrew Grant: Yeah, no, absolutely. And that’s what people… When people don’t believe in category management and decision hierarchy is they often rubbish it by saying, “Well, people just shop on price.”
Darren A. Smith: Yeah.
Andrew Grant: And actually, you’re right. The vast majority of people are very price-conscious.
Darren A. Smith: Yes.
Andrew Grant: But let’s put it this way. So you just drew you a nice bottle of Barolo, which if my memory serves me right, is a very decent Italian red.
Darren A. Smith: It is. It’s one of our favourites. Yes.
Andrew Grant: Okay. If Blue Nun is on offer in Tesco at £2.49 a bottle, are you going to buy that? It’s dead cheap.
Darren A. Smith: No-
Andrew Grant: No. Well, there you go.
Darren A. Smith: Because I tried Blue Nun when I was 17, it was horrible.
Andrew Grant: Okay. So the price isn’t important to you because if the price was the sole decision, you would buy the Blue Nun at 2.49 bug off.
Darren A. Smith: Absolutely. I agree. I agree. The other bit that winds me up, why is it that when I go to a restaurant it’s so different?
Andrew Grant: What, so much more expensive?
Darren A. Smith: No, no, no, no, not expensive. The map. So I open the wine menu in the restaurant and I’m looking, the first thing I see is, as we call it pink, white, or red or sparkling. Okay. So that sort of matches what’s in the supermarket-ish, but the next decision we make is a bit about the price because in a restaurant it was sort of £20-something much, much higher. And we’re looking at the grape. The kids quite like a Merlot. We don’t really spend that much about wine, but they quite like a Merlot, we like a Shiraz. That’s how we’re shopping. So why is it, it’s all laid out by countries in the supermarket?
Andrew Grant: Well, absolutely. Because lots and lots in there and we already burned three-quarters of our time because when we do this with clients, we spend a good morning, at least doing this because there are some fascinating insights that come out. But just talking about the restaurant experience, you’ve already decided the occasion.
Darren A. Smith: Yeah.
Andrew Grant: You’re not going to order a five-litre box of wine because it’s a restaurant occasion or I hope you don’t. So occasion is probably the number one factor when deciding on a bottle of wine. And I don’t want to denigrate any retailers here, but you’re not going to take the cheapest bottle of Fred Blog’s discount stores red to your mum’s 70th birthday party.
Darren A. Smith: Of course. Of course. The occasion’s important. Absolutely. Yeah. I would agree.
Andrew Grant: So occasion drives a lot of it, then as we’ve just said, it’s not the price with wine. It’s actually colour.
Darren A. Smith: Yes.
Andrew Grant: Because if you like red wine, are you really going to get tempted to buy Rose or white?
Darren A. Smith:
No. No.
Andrew Grant: You did on occasion maybe.
Darren A. Smith: Yep. So I’m looking at the first three decisions we make in any task. And I would guess with wine, it’s colour first, probably pricing somewhere in there, and then there’s something about the grape.
Andrew Grant: I think it’s the occasion, colour, and then it’s grape or brand actually. When you do the research, and I bought wine for a number of years, it was really interesting. People think the grape variety’s often the brand.
Darren A. Smith: Oh, is that?
Andrew Grant: They think Chardonnay is a brand as well as being an ’80s footballer’s wife. It’s also in their head, a brand. As is a Shiraz. And they often get confused and people with wine, and this is a UK thing because we were fairly late to the party drinking house wine. They go to a restaurant and they have a nice bottle of something that says Jacob’s Creek.
Darren A. Smith: Yep.
Andrew Grant: And instantly on the shelves, they look for that sort of brand beacon that says, Jacob’s Creek, or actually, I had that nice Shiraz. So they get the brand and the grape mixed up. Unfortunately, some people like that also buy it because it’s got a nice, big cuddly fat penguin on the label. I didn’t know you’d be surprised. If you look at the wine aisle, there’s lots and lots of bottles with nice, colourful lizards on it, big fat penguins, French men riding bicycles with a beret. A lot of people buy on that’s a nice bottle, that looks fun.
Darren A. Smith: Well, and that comes back to it’s… And I guess some wine buyers out there are thinking we ought to be more educated, but I think they need to make it easier for us. Why am I presented by an aisle that’s by country when I don’t shop by country? I don’t know Australian, I don’t care.
Andrew Grant: Well, again, that comes back to some of these ingrained habits. I mean, would you invent a category called frozen foods because you don’t think I must have a frozen burger for dinner tonight.
Darren A. Smith: No, no, very expensive.
Andrew Grant: I want a burger, and then you decide whether you want to have it fresh or frozen or eat out or whatever.
Darren A. Smith: Yeah.
Andrew Grant: The fact that it’s just so expensive to put frozen food cabinets in a supermarket means they all have to be clustered together.
Darren A. Smith: Yes.
Andrew Grant: So you create this artificial category called frozen foods that people just got used to shopping. And in wine, it was exactly the same thing.
Back in the ’60s or the ’70s, Sainsbury’s actually decided that the UK market was right for drinking table wine. And so they brought French table wine to the masses. Sainsbury’s being Sainsbury’s. As all good retailers, they said to the French wine board, “If you want to sell lots of wine tours, it’d be really nice if you paid for the displays.” So the French wine board at the time, very kindly paid a whole load of money for Sainsbury’s to set up a French wine section.
And then of course, when the Australians came along and said, “Good day, mates. Can we sell you some of our wine?” They said, “Well, yeah, but you’re going to have to pay for the space.”
Darren A. Smith: Right.
Andrew Grant: So hence now in every supermarket, there’s a French section. There’s an Australian section. There’s a Chilean section, et cetera.
Darren A. Smith: Wow.
Andrew Grant: It’s a hangover from way, way back.
Darren A. Smith: And what I see when I look at the wine section, there’s probably seven different maps from tiers to countries, to colour, to a format. And then you’ve got sort of the copy of the cheese, which is a mature red or light and fizzy, or whatever it is. It just adds more complexity. And then they started changing the bottle tops to match those colours and those varieties and it’s, oh, I’ve got so many maps to look at I can’t understand it.
Andrew Grant: Well, that comes down to the conundrum of category management. You’re trying to please all the people all the time because some people will want to buy their wine based on I’m having Stilton for my dessert course. Some people will hate sweet wines. They want something very, very dry. Some people will only buy wine if it’s won a gold medal somewhere, or if Heston Blumenthal says it’s the very best thing to drink in the Saturday Times. So what they’re trying to do with that complexity that you see, they’re trying to meet all the needs of everybody, which is why shelves have to work so, so hard.
Darren A. Smith: They do. And I think particularly for wine, a bugbear of mine, I think they’re trying to be a Jack of all trades, master of none.
Andrew Grant: Yeah. Now, who does category management perfectly? Final question before we have to go. Who does wine category management perfectly?
Darren A. Smith: God. Don’t know.
Andrew Grant: They all do. It’s when you go online. When you go online, yeah?
Darren A. Smith: Yes.
Andrew Grant: You can set the store app to Darren’s personal preference. So I only want to see Italian reds in bottles.
Darren A. Smith: Yeah, true.
Andrew Grant: I only want to see Italian reds in bottles under £8. And then you might do it by body or sweetness or dryness or ones that have won medals. So you can set out the store, whether it’s Tesco, Asda, Sainsbury’s, whoever to Darren’s personal wine selection.
Darren A. Smith: Yeah. And the challenge with that is if my wall of wine is this big, it’s only ever going to be this big because it will struggle to go wider than that. And then we go back to where Sainsbury’s was talking about sleep shopping some years ago, where we just, let’s order that. It comes, done. Okay, Andrew, we’re out of time. What’s the takeaway for our viewers before we go?
Andrew Grant: Well, I wouldn’t match wine with a takeaway unless it’s a really good takeaway. I think the takeaway is yes, look, I always find them great fun. Whenever we do this with clients, they love doing these decision trees. It’s great, great fun getting a group of guys and girls around a flip chart and getting them to try and decide how they shop, but then how other shoppers shop. So it is still valid even in this crazy electronic world of loyalty and insight and data that we keep banging on about. Some of the old truth still ring true.
Darren A. Smith: Very true. All right, thank you, Andrew. And next week, I think we’re going to talk about terminology and some of the crazy stuff we use in this industry that shoppers have no clue about.
Andrew Grant: Yeah. Okay. Let’s talk about that.
Darren A. Smith: Okay. Until next week.
Andrew Grant: Okay.
Darren A. Smith: Andrew, thank you.
For further tips and information, you can take a look at our Ultimate Guide to Category Management and our Category Management YouTube Channel. Also, check out our award-winning blog to see more Category Management tips and articles.
Range Reviews and Resets Join Andrew Grant and Darren A. Smith in the fourteenth episode of Grocery Guru: Discussing Range Reviews and Range Resets. You Can Read the Full Range Reviews and Resets Episode Transcript Below: Darren A. Smith: Welcome to episode 14 of the Grocery Guru with Andrew Grant. Andrew, how are you? Andrew Grant: Hi, Darren. Good, good. Thank you. You? Darren A. Smith: Yeah, I'm good, I'm good. Looks like you're at your mum's, am I guessing? Andrew Grant: I am at the homely palatial pile. Darren A. Smith: Very nice. Very nice. All right, looks lovely. This week I think we're talking about range reviews, range resets, that sort of thing. That's what we discussed? Andrew Grant: Yeah, I think we said last week, not a lot hot happening out there. About the only bit of newsworthy stuff to come out is Morrisons have had a virtual supplier conference and have announced a major category reset. What I found quite funny actually is some of the learned publications out there picked up the fact that it's a 170 category range review. Darren A. Smith: Wow. Andrew Grant: But published it as Morrisons to change 170 products. Yeah. Darren A. Smith: Well, that's not many, so that shouldn't take long. Andrew Grant: Might take them about 12 minutes, I reckon. Yeah. But no, it's 170 categories, full-on range reset by the sounds of it and utilizing their new Morrisons Edge shopper insight technology. Darren A. Smith: And is this their hookup with IRI, am I guessing? Andrew Grant: Yeah, with IRI. Darren A. Smith: Okay. So a crazy time to be doing a range review, range reset? Andrew Grant: Well, yeah, exactly. That was my first thought. We don't know what the new normal is. So they're going to be looking at a year's worth of data when... just take a few categories. People haven't really bought any sandwiches for lunch. People haven't been doing meal deals. Everybody's been baking at home and cooking at home. So ready meals sales probably aren't reflective of whatever the new normal is. So I think it quite, quite difficult to do a range review when the world's been turned upside down. Why the timing now, is slightly bizarre to me. Darren A. Smith: I don't know. I mean, it's a topsy-turvy time obviously to do it, and you're basing it on data that may then change as shopper habits change, we come out of lockdown, blah, blah, blah. Is it a brave move to be doing it? I think not is my suspicion. Not a brave move. Andrew Grant: I suppose, as long as they put a common-sense rule over it. But obviously, we don't know what data will come out, but you can sort of, with some of the macro trends we've talked about over the last few months, you could almost imagine a situation where a whole aisle of flour, you de-list ready meals, you take out front of the store and fill it with masks. That ain't going to be the new normal back in, hopefully, in May, June, July. Darren A. Smith: You're right, it's not. And I think with what we could both credit our friends in Bradford with more intelligence, and of course, they're not going to put a whole aisle of masks in, but it comes down to the nitty-gritty, doesn't it? Are they going to extend baking by 20% and then try and change it again in June when they go, "Hold on, we're now not all baking"? Andrew Grant: Yeah exactly. So it will be interesting. And I guess for the suppliers out there, our clients, it's going to be quite a challenging range reset for them to go through. I guess our message is we've got a lot of experience of this. And obviously, the inevitable negotiations that will come to fruit from the winners and the losers being put under pressure. So I guess, yeah. I guess the message of today's webinar is that we're here to help if there's any Morrisons supplier out there caught up in this range reset. Quite important, I think, that they spend the commensurate amount of time on it because it's going to be a weird one. Darren A. Smith: It is.
The Basic Principles of Negotiating Join Andrew Grant and Darren A. Smith in the thirteenth episode of Grocery Guru: The Basic Principles of Negotiating and the Squredance. You Can Read the Full Principles of Negotiating Episode Transcript Below: Darren A. Smith: Welcome to week 13 of the Grocery Guru, and we are with Andrew Grant. Andrew, hello. Andrew Grant: Good morning, Darren. How are you? Darren A. Smith: Hey, I'm good, I'm good. Lockdown, blah, let's not go through that. We've got a few weeks to go, vaccine. Let's talk about Grocery, what's going on in the world of Grocery this week? Andrew Grant: Well, it's been a quiet week, actually. You look at the news-wise, not very much has happened, actually. Nothing stands out. So I thought maybe we'd talk about, I think we did mention it last week in the end. Let's go back to basics. Let's talk about negotiation 101. Darren A. Smith: Oh, negotiation 101, okay. Now, recently I wrote an article in The Grocer, name-drop, about negotiation. And a couple of people wrote to me on LinkedIn and said it was very good. It was about me selling my wife's Beetle. And short story, the guy, we took it out for a spin and he said to me, while he was driving the Beetle, he said, "You know I want to negotiate." I said, "Yeah, brilliant." And we came back here, this is my house. And we're looking around the car, as two men do, and I know nothing about cars. We're kicking the tires. And he said, "Right, I'm ready to negotiate." And I said, "Cool." And I pushed the price up by 250 quid. And he said, "No, no, no, we were going to negotiate." I said, "I am." Andrew Grant: A little bit cheeky, a little bit cheeky. I'd suggest if you're a small supplier to a Tesco, you don't do that. But fair enough. I think in the world of cars, there are no rules. Andrew Grant: But no, I was reading an article in one of the Sunday papers about the Brexit deal. And they were saying that the deal was only done because the EU convinced themselves that Boris was mad enough to go through with a no-deal. So effectively, that Boris was willing to cut his nose off to spite his face. And it was only because they were convinced he was willing to do something almost illogical that they came to the party. And it just got me thinking about, I always remember being told, taught, "Never threaten something you're not willing to carry through." Darren A. Smith: Absolutely, yeah. Andrew Grant: Because if you get called out on it, that is your credibility gone forever and a day. Darren A. Smith: Well, and that's it. And you've lost the negotiation, but not only that, you've lost the relationship long-term. Because every time you ever bluff in the future, they'll say, "Yeah, we'll call it." Yeah, I'd agree. Andrew Grant: Yeah, and I think that's probably the critical thing when it comes to supermarket negotiations, hopefully, they're not just one-offs. You selling your wife's car is a one-off, clearly, you didn't mind if you upset the other guy. Andrew Grant: Yeah, hopefully, you'll never see him again. But yeah, if you're hoping to have a long and fruitful supply relationship with a supermarket, you really do need to get into that win-win zone. Into a lose-win, or even... Yeah, win for the supplier, lose for the supermarket, probably not a good long-term option. Darren A. Smith: No, no. And there's Steven Covey, in his 7 Habits of Highly Effective People, talks about in the habit win-win. A great story, where it goes through win-win, or win-lose, or lose-win. And he talks about the long-term effects of that. Because lots of people talk about win-win, but actually what they're sort of thinking is win-die, "I'm going to take as much as I can, and the rest can go poke it." But Covey puts it really, really well. So I'm going to recommend the audio version of that habit. Andrew Grant: Okay, yeah. Because yes, I think you're right. I think when people start negotiating, and certainly,
Tesco Christmas Q3 Results Join Andrew Grant and Darren A. Smith in the twelfth episode of Grocery Guru: Tesco Christmas Q3 Results - 80% of sales in large stores are through Clubcard. You Can Read the Full Tesco Christmas Results Episode Transcript Below: Darren A. Smith: Welcome to week 12 with The Grocery Group. It is Andrew Grant. Andrew, hello. How are you doing? Andrew Grant: Darren, good to see you again. How are you? Darren A. Smith: Hey, I'm all right. I'm all right. Lockdown, blah, vaccination, blah. We're not going to talk about any of that, are we? Andrew Grant: No. No. It's still the post-Christmas results season, and I thought today ... I think it was yesterday, Tesco's Christmas results statement was released. All very good stuff. Probably exactly what you would have expected. 8% like-for-like growth. People piling into Finest Christmas products. Lots and lots of online orders. So, I think the stuff we talked about last week in regard to Morrisons and Sainsbury's. So yeah, a very, very good festive season for Tesco, but- Darren A. Smith: You're talking about the Q3 statement for Christmas, aren't you, the results for Tesco Group? Andrew Grant: That's it. Yeah. Darren A. Smith: All right. All right. Andrew Grant: Inside that statement, not particularly hidden, but towards the end of that statement was a fascinating fact. They talked about the ... And it's very rare; actually, retailers disclose their loyalty information because it's pretty sensitive stuff. So quite surprised that Ken Murphy actually said that in large stores, 80% of their sales at Christmas were Clubcard sales linked to people swiping their Clubcard at the checkout. That's phenomenal. Darren A. Smith: That is high. So 8 in 10 pounds that are spent in Tesco is by someone who has a Clubcard, who's swiped. Andrew Grant: In their larger stores, which you can understand. Because obviously in the Expresses, they're much more transitory. Darren A. Smith: Yes. Andrew Grant: People dining in for a sandwich or a bottle of water are less likely either to have a Clubcard or to swipe it. But in their bigger stores, which is obviously the vast bulk of their volume, to have 8 out of 10 customers loyal, if you like. Loyal Clubcard shoppers. And what do you think's driven that? I don't think it was just the Christmas effect. I think it was something else. Darren A. Smith: What's driven that? Andrew Grant: I don't know if you're a Tesco shopper if you're a regular Tesco shopper. You should have noticed. Darren A. Smith: We're more online, but then it still happens there. So I think because I've had a look at the Q3 statements. I knew what you were going to talk about. I think you're going to say it's promotions. Andrew Grant: Yeah. I think they'd been incredibly clever. I mean, most retailers with their loyalty promotions, they're sort of second-best. They're sort of add-ons and throw-ins. "Oh, use your loyalty card and get a minor promotion." What Tesco, I think, have done very, very cleverly is taken their mainstream, high-hitting promotions and made them Clubcard-only. I mean, there are some fantastic Clubcard-only offers out there. And if you haven't got a Clubcard, you're wandering around a Tesco thinking, "I'm missing out on some fantastic deals here." So probably, again, data they won't share. They probably recruited a whole army of new Clubcard customers since they've started those promotions. Darren A. Smith: Well, I read the Q3 statement because I knew you were going to ask about it, and one of the things I read was that the ... Let's have a look. Clubcard penetration has gone up 10 points to over 80%, which ties in with what you said, and there are 2 million more active users. Wow. Andrew Grant: Ah, I missed that bit. I should have read a bit more closely. Right. So another- Darren A. Smith: I mean, that's truly amazing. Andrew Grant: Absolutely. I mean, and I guess the two important points out of that for ou...
Grocery Sales Christmas 2020: Who Are the Winners and the Turkeys? Join Andrew Grant and Darren A. Smith in the eleventh episode of Grocery Guru: Are there any Christmas Turkey Leftovers? It's that time of the year where we get to reflect upon the results of the Christmas 2020 trading period. Who were the winners and who were the turkeys when we take a look at the Christmas grocery sales 2020? You Can Read the Full Grocery Sales Christmas 2020 Episode Transcript Below:
Darren A. Smith:
Welcome to, this is week 11 of the Grocery Guru, with Andrew Grant. Andrew, how are you?
Andrew Grant:
Yes. Happy New Year, Darren. Season's greetings.
Darren A. Smith:
Yes. Thank you. How was your Christmas?
Andrew Grant:
Yeah, very good. Very good. I can't remember what part of lockdown we were in, but yeah, it was a pretty good Christmas, despite.
Darren A. Smith:
Yes. Then we had the announcement on Monday. But, let's ignore that, move on straight onto grocery stuff. So, I believe the title of the episode you've given us this week is, Are There Any Christmas Turkey Leftovers? Which has intrigued me, because I know nothing about what we're going to talk about this week.
Andrew Grant:
Okay. Christmas turkeys left over, maybe was the full title.
Darren A. Smith:
Ah, that one.
Andrew Grant:
No. It's that time of the year where obviously, you get to see who were the winners and the turkeys over Christmas. So the latest Kantar data came out, I think on Tuesday or maybe Wednesday. Tuesday, I think. So here we go, Darren. Which multiple do you think was the best performing over Christmas, by a long chalk?
Darren A. Smith:
Really? Okay. Best multiple. And is this growth on growth?
Andrew Grant:
Sorry. Let's say the best grocer.
Darren A. Smith:
The best grocer, okay. Is this growth on growth, or best overall market share?
Andrew Grant:
No, no. This is market share. This is growth in the however many weeks up to Christmas.
Darren A. Smith:
Okay. All right.
Andrew Grant:
12 weeks up to the 27th of December, the country's fastest-growing food retailer was?
Darren A. Smith:
I'm going to go Aldi. Now, I'm going to go, Aldi, because I think they were doing very well. We shopped in late December, or just before Christmas Day, and we found things like prawn rings, which were cracking value.
Andrew Grant:
Okay.
Darren A. Smith:
It was something like £3.80 for this prawn ring of 70 prawns.
Andrew Grant:
Okay. All right. So your answer is Aldi?
Darren A. Smith:
It is.
Andrew Grant:
I'll change the question then. Which was the worst-performing retailer over Christmas? Because it's the same answer, Darren.
Darren A. Smith:
Oh, is it?
Andrew Grant:
Oh, yeah. Absolutely. Aldi only showed 6% growth in a market that grew by 11.3.
Darren A. Smith:
Wow.
Andrew Grant:
I know. I was shocked for about five seconds, but there's a very obvious answer.
Darren A. Smith:
All right. So obvious that I don't know it. I can't even reach for it. So let me just understand. So they were five points of growth behind the average, Aldi?
Andrew Grant:
Behind the average. And when I tell you who the biggest, or when you guess who the biggest grower is, they were 30-odd points behind the biggest grower.
Darren A. Smith:
Okay.
Andrew Grant:
So what have we been talking about, quite a few of the last 10-odd episodes? What's been the biggest change in grocery this year because of the pandemic?
Darren A. Smith:
Okay. So we're talking about online shopping, I guess.
Andrew Grant:
Okay. And what haven't Aldi got?
Darren A. Smith:
Online shopping. Very good point, Andrew. Very good point. I think you've caught me out.
Andrew Grant:
Absolutely. So I think Aldi has really, really suffered. If you think the last three or four years we've expected to see double-digit growth from the likes of Aldi and Lid...
E31 – Leading Organisational Change: Interview with Jackie Lanham Jackie Lanham is Hilton Food Group's Chief People Officer, with a career history that tells a story of leading change in all its forms to help businesses to achieve their goals. It comprises of 3 key phases:
HR Generalist and Business Partner covering all aspects of HR. Large leadership roles establishing and running HR centralised and shared services. Developing and implementing strategies to ensure business success now and for the future through culture, capability and organisation design.
What really makes her tick?
Change. Creativity. Performance. Fun. Results. You Can Read the Full Transcript of Our Interview With Jackie Lanham Below: Darren A. Smith: Welcome to the MBM block. We are absolutely delighted to welcome Jackie Lanham. Jackie, welcome. Jackie Lanham: Thank you, Darren. Darren A. Smith: This is our blog where we talk to experts and people who practice in the field right now, and we're talking to them about soft skills. Jackie and I know each other and we have selected the topic, well, Jackie did, of leading organisational change. Is that right?
Hilton Food Group's Chief People Officer Jackie Lanham: Yeah, absolutely spot on. Darren A. Smith: Good. I thought if we've chosen another topic, I've really stuffed up the first part of this, but that's okay. Jackie Lanham: We can do buying handbags if you like. Darren A. Smith: I'll tell you about a friend afterwards who did a vlog on all her handbooks. No, maybe one for another time. We have the pleasure of Jackie's company for about half an hour. We have a bunch of Google questions. So these are the questions that people typically ask around this topic. We're going to put them to Jackie. But before I waffle on anymore Jackie, would you tell us a little bit about you please? Jackie Lanham: Course. And thank you so much, Darren, for inviting me here to have this conversation with you. I'm really looking forward to it. As Darren said, my name is Jackie Lanham. I am the chief people and culture officer for Hilton Food Group. And Hilton Food Group is a premier food packaging organisation. Absolutely focused on the protein category. Well known in meats, also getting well-known in fish, and also in vegan and vegetarian products as well, on an international basis. Jackie Lanham: I love my job. I get the opportunity to talk to people across Europe, into Australia, and also have the wonderful opportunity of building things into new countries, most recently, Belgium. In my role, I'm really responsible for facilitating our thinking around our people strategy, and really ensuring that our people love working for us, are fully engaged in what we do, because we know people who love their work, love working for the business, produce the best. Darren A. Smith: Very true. Very true. Yeah, very true. Okay. And you haven't just worked at Hilton... I say just. Jackie Lanham: Oh, no, no, no. This white hair is earned, unfortunately. I got into human resources pretty quickly, and I have to say, I love it. Absolutely, felt very lucky to find my forte really early on in my career. I've worked across retail for the Co-operative and Tesco within the U.K. And also, I've worked on an international basis within the financial services' sector. A period of 11 years with JPMorgan Chase, and a period of seven years with, also, Aviva, in the insurance sector. Jackie Lanham: I think what I absolutely adore about the profession I'm in, is the fact that it's pretty transferable across different sectors. And I think I'm at my best when I'm working in businesses that are absolutely focused on delivering to the customer. Yeah, that what I enjoy doing, and really working with businesses who have that at their heart. Darren A. Smith: Brilliant. I'm going to go off at a slight tangent, and hopefully, you'll be okay with it- Jackie Lanham: You did. Darren A. Smith: I'm looking through my...
2021 Predictions Join Andrew Grant and Darren A. Smith in the tenth episode of Grocery Guru: Good Riddance 2020! Our Predictions for 2021... You Can Read the Full 2021 Predictions Episode Transcript Below: Darren A. Smith: Welcome to episode 10, with the Grocery Guru that is Andrew Grant. How are you? Andrew Grant: Hello Darren. Yes, Merry Christmas. Darren A. Smith: Merry Christmas to you. We're the 17th December, not long until the big one, until the big, fat man comes. Andrew Grant: Yeah. One week, one week, six nights, seven nights, something like that. Yeah. Darren A. Smith: Seven nights. All right. In this episode we said that we would talk about predictions for '21, trying to put 2020 behind us with a big boo and a mask. Andrew Grant: Yeah. No. Absolutely. I mean, obviously, it's been a pretty horrible year... everybody around the planet. We won't be doing this again until it is 2021. So yeah, farewell 2020, won't be missed. What's 2021 going to look like? I've been thinking of a few things that may or may not happen. I don't know about you if you have any predictions? Darren A. Smith: Well, I've got a few predictions, so I'm going to share my first one with you. I've got a few and I'm sure you have too. I'm going to predict that the title of the national account manager is going to be wiped. What I mean by that is national account managers traditionally looked after the account, looked after the buyer, did the negotiations. I think they're all going to be turning into shopper insights managers, insights managers, category managers. I think it's going to go. Andrew Grant: And NAM becomes a SIM. Darren A. Smith: And NAM becomes a SIM, yes. Andrew Grant: I think we talked about that last week, didn't we? Absolutely. I think you said that any national account manager that's been [inaudible 00:03:19] months and maybe is slightly worried about his or her future, the future gets on top of the data. Become an expert at turning that data into insight so that you can sit on Zoom with your supermarket buyers and show them that you know their shoppers better than they do. Darren A. Smith: Like it, like it. All right. That's my first prediction, call me Nostradamus. What's yours? Andrew Grant: Mine, I think this is a very, very safe bet of £10 of your money, Darren. I know you don't like spending your money on bets. But Amazon gets added to GSCOP, so the Grocery Code Adjudicator makes Amazon the 14th, I think I would be right, the 14th retailer to be covered by the code. With all this COVID stuff Amazon's business has just skyrocketed this year, and possibly almost under the radar. But I think 2021 will be the year when the new adjudicator goes, "This is a massive, massive food business now." We're also going to have the first Amazon ghost stores, the checkout-less, completely checkout-less electronic stores. They'll probably open first quarter. And probably just the publicity [inaudible 00:04:39] publicity over those will raise the awareness. So yeah, Amazon to be added to GSCOP. Darren A. Smith: Okay. All right. I think you're right, to make 14. So that will be Mark White, the new GCA Groceries Code Adjudicator. Andrew Grant: Yeah. If you're him you're just coming into that fabled first 100 days, what's the thing that you can say you've done in your first 100 days? Darren A. Smith: Very true. Very true. All right. All right. My prediction- Andrew Grant: I think that's a good headline. Darren A. Smith: Sorry, go on. A good headline? Andrew Grant: No, a good 100-day headline for him is, "Yeah, I've added Amazon to the list of covered retailers." Darren A. Smith: Very true. Very true. All right. So currently 39% of us buy our groceries online. So that's 39%, so let's call it 40%, 4 out of 10 of us are buying groceries online. I'm going to make an easy prediction, 2021 that's going to topple above 50, which means one in two people are buying their groceries online. Andrew Grant:
The Three Ghosts of Christmas Join Andrew Grant and Darren A. Smith in the eighth episode of Grocery Guru: The Three Ghosts of Christmas; Past, Present and Future. You Can Read The Full Three Ghosts of Christmas Episode Transcript Below: Darren A. Smith: Hello. Welcome to episode nine of the Grocery Guru. We're here with Andrew Grant. Andrew Grant: Hi, Darren. Darren A. Smith: Hello. You're looking very festive with your Christmas tree. Andrew Grant: Yes, look. Yeah. All nice and ready. Not a lot of presents under the tree. A bit worried. It must be these port delays that we're hearing about. Darren A. Smith: It must be. Now one of my favourite films is the Christmas Scrooge Muppet Carol with Michael Caine. Andrew Grant: Yeah. Michael Caine. Darren A. Smith: Now I've said that because I've set you up in the... I don't know, you want to talk about the three ghosts, is that right? Andrew Grant: Yeah. No, the Christmas Carol. Yes. Charles Dickens, the Ghosts of Christmas Past, Present and Future. They visited Scrooge on Christmas Eve and yeah, I think this is really aimed at, I guess, at account managers, because obviously, the Ghost of Christmas Past, both you and I as buyers used to see, I don't know, what 20 account managers a week? Darren A. Smith: Yeah, yeah. Or more. Yeah, yeah. The whole variety. Yeah. Andrew Grant: They'd spend their day driving down the M1, they'd turn up with that Greggs sausage roll pastry on their suit. They'd have a nice half-hour chat with us. We might even give them a cup of coffee. And then they're off to have a sleep in the lay-by for the afternoon. Darren A. Smith: They were all hardworking as well. Andrew Grant: I'm sure they were all very hardworking but unfortunately, the fact of Christmas present is, I'm not sure there'll be a single account manager out there that has actually had a physical meeting with a buyer this year. And we've said in a couple of these episodes, haven't we, that the last nine months has compressed 10 years' worth of change to everything. To all our lives, but, just as much grocer, I think we said it with home shopping, home deliveries and now at the stage where they were expected to be in 2030, not in 2020. Darren A. Smith: And wasn't it the CEO of Airbnb that said something like 18 years of development has been crushed in nine months. Andrew Grant: Yeah. This nine months has changed our lives at warp speed. And just thinking of the account manager, nine months without a physical meeting with a buyer, lucky probably even to get Zoom meetings. Darren A. Smith: Yes. Andrew Grant: So the future, looking forward to the Ghost of Christmas Future is, and not wanting to be too bleak about it, but I think buyers have become a lot more self-sufficient, a lot less needy of their account managers in the last nine months. And I don't see that changing. Darren A. Smith: Well, that's very true. And also I'm just going to touch on the Ghost of Christmas Past a little more, in that those account managers, some of them are excellent at their interpersonal skills, building relationships and that's all flipped on its head where they're now trying to do it over Zoom, which is much, much harder. Andrew Grant: Darren, remind us of your Zoom statistic. Why is Zoom so difficult? Darren A. Smith: Well, Zoom's difficult because the eye can see 576 million pixels. Now that just means we're in higher resolutions. When I see you face to face, you're in high resolution, I can see all the corners of your mouth changing, your eyebrows raised, all those nonverbal cues that could be an idea of what you're doing or what you're really saying. But over here, my laptop's running about a million pixels, maybe a million and a half. So it's like watching someone through a fog. I can't see all the little changes that you're making that give me the idea of what you really mean. And that's hard and it's exhausting. And that's why the Ghost of Christmas Past, sorry,
The Future of High Street Join Andrew Grant and Darren A. Smith in the eighth episode of Grocery Guru: The Future of High Street. You Can Read the Full Future of High Street Episode Transcript Below: Darren A. Smith: ... keeping their staff safe, understanding the rules, blah, blah, blah. You're right. They've done it. Do you say they were cajoled into doing this? Andrew Grant: Who knows. Who knows the discussions I had. I think the important thing is that it's been done and I guess that's sort of the breaking news. So it almost links to what I was going to talk about today, which is they're also having to, as we've said in a couple of the previous episodes of this, they're having to deal with change to their market where 10 years of change has happened in six months. [crosstalk 00:00:00:38]. Darren A. Smith: Yeah, yeah. Andrew Grant: Yeah. And the costs involved in just coping with that must be immense. Darren A. Smith: And what does that mean? I mean, we've got the future of the High Street. I'm sure that's well documented. And particularly we've got Debenhams, Arcadia recent. The future of our High Street, I mean, is it all going to be coffee shops and hairdressers? Andrew Grant: Well, it's interesting. I think, unfortunately, you get the pain before the game. I saw over the weekend, Bill Grimsby, Bill Grimsey, I don't even remember him, used to run Iceland and then Wix. Seasoned retail professional. Got a lot of time for the guys. A really good operator. I think he interviewed me once but didn't give me the job. So anyway, not everyone's perfect. But he basically was saying that people like himself spent the eighties and the nineties creating Lego brick towns where you can remember every single town was a copycat. There was a Boots, a WHSmiths. Also a Tesco. There was a Curry's, there was a God going back, Timothy Wise, Radio Rentals, and every town was a carbon copy. Darren A. Smith: And I remember as a kid and then becoming an adult, you, you went from towns being very different. You've visited towns as a kid and you saw different things. And then as an adult, we went to towns and it was exactly the same damn thing in every town. But now that's going to go completely off. Andrew Grant: That is the opportunity that supermarkets, as we said, they will be different. They're not going to have deli counters. As we said, I think last week or the week before, these urban fulfilment centres where half of the store turns dark and the new Lego brick is online. So online is increasing, how do you differentiate online because you can offer everything online? So people love the convenience of online. They love the convenience of the van turning up outside the house, but it's not exactly exciting, is it? Darren A. Smith: No, it's not. I mean, one of the things that have happened is speed. You can now get something in about five hours of ordering it off some website. Andrew Grant: Yeah. Darren A. Smith: Some in 12 hours, 24. The days of taking 3 to 5 business days are gone. So that [inaudible 00:03:05]. Andrew Grant: People want to touch and feel. They want to touch, feel, smell, experience stuff before they buy it. Particularly, maybe not necessarily food but certainly think of clothes. So how many times do you buy clothes and they don't fit or they're not quite what you expected. People will still want shops. Darren A. Smith: The returns policy comes in and it has to be absolutely open. Free delivery, free try on, send back whatever you don't want I'll put the money in your account before it arrives to us. Andrew Grant: Which is where Amazon, whether you love them or don't love them, absolutely brilliant. But anyway, I've got a quiz for you. I've got a quiz for you, Darren. So future of the High Street, there has been research done in terms of what will encourage people into stores if there aren't any deli counters, the grocery becomes part of the dark store,
Who's the Pantomime Villain? Join Andrew Grant and Darren A. Smith in the seventh episode of Grocery Guru: Who's the Pantomime Villain? You Can Read the Full Pantomime Villain Episode Transcript Below: Darren A. Smith:
Hi, Andrew, welcome to week six. How are you doing?
Andrew Grant:
Is it week six or week seven? I can't remember. But yes, I'm good.
Darren A. Smith:
Definitely one of them. This is week six, we think, with the Grocery Guru that is Andrew Grant. Now, he's looking like he's just stepped off an Eminem video.
Andrew Grant:
I'm not sure how many people can remember that far back, but yeah, it's quite cold here. I think we're moving into the proper weather for the proper season.
Darren A. Smith:
We are. We are. So this week, what are we talking about?
Andrew Grant:
Well, I think, as I said, we're moving into Christmas season, despite the government possibly doing its best to stop us enjoying ourselves, whether that's right or wrong. I think it's pantomime season. I think it's time to start rolling out the, "He's over there", and, "Oh yes, he did."
Darren A. Smith:
"Oh no, he's not."
Andrew Grant:
"Oh no, he's not." Have a look at maybe some of the villains, pantomime villains for the season.
Darren A. Smith:
All right. And pantomime season's coming up. May happen, may not. But I get your point. Who's our villain that you want to talk about?
Andrew Grant:
Well, I just think because we're trying to keep these things topical, the British Brands Group, which encompasses some of the biggest UK brands, published a review this week of retailer compliance to GSCOP.
Darren A. Smith:
Oh, okay. Okay. [crosstalk 00:01:24] For those that don't know is a piece of law governing UK supermarkets.
Andrew Grant:
Yeah. And every year legally, each of the 13 designated supermarkets has to write a report to the adjudicator. The government official that runs GSCOP telling her, now him, how they've done. British brands have collated all that. And yeah, here we are. Let's have a guess. So the, the country's largest retailer is...
Darren A. Smith:
Tesco.
Andrew Grant:
How many complaints of all the many thousands of suppliers they deal with and the billions that they spend with suppliers each year. How many complaints do you think they had last year? Sorry, alleged complaints.
Darren A. Smith:
Okay good. So these are breaches of GSCOP and by the way, you worded the question, I should say thousands, but I'm going to guess it's not.
Andrew Grant:
Okay. Well, they're alleged breaches, Darren.
Darren A. Smith:
Alleged breaches. All right, so I'm going to go with 250.
Andrew Grant:
Okay. It was 45-
Andrew Grant:
...which the worst some headlines in the business, press trade press over the week saying, "Tesco are the villain. Tesco, the GSCOP villain." With 45 alleged breaches amongst I reckon that's less than 2.5% of their suppliers who have made an alleged breach. My view that's pretty good.
Darren A. Smith:
Yeah. But you and I have talked about this before and I've played along for the last couple of minutes, but here's where I don't play along. There are about 10,000 suppliers out there and 45 complaints are bugger all. And that is not a measure of how well they're doing. It's just not.
Andrew Grant:
Okay. Why don't we then divide the 45 complaints into how many billions of pounds the supermarket spend with suppliers. And it will come out... You'll run out of zeros after the point.
Darren A. Smith:
You will be. Here's a stat for you. So I got this one from LinkedIn in preparation for our week six, [crosstalk 00:03:31] and I should read it to you. "For every complaint, not GSCOP specific, but every complaint there are 26 other unhappy customers." Now I worked out that last year, last 12 months, there have been 154 breaches, alleged breaches of GSCOP. And if I times that by 26, I arrived at about 4,000.
It's CPI Time! Join Andrew Grant and Darren A. Smith in the sixth episode of Grocery Guru: It's CPI Time! You Can Read the Full CPI Time! Episode Transcript Below: Darren A. Smith: We're in week six. Last week, we spoke about the demise of the deli counter and how it was a bit like a turkey at Christmas. Remember? Andrew Grant: Remind me of the turkey at Christmas analogy. Darren A. Smith: I was trying to say that a counter is a bit... You don't want to get rid of it. You don't want to get rid of turkeys at Christmas. No one really likes how they taste, but they are Christmas. Andrew Grant: But given what this stage has done, I'd say they are stuffed. Darren A. Smith: Yeah. All right. What are we talking about this week? In week six. Andrew Grant: Well, I know you like a good riddle at the start of these conversations we have, get you and get your brain matter going during the lockdown. So here, here are our test top three things guaranteed to annoy a buyer, hang on a second now. I'll give you the first two and you've got to guess the third. Darren A. Smith: Right? Go. Andrew Grant: No. Top three things not to say to your buyer. If you're an account manager if you don't want to ruin their day. One, I'm having an affair with your nearest and dearest. Darren A. Smith: Fair. Andrew Grant: Two. I have just run over your favourite pet cat or dog. Now, obviously, depending on the buyer, those first two could be interchangeable. Darren A. Smith: Yeah. Andrew Grant: But what was the third one guaranteed to put your buyer into a bad mood? Darren A. Smith: I have, we've just managed to not deliver the stock that you absolutely need to do for Easter Christmas or a big promotion. Andrew Grant: Yeah. A bump in the road. No, the, the number three guaranteed to ruin that day is we're putting through a cost price increase. Darren A. Smith: Yes. Andrew Grant: As I said, other than you running over their favourite Pet, or having an affair with their nearest and dearest, it's probably the worst thing you can say to a buyer. Darren A. Smith: So what about when suppliers used to say, but if you put the prices up, You'll make more money? Darren A. Smith: Yeah but. Yeah. I think you see with the buyer. A Couple of things is one, will the market, particularly the current market take a retail price increase. Everybody watches everybody, but it's actually a lot more personal than that. Cause you've been a buyer. I've been a buyer. You know, you've got to sit in that trading room on a Monday morning and the boss goes through all the figures and everybody gets a bit of a beating because the figures aren't good enough. And then he, or she turns to everybody and goes, right? What news we got guys and ladies and everybody else has got fantastic news. Like, Oh my new product, number one, I've just won a prize for whatever. And then Darren has to put his hand up and go, oh, I've just accepted a 10% cost price increase from Fred blogs, grocery company. Darren A. Smith: It's like a hit on my bottom line of X hundred thousand. So the next question comes from He or She manager, how the hell are you going to get that back? Well, you've just spent a week negotiating and trying to figure out how to get what was 18% down to 9%. And now you've got to figure out how to close the gap? Andrew Grant: Yeah. Normally it just ends up not even with a challenge like that. It's just like you map it. Darren A. Smith: Or worse. Yes. Andrew Grant: Yeah. Now its the rest of your 8 weeks ruined. So anyway, so come to the point, cost price increases, I think are obviously inevitable. Particularly after this year where so many suppliers have had to spend enormous amounts of money, during lockdown to either be COVID safe or to get extra deliveries out there, et cetera, et cetera. Andrew Grant: So costs have been rising and we have the big B word happening in January. Still, nobody knows whether there will be a deal or not,
Discussing the Deli Counter Demise We all love them, buy a treat from them occasionally, but have they had their day? Are we witnessing the demise of the deli counter? Is it time to put them out to pasture? You Can Read the Full Deli Counter Demise Episode Transcript Below: Darren A. Smith:
Welcome to week five with the Grocery Guru, there is Andrew Grant. Andrew, how are you doing?
Andrew Grant:
Yeah. Good morning. I think it's still good morning, Darren. But suffice to say I'm in mourning.
Darren A. Smith:
You are in mourning.
Andrew Grant:
See what I did there? See what I did there?
Darren A. Smith:
I see that was a good double pun. I understand you're in mourning because of some news about some counters. Is that right?
Andrew Grant:
Yeah. Sainsbury's closing all their meat, fish, and deli counters, which was ground zero for me as a fresh face graduate buying fish for Sainsbury's fish counters. So a little bit of history ending for me so hence the small little tear of regret.
Darren A. Smith:
So the retail landscape, the high street is changing, counters are going for one of the big supermarkets. But interestingly, I also read that Waitrose has taken advantage of this and put more lines, extended their range on their counters.
Andrew Grant:
Yeah, it's interesting, isn't it? I've got a sneaking suspicion that a person with a calculator and a red pen made the decision to close those counters. If you dial into their half-year results presentation to the city, they said they'll save 60 million by closing the counters. Now their underlying profits are really 300 million, so that's a good 20% of profits that will get boosted when they close them. So I think it's very much been a financial decision.
Darren A. Smith:
And I'm not surprised by that. Now, did you know that MBM used to have a sister business called MCM?
Andrew Grant:
Well, I do remember you used to be in the counter business because the other point I was going to make it all right, you're going to save 60 million in operating costs. But what do you do with all that metal and perspex and refrigeration and yeah, it's an expensive kit.
Darren A. Smith:
So we used to be very big into counters. At one point for four years, we coached all the food counter people at Sainsbury's and then made a great market share difference for them. They then took it in-house and we took the idea to Tesco, had a team of 60 people coaching all the people behind counters. So I know a bit about it. Now what one of the Tesco's guys said at the time, was the counters was the window to fresh. And if shoppers saw counters looking good and feeling good and it was intangible, they said that was something we need to keep. Because it keeps shoppers coming in, even though they didn't buy from it.
Andrew Grant:
Well, I think that was unfortunately the reality. Having spent a bit of time on fresh fish and deli, unfortunately, yeah, it's poor Mrs. Miggins or Mr. Miggins shuffling along to buy six slices of crumbed ham for their lunches. So the only stuff that ever sold was the basic stuff, your pork pies and your breaded ham and cheddar cheese, which obviously you can also get in pre-pack. So the only people who tended to buy on the deli counters were people wanting tiny, tiny portions. And yeah, I can remember doing it myself trying to launch exotic stuff, exotic hams, and exotic sausages and God knows what. It just didn't sell and then after about six weeks, you get all the store managers and area managers complaining about waste. So you took the easy decision. I think it's a real shame.
Darren A. Smith:
It is. It is a shame. Unfortunately, I see counters and always did, a bit like a turkey at Christmas. I wouldn't have a Christmas without one but I don't necessarily think about it first.
Andrew Grant:
Yeah. Yeah. It is going to be interesting to see whether the decision will come and bite Sainsbury's in the bum.
How the New Normal May Impact Holidays In this episode of The Grocery Guru, we discuss the ‘new normal’ and how this is likely to affect Christmas. Touch challenges for our industry during Covid-19. You Can Read the Full New Normal Episode Transcript Below: Darren A. Smith: Hello. We're on week three of the Grocery Guru. That is Andrew Grant. Hello. Andrew Grant: Hi Darren. You okay? Darren A. Smith: Yeah, I'm good. I'm good. So in our first week, we talked about the UFC's, which were Urban Fulfillment Centers. In our second week, you said to us that category management is dead, very provocative, very emotive, which we had a nice debate about. And in week three, I'm waiting with bated breath. What're we talking about? Andrew Grant: Well, maybe slightly off-topic, I'm not sure. But Christmas, and what are you buying me, Darren? Darren A. Smith: Oh. Andrew Grant: Front of my mind. Darren A. Smith: I was thinking of a big pair of those monster slippers. Andrew Grant: Oh, with Garfield on the front? Darren A. Smith: All right. Why is Christmas on your mind? Apart from it's coming up in- Andrew Grant: No, just thinking. What is it today? The 27th. So it's the end of October. We are ... in two months' time Christmas will be done. Darren A. Smith: Yes. Yes. Andrew Grant: And I'm just thinking back. If we think back to sort of the 23rd of January, two months on from then, 23rd of March, when we got ... Boris locked us all down. Did we really expect on the 23rd of Jan, that what happened to us was going to happen? I mean, we knew something was going on in China. There was a city we never heard of called Wuhan, and some people were getting bad colds. Could you ever have expected two months later, us to go into what we've now had for six months? Darren A. Smith: No, no, not a chance. Something to do with a bat as well as in the story, wasn't it? Andrew Grant: Yeah. Yeah. Some strange seafood market and doing strange things with bats. But yeah, whatever. Darren A. Smith: All the people out there talking about grocery. Why are you thinking about it now? Andrew Grant: What is the link? Well, I'm just thinking that this is traditionally the time, post-Halloween, when the retailers go into, and I'm going to use the phrase actually, go into Christmas lockdown mode. 1st of November it is all about the home run to Christmas. They start counting back to Christmas Day. So it's Christmas Day minus 56 days, 55 days. All their plans.
This Christmas, we have no idea what might happen. And it was interestingly the COO of Tesco on Monday saying, "There won't be a problem, but we really do suggest you start shopping early." So I think quietly they are petrified that will they be able to supply Christmas? I guess more importantly for them, what sort of Christmas will they supply? And I can imagine the best-sellers are going to be two-meter long Christmas crackers. Socially distanced Christmas crackers. If you want to make some money, get yourself into the two-meter Christmas cracker market. Darren A. Smith: Only you. Interesting, I was talking to a client earlier today, and she said that a supermarket was talking to them about contingency. Would they go find a similar supplier like themselves, that should they get COVID, could they then turn on a similar supplier? They were ... Well, the chest was out, the head was back. "No, we're not doing that." But then the supermarket said, "Yeah, you got to." Andrew Grant: Well no, think about, and you've been there, think about fresh foods. So grocery and non-foods, the stuff's been ordered for a long time. But you remember the days of making sure all the gate codes hit the 25th of December, and you can only order the cream seven days ahead, I think. The pigs in blankets, four days ahead. The turkeys, eight or nine days ahead. And you're right. I mean only this week, was it, another couple of factories got shut down because this COVID runs rampant in a cold,
Urban Fulfilment Centres In the Grocery Guru's pilot episode, Andrew Grant and Darren A. Smith discuss Urban Fulfilment Centres and how it will affect the UK grocery industry. Find out what UFC’s are, and how they will impact the grocery industry. Tesco is first with Asda hot on their tail. You Can Read the Full Urban Fulfilment Centres Episode Transcript Below: Darren A. Smith:
Andrew, how are you doing?
Andrew Grant:
Good morning. I'm very good. A cup of tea. All ready for a few minutes' chat.
Darren A. Smith:
Cool. So, we're here with the Grocery Guru, the man that is Andrew Grant, and this is our weekly slot for about 10 to 15 minutes, let's see. We're going to ask him what the latest is going on in the world of grocery. We wanted to call him Andrew Gandalf, but he won't let us, so it's going to be Guru. So, Mr Grocery Guru, what's going on in the world of grocery at the moment?
Andrew Grant:
Well, a test for you Darren. If I said to you UFCs, what springs to mind? It's the latest happening thing.
Darren A. Smith:
Ultimate Fighting Champion.
Andrew Grant:
That's a good one. Not unidentified flying curry?
Darren A. Smith:
Oh okay. Yeah. I like that.
Andrew Grant:
That's what happens if you leave the microwave on too long. Any more guesses? The latest happening thing in the world of grocery that every national account manager needs to be aware of.
Darren A. Smith:
I'm on the spot now. Urban depot thing.
Andrew Grant:
Well, you missed the F and the C out, but you were close with urban. Right, urban fulfilment centres, the latest buzzword in the world of grocery, UFC.
Darren A. Smith:
UFC. Yeah.
Andrew Grant:
Everyone's probably heard the stats, it's been very well documented over the last few months. But as a result of lockdown, obviously, a lot of people decided they weren't going to go to supermarkets anymore, either because of the restrictions of going round those supermarkets or the fact that they were worried about catching the virus. So as a result online home delivery grocery has grown more in six months than it did in the previous, I think 10 years is the stat.
Andrew Grant:
We've got some of the retailers now up to 30% of their orders are online.
Darren A. Smith:
I didn't know that. So a third of their sales are online now?
Andrew Grant:
I seem to remember that stat. For goodness, don't hold me to it, I'm sure you will.
Darren A. Smith:
No. It sounds plausible.
Andrew Grant:
But they're basically certainly 10 years' worth of growth in six months. Now, obviously, anybody that knows anything about home deliveries, there's two basic models. You got the Ocado and the Amazon technical model, whereby they have huge, massive, great automated warehouses, cost gazillions in capital spend to get them up and running. Or you've got the route that Tesco pioneered, God, what, 15 years ago I think now, maybe longer than that, whereby you pick in store. So you use the quiet times in-store and you send somebody round as almost like a phantom shopper filling up a trolley with all the stuff. That's a very cheap route in, but it's labour-intensive and it's slow, and it's expensive from a cost per pick basis.
Andrew Grant:
So the Ocado system, once you've spent your gazillions, the cost per pick is actually very cheap, but you've got to spend the gazillions. The Tesco model, the Sainsbury's model, the Morrisons model, doesn't cost any capital investment but costs you quite a lot in terms of having one person picking the stuff for one store.
Darren A. Smith:
I've seen them in stores, like personal shoppers going round with trolleys like customers and they're doing the shopping for it. Yeah. Okay. Get it. Yeah.
Andrew Grant:
And think about it, if you like, how we've been duped for the last 50 years, because if I came along to you with a concept for a new consumer-facing business, and I said, "Darren,
Discussing the New Grocery Code Adjudicator Mark White has taken-over from Christine Tacon. What will the new grocery code adjudicator want from the named retailers? And will he name Amazon in 2021? You Can Read the Full New Grocery Code Adjudicator Episode Transcript Below: Darren A. Smith: Welcome to week four of The Grocery Guru with our grocery guru, Andrew Grant, hello. Andrew Grant: Hi, Darren, how are you? Darren A. Smith: I'm good. We're not even going to talk about L-O-C-K, up or down. Not mentioning it, not allowed. Andrew Grant: Okay, day one, 26 to go. Darren A. Smith: He mentioned it. Okay, moving swiftly on. So we've talked about Urban Fulfillment Centers. We've talked about Category Management is Dead. What are we talking about this week? Andrew Grant: Oh, you missed week three. Darren A. Smith: Oh God, we did. Andrew Grant: Well, we were talking about what we can't talk about, and how-
New Grocery Adjudicator- Mark White Darren A. Smith: Yes. Andrew Grant: Yes, and how difficult Christmas is going to be. And if you think about it, we spoke about that last Thursday and it was on Saturday morning we all found out, that actually our worst fears, even worst fears were coming true. Darren A. Smith: I know. Do you see what I did there? I didn't even talk about it. I just went straight over it. What are we talking about this week? Andrew Grant: Okay. Let's say how up with the latest grocery-news you are. I want to talk about the latest grocery kid on the block. A gentleman by the name of Mr Mark White. Any ideas? Darren A. Smith: I think you'll talk about the GCA or the Groceries Code Adjudicator, also known as the Grocery [Tsar 00:00:01:22], am I right? Andrew Grant: Oh, very good. Yes, you obviously read your industry news or you've got the right alert set up on your phone. Yes, Mark White took over as the UK's second Groceries Code Adjudicator on Monday [crosstalk 00:00:01:41]- Darren A. Smith: Okay, so the previous one was Christine Tacon, is that right? Andrew Grant: Christine who we all know very well. She had spent what? Five years, actually, five years in the role, essentially defining what the code was. Because when she started, it was just this big blob of legislation that was completely new to the UK. Nobody quite knew what it was, what it would do. And she put, breathed life into it, and breathed form and focus into it, I guess. Darren A. Smith: All right. So just for everyone who thinks, "What the hell are these guys talking about?" And if you're in the world of UK grocery, you really need to know this stuff. So I'm just going to test my knowledge a bit and check with Andrew, who is the guru? So I think the order was passed in parliament in 2009? And the order was 16 pages of law that contained [GSCOP], did I get some of that right? Andrew Grant: Yeah. Part of the Enterprise Act, which went legal in 2010, although it went through parliament in 2009. So you are correct. Darren A. Smith: Cool, cool. So it's roughly 16 pages, GSCOP was five pages of this order. GSCOP was the bit we all talk about and GSCOP is a piece of law that encourages suppliers to, sorry encourages supermarkets to look after their suppliers more, fairly? Andrew Grant: I wouldn't say, "Encourage," because it's a law, it's mandated. But yeah, the reason it was essentially brought into existence was this perception, whether it's the perception of reality, that supermarkets would use their buying power to exploit suppliers needlessly. Darren A. Smith: Okay. Andrew Grant: And- Darren A. Smith: What ... Sorry, go on. Andrew Grant: No, I was going to say, you only have to read the press over the years about bully boy-tactics, et cetera. You and I being in the industry, probably in typical tabloid-fashion, slightly exaggerated. Darren A. Smith: Yeah, slightly. All right. So the other part I wanted to dispel, is the myth. Now, when you and I do training,
Category Management is Dead Is Category Management Dead? In episode 2 of Grocery Guru, Andrew Grant and Darren A. Smith talk about how the pandemic has affected Category Management. Is it completely dead, dying, or changing into something else to adapt to the needs and demands of consumers? The age-old question. If Category Management is about meeting the shopper’s demands better and quicker than the next guy, then it’s a ‘No’. You Can Read the Full Category Management is Dead Episode Transcript Below: Darren A. Smith: This is Week Two and we're here with the Grocery Guru that is Andrew Grant. Hello? How are you doing? Andrew Grant: I'm good Darren, how are you? Darren A. Smith: Hey, I'm good, I'm good. This is Week Two of our Grocery Guru and last week, we were talking about UFC, which I thought was Ultimate Fighting Champion, but you corrected me and said it's urban for Urban Fulfillment Centers. Andrew Grant: Right. Second time. Yeah. Darren A. Smith: I remember, so would you just give us 30 seconds on UFC? What was that all about? Andrew Grant: Right. Well, if I can remember a week ago, right. The future really of retailing and what we're going to talk about today, I think carries on from there. But basically, grocery home shopping has grown faster since March than in the previous 10 years. Because clearly so many people at home, people not wanting to go and wander around a Superstore because of the physical distance rules. They've all ordered home shopping. Andrew Grant: Category Management is dead
Home shopping is now, I hope I've got my numbers right, can be up to 30% of the supermarkets turnover. And it's only going one way. As a result, we're having to find ways to pick stuff more efficiently. And the likes of, I think I said last week, Cardo has spent gazillions on massive, great automated factories. People like Tesco, and Sainsbury's use people in-store to pick the stuff, and if you've got 50% of your business you're going to have more people picking than you have customers. Andrew Grant: What they've very cleverly done and we talked about the good old days where stores had stock rooms. They're taking the biggest out of town stores, which we all know are slightly white elephants now, and turning half of them over to picking spaces for home delivery. Darren A. Smith: Okay. Andrew Grant: These are now called dark stores or Urban Fulfillment Centers. Tesco, I think I've got 17 planned in the next year. Darren A. Smith: I remember you telling me about the winners and the losers. We're looking at Albi and Lidl possibly losing and Tesco, probably winning and Asda. Is that right? Andrew Grant: A big opportunity for Asda because they've got the biggest stores in the out of town locations, new owners who are convenience experts, not necessarily Superstore experts. Yeah, you could see those massive Asda stores, half of them going dark and becoming a picking centre. Darren A. Smith: Right. Okay. Okay. And then you left us with a cliffhanger last time, very good film, very old, maybe for another time, Sly Stallone. And you talked about category management is dead. Now I've heard that term before and it's quite a provocative... category management is dead. What did you mean by it? Andrew Grant: Yeah, I think it's demise has been well-publicized probably for the last 15 years. I think when shopper loyalty data first came in they said category management was dead. But I think finally it is. And this move to home shopping and these Urban Fulfillment Centers that will be the nail in the coffin of traditional category management. Andrew Grant: If you are a traditional grocery supplier selling tins and packets that are relatively undifferentiated. Because if half of the business is picked dark- Darren A. Smith: Yep. Andrew Grant: ... then all your cans, all your packets of cereals all your tins of stuff will be in the dark side of the store. And who's going to come in in future and want to bro...
E30 – Inclusion: Interview with Derek Bruce Derek has a great background in leadership and people development, consultancy, and business communication. Which he gets from working with market-leading global organizations in the Financial Services, Media, Retail, and Engineering industries. He knows the business culture and well as world culture. Born in the UK, and living between Amsterdam and Milan right now he also hosts large scale digital and physical events for industry-leading organisations as well as speaking at global seminars and conferences. He also prides himself on building trust and long-term relationships to help people to accomplish their goals. These are also the principles of his own organisation, Derek Bruce Associates. You Can Read the Transcript of Our Interview Below: Nathan Simmonds:
Welcome to Sticky Interviews. I'm Nathan Simmonds, senior leadership coach and trainer for MBM, Making Business Matter, the home of Sticky Learning. We are the provider of leadership development and soft skills training to the grocery and manufacturing industry. The idea of these interviews is to share great ideas, great concepts, and great ways these skills are being used to help you be the best version of you in the work that you do. Welcome to the show.
Nathan Simmonds:
Welcome to this Sticky Interview with me, Nathan Simmonds, senior leadership coach and trainer for MBM, Making Business Matter. I've got the great pleasure of interviewing and having a conversation with Derek Bruce. We've already had one connection conversation and I got to dig into a little bit about his history, his experience. A phenomenal buy and I love reading some of this stuff.
Nathan Simmonds:
Background in leadership and people development, consultancy and business communication, which he gets from working with market leading global organizations in the financial services, media, retail, engineering industries. But not only that, he knows business culture as well as world culture. Born originally in the UK, in Brixton, he's living between Amsterdam and Milan right now, hosting large scale digital and physical events for industry leading organizations, as well as speaking at global seminars and conferences. That in itself, Derek, is pretty phenomenal. It's, I guess, some of the life that we all wish and aspire to get to, being able to do some of that stuff.
Focuses on leadership and people development, consultancy, and business communication
Nathan Simmonds:
The best bit about him is this bit, I love it, and I know this because I feel this in the conversation we have, he prides himself on building trust and long-term relationships to help people accomplish their goals. We're going to dig into some more of that later on in this conversation, because there's some really critical, vital pieces of work that you're bringing your attention to, which I definitely want you to put the lens on today. And it says, these are also the principles of his own organization, Derek Bruce Associates. Absolutely 100%, Derek, welcome to here, welcome to the show. Thank you very much for being here.
Derek Bruce:
Cheers for the invite.
Nathan Simmonds:
Always. First question for me, for anyone that I'm interviewing, why do you do what you do?
Derek Bruce:
It's kind of a funny story. I kind of fell into it. So years and years and years ago I was working for Prudential, and applied for many jobs, got into there and started working, believe it or not, on an IT help desk. I was helping people do computer thing, turn it off, turn it on again, worked wonders.
Derek Bruce:
But I kind of then fell into learning and development because we as a team were helping people with IT systems, and through my career at Prudential, and they gave some awesome development, it's a great environment to work in, they really supported their staff. In my almost 13 years there I kind of moved from IT, presenting IT,
E29 - Virtual Classroom Learning: Interview With Helene Bejjani For the last 15 years, Helene Bejjani has been empowering people to learn and grow through her focus on 3 key areas: the corporate culture and work environment, leadership development, and employee development. With a brilliant career history to date, L&D BP for Newell brands and HO L&D for Antalis she is uniquely placed to influence significant change that supports business growth, in multiple locations in multiple ways. Including delivering a training program that touches 5000 people in 40 locations globally across a virtual platform. Today, the topic of discussion is virtual classroom learning.
You Can Read the Transcript of Our Interview Below:
Nathan Simmonds:
Welcome to Sticky Interviews. I'm Nathan Simmons, Senior Leadership Coach and Trainer for MBM, Making Business Matter, the home of Sticky Learning. We are the provider of leadership, development and soft skills training to the grocery and manufacturing industry. The idea of these interviews is to share great ideas, great concepts, and great ways these skills are being used to help you be the best version of you, in the work that you do. Welcome to the show.
Nathan Simmonds:
Welcome to this Sticky Interview with me, Nathan Simmons, Senior Leadership Coach and Trainer for MBM, Making Business Matter, the home of Sticky Learning. And today, I have the great pleasure of interviewing Helene Bejjani, I hope I'm pronouncing this right, I didn't check this last time, just to make sure. Digging into the depths of creativity and understanding around virtual classrooms, so yes, we've experienced some unprecedented times, I'm not sure how many times that works been used across the internet in the last three months. This has really challenged us as trainers, it has really challenged us as L&D professionals, it has really challenged us on a social level of how we connect with each other virtually and physically. And having seen some of the work that Helene's doing and the environment which in which she works in, what is it, 41 different locations. Was it 5,000 employees across 41 locations, I seem to remember something like this?
Helene Bejjani:
Yeah, something like that.
Nathan Simmonds:
That's a huge spread of people in a huge number of places, it's not just one or two offices, it's multiple locations. So I wanted to have a conversation with Helene. I wanted to find out what she does and how she's coped in these situations. But she's bringing with her 15 years of empowering people to learn and grow while focusing their work in three key areas, corporate culture, work environment, and leadership and employee development. And her experiences have been previously at Newell Brands as a HR Business Partner, and then more recently as the Head of L&D for Antalis as well. So in this conversation, we're going to dig into all that, that experience in all these areas and we're going to be digging into virtual classrooms, getting creative online, and how you use these tools to your advantage in a global arena, such as you do. Firstly, thank you for being here Helene, it's really appreciated.
Helene Bejjani:
Thank you Nathan for having me, it's a pleasure.
Helene focuses on empowering people to learn through the corporate culture and work environment, leadership development, and employee development
Nathan Simmonds:
First question for me always is, why do you do what you do?
Helene Bejjani:
So that's an important one. When you know your why, everything falls into place. For me it's something that I've been thinking about for a long time that, drove my career. I'm lucky that I found my why early in my career and I was able to work towards that. So I always think that, we spend so much time at work and wouldn't be great if people came to work passionate about what they do, feeling like they are adding value. And this is actually what drives everything that I do,
E28 - Employee Experience: Interview With HR Expert, Caroline Shine Caroline Shine is a strategic Head of HR & L&D with an amazing track record of leading employee engagement strategy and HR. Caroline has worked with GANT, Rush Hair, A.S. Watson, and Austin Reed. In this interview, we get to dive into her wisdom of upgrading the employee experience. You Can Read the Transcript of Our Interview Below: Nathan Simmonds:
Welcome to Sticky Interviews. I'm Nathan Simmonds, senior leadership coach and trainer for MBM, Making Business Matter, the home of Sticky Learning. We are the provider of leadership development and soft skills training to the grocery and manufacturing industry. The idea of these interviews is to share great ideas, great concepts, and great ways these skills are being used to help you be the best version of you in the work that you do. Welcome to the show.
Nathan Simmonds:
Welcome to today's Sticky Interview with me, Nathan Simmonds, senior leadership coach and trainer for MBM, Making Business Matter, the home of Sticky Learning. And today I have the privilege and honor as well to be interviewing Caroline Shine. She's a HR head of with an exemplary career history in a plethora of well known brands, organizations and companies including Austin Reed Group, Rush Hair Limited, AS Watson Group, which you may not know from that name, but from some of their brands on the high street in multiple countries around the world, you definitely would though, and more recently GANT Global as well. With her successes there being numerous and illuminous, by leading a complete culture change, helping them to get more focused on their values and behaviors, she has reduced absence cost by 60K in one year and reduced recruitment cost by a further 70,000 pounds. And at the same time improved employee engagement from plus 11 to plus 59 points in the time that she was there.
Nathan Simmonds:
With this level of experience I wanted to dive into all things employee engagement talking about culture, talking about the ideas and implementations to make this work. And I wanted to dig in and share her experiences in this interview. First and foremost Caroline, thank you very much for your time. Thank you for being here. Really appreciate it.
Caroline Shine:
Thank you for having me.
Nathan Simmonds:
Look, first question with me is always the same. Why do you do what you do?
Caroline Shine:
I think I do what I do because I'm absolutely passionate about all things people. But it's also about seeing results from all my interventions with people. So to see somebody go through a leadership program for example, and to get the feedback from that individual who has been with the business 19 years, never had any training, and to see his leadership score go up and up. But not only that, he tells me that his relationship with his wife has even got better. It's those kind of personal what they do, not just at work but what I see people improve on a personal level. And that's amazing to hear.
Nathan Simmonds:
It is. And I know this feeling because I've been in training rooms and sometimes it's the most difficult person in the training room. And you're having that conversation. You're just, "Really bloody hell. It's like pulling teeth in this conversation." And then for some reason you go back maybe a month later, it's me when I'm in the training room, or two months later or whatever, and it's, "Ah. I remember you," she says. And she says to me, "By the way I'm having less stress at home." And I'm, "That's the best thing in the world ever."
Caroline Shine:
Yep. Yeah.
Caroline Shine - strategic head of HR and Learning and Development
Nathan Simmonds:
And the other thing that comes up for me is do you know what? I hear a lot of people that the common [inaudible 00:03:33] response is when people say, "I'm in HR." "Why?" "Because I like people." And actually for me personally I've met a lot of HR people wh...
E27 - The Meaning of Trust: Interview With Csaba Toth from ICQ Global Founder of ICQ Global, an organisation that helps leaders make sense of why people behave, think, and feel so differently so they can unlock their own potential and lead others in a way that they feel engaged and inspired to create synergy. ICQ Global has combined the latest business data with academic research to develop the multi-award-winning, internationally accredited portfolio of assessments, training, and coaching that has already benefited Fortune 500 companies, national governments, universities, and local businesses. Additionally, to this, he’s just released his already acclaimed the best-selling book Uncommon Sense in Unusual Times collaborating with the likes of Marshall Goldsmith and John Mattone. Today, we discuss what is the meaning of trust? You Can Read the Transcript of Our Interview Below: Nathan Simmonds:
Welcome to Sticky Interviews. I'm Nathan Simmonds, senior leadership coach and trainer for MBM, Making Business Matter, the home of Sticky Learning. We are the provider of leadership development and soft skills training to the grocery and manufacturing industry. The idea of these interviews is to share great ideas, great concepts, and great ways these skills are being used to help you be the best version of you in the work that you do. Welcome to the show.
Nathan Simmonds:
Welcome to this Stick Interview with me, Nathan Simmonds, senior leadership coach and trainer for MBM, Making Business Matter. Now, I have, I would say, a fairly longterm friend, acquaintance in a man by the name of Csaba Toth, who is a phenomenal mind around creating and developing the mindsets of businesses and understanding what the group intellect is. He is the founder of ICQ Global, which is an organization that helps leaders get ahead on understanding not just their own mindset, but the group mindset, providing a complete range of services that help businesses understand how their people are communicating with each other, departmentally, as well as geographically, which I think is a phenomenal thing, in itself, when we look at this assessment.
Nathan Simmonds:
Additionally to this, he's just released his already acclaimed bestselling book, Uncommon Sense in Unusual Times, which is beautiful, by the way. I love the cover of this. Collaborating with the likes of Marshall Goldsmith and John Mattone. And those people that don't know who John is, he was Steve Jobs' coach. And that's just to name a few people that are contributing to this and collaborating on this book, which is amazing. Really looking forward to getting in depth with some more of this conversation. Why? Because Csaba actually trained me in this assessment process and in this profiling. We haven't seen each other for awhile, I don't think. There's been a lot of stuff going on for him and his business and also me and my business. And we're now bringing this conversation together to get a deeper understanding of what's been happening and share some of those new insights with the likes of yourselves, as well.
Nathan Simmonds:
So Csaba, welcome to the show. Thanks for being here.
Csaba Toth:
Thank you for inviting me.
Csaba Toth - Founder of ICQ Global
Nathan Simmonds:
It's a pleasure. Look, before we get into the next set of questions, the first question that I always ask people on this interview series is, why do you do what you do?
Csaba Toth:
I think the answer is pretty simple because I think the best solutions are born out of pain and frustration and [inaudible 00:02:29] is a prime example of that. I studied international management at Sussex and my dissertation was about the implications in Eastern and Western Europe in joint ventures. So it was really specific. I got a good grade. And then, as soon as I finished, I started my own company, which was a restaurant booking site. We started with 35 restaurants here in Brighton and, in one year,
E26 - The Role of Learning and Development: Interview With Lorna Gamman, Head of L&D for Krispy Kreme UK With over 15 years of L&D experience, Lorna Gamman comes with a wealth of experiences including her current role as head of L&D for Krispy Kreme. We ask, What is the role of learning and development? What is L&D strategy? Where does L&D strategy fall down? What does L&D need to do to overcome this? We also look at where Lorna's career is headed to next and her role in supporting SME's with her experiences. You Can Read the Transcript of Our Interview Below: Nathan Simmonds:
Welcome to Sticky Interviews. I'm Nathan Simmonds, senior leadership coach and trainer for MBM, Making Business Matter, the home of Sticky Learning. We are the provider of leadership development and soft skills training to the grocery and manufacturing industry. The idea of these interviews is to share great ideas, great concepts, and great ways these skills are being used to help you be the best version of you in the work that you do. Welcome to the show.
Nathan Simmonds:
Welcome to another Sticky Interview with me, Nathan Simmonds, senior leadership coach and trainer for MBM, Making Business Matter, the home of Sticky Learning. Idea with these interviews is help you be the best version of you. I feel like I rushed that, but that's because I'm really enthused, energized, and kind of really, really enjoying this conversation that's been happening before this recording and what we've had before. Today, I have the privilege of speaking to Lorna Gamman, the head of L&D from Krispy Kreme Doughnuts, which in itself is prestigious enough for such a large company that's been around for nearly 100 years now. Lorna will correct me on that in just a minute. She has a phenomenal history with just over 15 years of L&D skills, hands-on practical skills, and is through this current situation, transitioning from this environment to a new world, potentially HR consultancy, L&D consultancy. Taking all those wonderful experiences that she's got from these incredible people and these incredible spaces, and helping to package that, and giving it to new people that need that support in a different way. So it's an exciting venture that I've been having a conversation, an exciting new venture ahead of Lorna as she moves into this space. Welcome to Sticky Interviews, Lorna. Thank you for being here.
Lorna Gamman:
No worries. Thank you for having me.
The Role of Learning and Development
Nathan Simmonds:
Look, I want to dive in because I want people to hear as much of what's going on in your head. I love asking you questions because, and I say this with absolute love and respect, you've got a lot to say on these things. You bring an enthusiasm and energy with it that is infectious and I want you to share that with people. For me, the first question is always why do you do what you do?
Lorna Gamman:
Yeah. I think for me, I love people and enabling people to be the best version of themselves. I love the selfish part of knowing that I've had even a teeny, little part to play in that because I think gives you the best feeling. That might be a simple conversation that changes the way that somebody views something through to some longterm leadership development programs and coaching sessions. I think for me, a win's a win, no matter how big. So I think, for me, it's just enabling people to be the best version of themselves. If I can have a bit of a part to play in that, I just get a really big feeling and a great buzz from that.
Nathan Simmonds:
I don't think that's selfish. I think it's wonderful. I talk about what we give to people, and it's the law of contribution. It's about what you put in first of all. With L&D, and leadership development, and all those elements, it is about what we put in first. We know that as leaders, the point it falls down is when it's take, take, take when it's all about me, me, me. That most people,
E25 - Time Management Mastery: Interview With Francis Wade from 2Time Labs
Francis Wade is the author of 2 books: Perfect Time-Based Productivity and Bill's Im-Perfect Time Management Adventure. He's the founder of 2Time Labs which he leads from his home in Kingston, Jamaica where he's resided since 2005. A graduate of Cornell University with a graduate degree in Operations Research and Industrial Engineering, he uses the latest research to pioneer the ideas comprising Time Management 2.0. In his consulting work with companies, he helps leaders remove the obstacles to employee productivity and greater profitability. He also works extensively with coaches, professional organisers, trainers, and consultants to apply the best thinking available to their client engagements. Today, we discuss time management mastery in more detail.
You Can Read the Transcript of Our Interview Below:
Nathan Simmonds:
Welcome to Sticky Interviews. I'm Nathan Simmonds, senior leadership coach and trainer for MBM, Making Business Matter, the home of Sticky Learning. We are the provider of leadership development and soft skills training to the grocery and manufacturing industry. The idea of these interviews is to share great ideas, great concepts and great ways these skills are being used to help you be the best version of you in the work that you do. Welcome to the show.
Nathan Simmonds:
Welcome to Sticky Interviews. My name is Nathan Simmonds, senior leadership coach and trainer for MBM, Making Business Matter, the home of Sticky Learning. The idea of these interviews is to be sharing great minds, great ideas and great people with you to help you be the best version of you. Today, I've got the pleasure of having a second, third conversation with Francis Wade, time management expert, guru, aficionado, helping to uncover some of those myths and fallacies that we come up with against our own time management.
Nathan Simmonds:
Short bio from him. He's a columnist. He's the founder and creator of the CaribHRForum, which is a volunteer-based professional network. He's a consultant. He solves tough productivity problems for corporations. He's an author. He's a speaker, and he is helping those people that think they're time starved. He's helping the busiest 1% get even more efficient in their day through his skills. Francis, thank you so much for being here. Thank you for doing this interview. Really appreciate it.
Francis Wade:
Thanks, Nathan. It's great to be with you and your audience.
Nathan Simmonds:
I'm looking forward to this because we had a really large conversation previously, and that just went backwards and forwards, and we got all these different ideas and concepts. It was a really fluid, flowing dialogue, and I'm looking forward to getting some of these ideas shared with more people in this moment.
Francis Wade:
Great.
Time Management Mastery
Nathan Simmonds:
I'm going to dive straight into this because people... I'm not sure how much of the audience we have know you, so I want them to find out more about you, and then we'll dive into what you're good at, your areas of expertise and your zone of genius. First and foremost, why do you do what you do?
Francis Wade:
Whoa, that's a big question. I guess I've always been interested in being productive as an individual. Long story short, I lived in the United States up until 2005, when I returned to live here in Jamaica. So I'm based here in Kingston, in the hills over Kingston here in Jamaica. It was really the transition that I made back from the US to living in Jamaica that got me to this heightened level of interest. It had been a passing pastime, I guess. I had led courses. I had done training. And I imagined that moving back, changing countries from a developed country to a developing country, wouldn't be all that hard. And I was wrong.
Francis Wade:
I discovered that my productivity plummeted, and I didn't know why.
E24 - How to Define Values: Interview With Author, James Kerr James Kerr is a highly experienced brand and business consultant, and advises clients, including KPMG, Raffles Group, Adidas, Heineken, and The Economist, to establish a compelling vision, values, and purpose to effect transformational organisational change. Combining how he grew up submerged in the traditions of New Zealand Maori culture alongside his studying the All Blacks, working with elite military forces, and prestigious sporting organisations you get a unique perspective of indigenous thinking, leadership philosophy, and practical action.
All of this set him apart from your run of the mill Leadership consultant and make him a highly sort after thought-leader and change maker. In this episode, we talked about all things 'Values'; How to define your values? What are great examples of values? How to use values to pull teams together? James gave key questions to help provoke leadership and also to help "get words off walls and on to floors"
Get a fresh pad and pen - James does not hold back on this and each little narrative in itself held 4-5 keys takeaways. His international bestseller book, Legacy - What the All Blacks Can Teach Us About the Business of Life identifies 15 fundamental leadership behaviours that create success and explores the culture of the New Zealand rugby team, the most successful sporting side in history. You Can Read the Transcript of Our Interview Below: Nathan Simmonds:
Welcome to Sticky Interviews. I'm Nathan Simmonds, senior leadership coach and trainer for MBM, Making Business Matter, the home of Sticky Learning. We are the provider of leadership development and soft skills training to the grocery and manufacturing industry. The idea of these interviews is to share great ideas, great concepts and great ways these skills are being used to help you be the best version of you in the work that you do. Welcome to the show.
Nathan Simmonds:
Welcome to this Sticky Interview with me, Nathan Simmonds, senior leadership coach and trainer for MBM, Making Business Matter, the home of Sticky Learning. Today's interview, it's difficult for me to explain because there's so many crossovers in ideas, concepts and necessary learnings from what I get from this man from his content, the crossover of indigenous wisdom of timeless leadership skills and the necessity for values in businesses and organizations.
Nathan Simmonds:
The content that is shared from James is phenomenal and worth the time to invest in the listening to the understanding and the deployment of is phenomenal. He's a highly experienced brand and business consultant. He advises clients including KPMG, Raffles Group, Adidas, Heineken and the Economist which in itself is staggering to establish compelling vision, values, purpose and positioning and to affect transformational of organizational change.
Nathan Simmonds:
Even with that on its own, when you then go and look at his literature book, Legacy, the case study that was done with the All Blacks and his 15 behaviors of leadership and other books that are coming out and the talks that he does, those two elements separate are phenomenal. You put them together and you get an incredible career to date with some phenomenal changes that have come out of the back of it.
Nathan Simmonds:
Today, I'm going to dig into some personal interests of mine into this man's mind in order to share with you. There is going to be some deep wisdom shared for sure. I'm looking forward to this conversation massively. James Kerr, welcome to Sticky Interviews. Welcome to this conversation, and thank you for being here. So, very appreciate it.
James Kerr:
Thank you very much, Nathan. It's great to be here. Great to [inaudible 00:02:27]
James Kerr- brand and business consultant
Nathan Simmonds:
I didn't even know of you before and I've had a deep interest in spirituality and indigenous original wisdoms and cult...
E23 - Interview With Crisis Negotiator, Ross Hardy Ross Hardy spent a decade as a cliff-edge crisis negotiator at one of the world’s most notorious suicide spots. The team he founded and led there became the busiest search and rescue team in the UK and has rescued 1000’s of people to date. The leadership lessons that he learned in those years, he now teaches through Discovery Hope, a UK based leadership consultancy. His latest online course Smart Thinking For Times of Crisis is available on Udemy and teaches tools for self, team, and organisational leadership for times of crisis and high pressure. You Can Read the Transcript of Our Interview Below: Nathan Simmonds:
Welcome to another Sticky Interview with MBM, Making Business Matter. It's the home of, and soft skills provider to the retail and manufacturing industry of the UK. This podcast, the whole idea about this podcast is to be sharing great thinkers, and great concepts, and great ideas with you, to help you be the best version of yourself, especially in this time that we're living in right now with the crisis that are happening.
Nathan Simmonds:
Today, sharing the interview space with Ross Hardy, someone who's got phenomenal experience in crisis situations, in crisis negotiation, in crisis communication. And I'll introduce him shortly with a little excerpt from his bio, which is astonishing reading, and it comes with astonishing experiences. Ross Hardy spent a decade as a cliff edge crisis negotiator in one of the worlds most notorious suicide spots. The team he founded and led there became the busiest search and rescue team in the UK, and has rescued thousands of people to date.
Nathan Simmonds:
Just to add a little note in there, I live just down the road from this spot, Ross and I know the areas very well, locality and geographically. And yeah, world famous. The leadership lessons that he learned in those years, he now teaches through Discovery Hope, a UK based leadership consultancy.
Nathan Simmonds:
His latest online course, Smart Thinking for Times of Crisis, is available on Udemy we'll talk a bit more about that later, and teaches tools for self, team, and organizational leaders for times of crisis and high pressure. It's not just about today, in the day and age of COVID-19, it's about the crisis that was probably on people's tables 12 weeks ago, it's all about the crisis that will be on people's tables 24 weeks from now. This may be unprecedented times, but these are not unprecedented circumstances, or ways of thinking. This is why it's vital.
Nathan Simmonds:
Ross, massive thanks for being here, really appreciate you taking the time to have this conversation. Going to dive straight into this with some of the things. I want to find out why you do what you do. We've had a little bit of a conversation. I want to find out why you do what you do, and I want you to tell the world why you do what you do.
Ross Hardy:
Okay. Well firstly, as you mentioned, I spent 10 years as a crisis negotiator. I led a team of crisis negotiators on a cliff edge, dealing with people who were coming out to end their lives. Some actually from all over the world to that single spot. And in that time, I had an awful lot of experiences of people in crisis of course, learning how to manage people in crisis, throughout crisis negotiation techniques that we would use, and also learning how to lead myself, to lead a team, and to lead an organization that's dealing with crisis on a daily basis.
Ross Hardy - crisis negotiator
The crisis of people who were coming to Beachy Head, that's the place I was based, with the intention of ending their lives. But also, the kind of crisis that normal organizations come across, and crisis that were unique to that organization, the risks of the life of a team, the challenges in fund raising, and lots of different things that were associated around a kind of unusual workspace if you like.
Ross Hardy:
E22 - Good Customer Service: Interview With 'Canada’s Marketing Superstar', Marc Gordon Marc Gordon is an internationally recognised thought leader in the field of customer experience. With over 25 years of marketing and sales experience in a number of diverse industries, he has built a reputation for providing insightful concepts that are both innovative and effective.
As an award-winning keynote speaker, Marc has spoken for some of the world’s most respected companies, including Bausch & Lomb, Hilton Hotels, and Mondelez International. Marc is the only speaker in his field to have keynoted at the World Management Forum in Tehran, Iran.
Regularly featured on television and radio for his opinions, Marc has shared his thoughts on topics that include the boycotting of brands, customer service in the airline industry, and companies such as Facebook and Starbucks. Marc has been referred to as 'Canada’s marketing superstar' by the Oprah Winfrey Network. Today, we discuss good customer service in more detail. You Can Read the Transcript of Our Interview Below: Nathan Simmonds:
Today I have the pleasure of introducing Marc Gordon. His bio here, again, I'm overwhelmed, I'm staggered at the wonderful people that I get to have a conversation with, their resumes, what they've achieved, what they've accomplished and the areas of expertise they have. Marc Gordon is no exception to this. He is an internationally recognized thought leader and the field of customer experience, with over 25 years of marketing and sales experience in a number of diverse industries. He also has a reputation for providing insight or concepts both innovative and effective.
He's an award winning as a keynote speaker. He's spoken with some of the world's most respected companies including Hilton Hotels, Bausch + Lomb, Mondelez International. He's also the only person to have spoken in his area of expertise at the World Management Forum in Tehran in Iran, which itself is pretty staggering. His regularly featured on TV and radio for his opinions. He shares his thoughts on topics that include the boycotting of brands, customer service in the airline industry and companies such as Facebook and Starbucks. Marc has been referred to as Canada's marketing superstar by the Oprah Winfrey Network. Mic drop right there.
Nathan Simmonds:
Marc, thanks very much for being here, they really appreciate it.
Marc Gordon:
My pleasure. Thank you for having me.
Nathan Simmonds:
I got introduced to you a few months ago, it feels like forever ago, just to talk to you about the different ways that you look at customer service, what a good customer experience is, customer expectation and how you manage these as a provider of product or service and as that dialogue opened up there was just so much good stuff in here to share from your ways of thinking and your approaches to these things that can help so many people out, and so many businesses, small, medium enterprises and leaders in their space, it would have been remiss of me not to get you on here and have this conversation that's for certain.
Marc Gordon:
Well thank you.
Nathan Simmonds:
The first question from me is always why do you do what you do?
Marc Gordon:
Wow. Boy, you start off with the serious questions right away don't you? All right. Give me a sec. If I can just open up about this I guess a little bit. So why, that's a great question.
Marc Gordon:
I guess it starts with the fact that going back as a kid in elementary school I was one of these kids that didn't quite fit in. I wasn't one of the cool kids, I wasn't one of the smart kids, I wasn't one of the athletic kids. I didn't seem to fit into any group and back then when you didn't fit in you became a target for bullying, and through much of school I was bullied relentlessly. It was a time when, unlike today, where it's taken seriously, back then parents, teachers, everyone just shrugged and said,
E21 - How Do We Return to Work? Interview With HR Expert and Owner of Stonechat HR Consulting, Becky Neale Becky Neale is a proven, commercially focused HR leader leading large-scale HR teams for the likes of RWE nPower, Labrokes, and Accolade Wines. Operates as part of senior leadership teams, devises and sets HR strategies aligned to the wider organisational goals, designing culture and values-based programs to support the development and evolution of operating models, associated change management and employee engagement. A hands-on operator who empowers teams and communicates in a natural, down to earth style with the ability to remove complexity in fast-paced commercial organisations. Today, we discuss how we return to work. You Can Read the Transcript of Our Interview Below: Nathan Simmonds: Welcome to Sticky Interviews. I'm Nathan Simmonds, Senior Leadership Coach and Trainer for MBM, Making Business Matter, the home of sticky learning. We are the provider of leadership development and soft skills training to the grocery and manufacturer industry. The idea of these interviews is to share great ideas, great concepts and great ways these skills are being used to help you be the best version of you in the work that you do. Welcome to the show.
Nathan Simmonds: Welcome to today's interview. I have the pleaser of interviewing Becky Neale today. HR Director, expert. I've got a phenomenal bio on here which is worth reading just in itself, and then we're going to get into some serious questions about high performance teams. About the return to work which is so very poignant for right now as we're recording this video, stores opening and people going back to business. But also, other businesses returning their people from home as well. And also looking at employee engagement off the back of that which is why I wanted to have this conversation with Becky and the direction that I'll get to know you went previously just expose so many challenges that are going to come up in the future.
Nathan Simmonds: So, with a proven commercial focus, HR leader, leading large scale HR teams for the likes of RWE, Empower, Ladbrokes and [inaudible 00:01:28]. Operates as part of a Senior Leadership team, devises and sets HR strategies aligned to wide organizational goals. Big stuff. Designing culture, values based programs. Support the development and evolution of operating models, associated change mangement employee engagement. These are all big things, especially for HR Directors working in a global space.
Nathan Simmonds: But even though it's big, global, it's also hands on. She's a hands on [inaudible 00:01:54] who empowers her team, communicate in a natural down to earth style. And the best bit about the conversations that I've had with Becky before now is that she takes that complexity and makes it easy for people to understand, especially in fast paced environments. This is why I wanted to share some of this. As I said, it's high performance team, employee engagement. And the elephant in the room, the return to work, which I think even in normal circumstances was an elephant in the room in itself, let alone now as it's environment that we work in and the ecosystem we're working in changes.
Nathan Simmonds: So Becky, welcome to Sticky Interviews. Thanks for being here, thanks for sharing your team. First question from me which is probably the most important question, why do you do what you do?
Becky Neale: Hi, thank you for having me. I guess I just really enjoy working with large teams, leadership teams setting strategy and direction. Really then just drilling down from that in terms of making them operational plans, working with employees, wider groups from the management, the leadership team and where appropriate if you have a union, union in that organization. It's the variety, it's the complexity, and it's really driving them through and seeing results and taking employees on the journey that just really floats...
E20 - Effective Communication Skills: Interview with Suzie Parkus Suzie Parkus is a sought after motivational and educational speaker, trainer and soon to be author. Her expertise lay in all things communication, from interpersonal skills, relationships, emotional intelligence, networking intelligence and most importantly in today's day and age, how our state of mind affects how we act, react and interact.
Good emotional hygiene is often overlooked, but once understood, unlocks the key to that all-important human connection. Today, we discuss all things communication. You Can Read the Transcript of Our Interview Below: Nathan Simmonds: Okay. I'm paper really, got my drink. Welcome to another Sticky Interview. My name's Nathan Simmonds. I'm Senior Leadership Coach and Trainer for MBM, Making Business Matter, the home of Sticky Learning. We are the soft skills' provider to the UK retail and grocery industry. Now, the idea of these podcasts is to be sharing great thinkers, great approaches, concepts and ideas that are going to help you and your teams be the best version of their selves so that they can deliver the best possible results even in a time of crisis like this.
Nathan Simmonds: Today I'm going to be speaking to friend, peer, coach, mentor, all of those things. Someone that I speak to regularly about communication and collaboration, Suzie Parkus. And reading her bio... although I've known her for some years, I want to read this bio. She is a sought after motivational and educational speaker, trainer, and soon to be author. Her expertise lay in all things communication, absolutely it does; from interpersonal skills, relationships, emotional intelligence, networking intelligence because we need to be intelligent when we're networking.
Nathan Simmonds: And most importantly in today's day and age, how our states of mind affects how we act, react and interact. Good emotional hygiene is often overlooked. But once understood, unlocks the key to that all important human connection. Suzie, thank you very much for being here and part of this interview today.
Suzie Parkus: Thanks for having me.
Suzie Parkus - motivational speaker
Nathan Simmonds: I'm looking forward to asking you some questions about this because we met, three years ago? Two years ago. Three, it must be three years ago now.
Suzie Parkus: February, 2018.
Nathan Simmonds: There you go. Okay, two, in personal development seminar and we got talking eventually after that event. One of the key things that I've always struggled with is how I communicate intentionally, how I work with people, how I offer my services, and how I make contribution first rather than about what I can take from people. And there's a lot of that going on. So my key first question for you is, why do you do what you're doing?
Suzie Parkus: Why do I do what I do? I think this kind of came to me when I was doing a talk last year, if I'm honest. I was given the opportunity to just take the floor and they changed the nature of the interview. In this opportunity to just kind of talk from my heart, I said something that has never left me, which is that I never got seen, heard and noticed when I was younger. It just came out as unconscious stream of thoughts. Then it got me thinking that now I do get seen, heard and noticed and part of what I do is helping other people do the same. But it's not just that PR publicity piece. It's about interacting with sort of class and confidence and consideration. I've never been interacted with like that growing up.
Suzie Parkus: And so, I'm very sensitive to what it feels like not being, I didn't know, not having my feelings taken into consideration when being approached, I guess. I'm very sensitive towards others when I'm communicating with them. And that's actually the biggest piece. That's the IQ, well, the emotional intelligence. I try and ask people to get their head around first before opening their mouth so they can...
E19 - Team Building and Teamwork: Interview With Oliver Bailey from Harvest for Heroes The son of publicans from South London, Oliver Bailey attended Dulwich College school, leaving in 1994. Beginning his career in Recruitment, he founded his first businesses in 1998. He has since owned and acquired further businesses in varying fields, including Information Technology, Construction, and Energy. In recent years, Oliver has focussed on Healthcare, where is an owner and Director of Remedy Healthcare Solutions, a leading provider of insourced and outsourced diagnostic services to the NHS. He recently founded Harvest For Heroes, a fundraising initiative to supply free, fresh produce to our NHS front line workers. Today, we discuss teamwork in more detail. You Can Read the Transcript of Our Interview Below: Nathan Simmonds: Welcome to Sticky Interviews. I'm Nathan Simmonds, Senior Leadership Coach and Trainer for MBM, Making Business Matter, the home of Sticky Learning. We are the provider of leadership development and soft skills training to the grocery and manufacturing industry. The idea of these interviews is to share great ideas, great concepts, and great ways these skills are being used to help you be the best version of you in the work that you do. Welcome to the show.
Nathan Simmonds: Today I am speaking with an interesting, exceptional, and very focused individual. I've seen some of his posts on LinkedIn, I've seen the interviews on the BBC News, and I had to reach out and have a conversation with this gentleman about his work, what he's doing right now in the midst of COVID-19, if we're in the middle of it, the beginning of it, the end of it, I have no idea.
Nathan Simmonds: With the stresses that the services, our national services are experiencing, Oliver stepped up in this, pivoted with his business idea, and he's supporting them with fresh fruit and vegetables, and providing this to NHS workers because they're under so much stress they're not able to think and make healthy decisions about what they're doing in their grocery shopping. He's stepping in with a charity organization that makes this happen for them at their doorstep, delivering them fresh fruit and vegetables at the hospitals, at source, at location to help them so they can focus their thinking onto the most important task, which is making sure people live. I don't think I can be any more explicit about that, to be honest, Oliver.
Oliver Bailey: No, that's pretty good.
Team building and team work with Oliver Bailey
Nathan Simmonds: I said this before, and I was going to say it again, from me, and from everyone already you're helping no doubt you're getting loads of thanks for this, I want to say thank you from us, from everyone else that you've touched. You're doing incredible work. Please, explain why you do what you do, what you're doing in probably a clearer way than I could ever imagine to.
Oliver Bailey: Well, I appreciate your support on this, Nathan, and anyone's interest in it. That's great and it really helps keep us all going. This all started off at Harvest for Heroes, well, I found myself, like lots of people at the moment, with a fair bit of down time that'd been imposed on me, or I should say working from home, and with working from home, a real slow down in my business. As you know, with all the weight of the world, there's only so much you can do at this time because everyone else is busy. I work with the NHS in my professional life, so they've all been dragged away on things far more important than talking to me.
Oliver Bailey: So I found myself with a bit of time on my hands, and I wanted to do something for my local hospital, which is here in London, Kings College Hospital. I've got a lot of love for them. Two of my children were born there. My son, Henry, was born a couple of years ago there with a rare form of spina bifida, and a really stressful time for us all looking back. When he was a year old,
E18 - Effective Presentation Skills: Interview With Paddy Willis from Mission Ventures In this episode, I interview Paddy Willis. Paddy is Founder and CEO of Mission Ventures and has a passion for building better challenger brands. He was co-founder of disruptive baby-food brand Plum, which was sold in year five to Darwin PE in 2010 on retail sales of £15m. Since then he has been mentoring and supporting start-ups across the industry, with the first UK Food accelerator launched in January 2015. Recently, Mission Ventures announced their partnership in The Good Food Fund, a £1.8m fund established by Big Society Capital with Guy’s & St Thomas’ Charity to tackle childhood obesity with market-led solutions. Today, we discuss effective presentation skills. You Can Read the Transcript of Our Interview Below: Nathan Simmons: We are in. Phenomenal. Welcome to another Sticky Interview. My name is Nathan Simmons. I'm senior trainer and coach for MBM, Making Business Matter, the training provider, soft skills provider for the U.K. grocery and manufacturing industry. The idea with these interviews is to be sharing the thoughts and concepts of great people in great spaces doing great work to help you be the best possible version of yourself. Today, I'm speaking to a gentleman I got to meet last week by the name of Paddy Willis.
Nathan Simmons: Paddy, I'm going to read his bio here. I'm going to tell you why some of this is so engaging for me, though. Paddy is the founder and CEO of Mission Ventures, and has a passion for building better challenger brands. He was co-founder of disruptive baby food brand Plum, which was sold in year five to Darwin PE in 2010 on retail sales of £15 million, which on its own, Paddy, is pretty phenomenal.
Since then, he has been mentoring and supporting startups across the industry with the first UK food accelerator launch in January 2015. Recently, Mission Ventures announced their partnership in the Good Food Fund, a 1.8 million fund established by Big Society Capital with Guy's and St. Thomas' Charity to tackle childhood obesity with market led solutions.
Nathan Simmons: This is where it got interesting for me, why I wanted to, and when I reached out to Paddy, so there's three elements of this. One is challenger brands. I thought that's really interesting, disrupting markets. Two, childhood obesity, this is a huge thing that's going on with the way that the industry is moving.
Paddy Willis - Founder and CEO of Mission Ventures
Then I got thinking, those two facets on their own are difficult enough. What do effective presentation skills... What is a great presenter in that space where you're talking to companies about challenger brands that may put them out of business potentially or disrupt their market, and also getting people to make moves on the amount of sugars, and salts, and fats, et cetera, they're putting into their foods, and what sort of skills have you got to have in order to present to that level, to get people to make those shifts?
Nathan Simmons: I thought, "This is a person I need to get to know. This is a person I need to ask some questions to, and this is a person [inaudible 00:02:22] interview." Paddy, thanks for being here.
Paddy Willis: Thank you for the invitation, Nathan, delighted to join you.
Nathan Simmons: Thank you. So look, one of the first things is, and we talked a little bit about this before, that necessity to create a brand. Why do you do what you do? Originally, it was Plum baby foods, but now you're helping other markets do that disruptive thing that you do. Why do you do what you do?
Paddy Willis: Well, they always say that if you do what you love you'll never have a job in your life. I think I've probably got that wrong, but you know what I mean. The principle is that if you do what you love, then every day is a great opportunity and great fun. I do what I do, and that's in terms of working with founders and entrepreneurs of,
E17 - Situational Leadership: Interview With 'The Magician', Jay Raham In this episode, I interview Jay Raham. Jay is an award-winning lecturer, consultant, and public speaker. With a vision to enhance the practice of leadership at a global level, so far he's worked with 7000+ aspiring managers in Mauritius, Malaysia, Indonesia, Singapore and Morocco. He refers to himself as 'The Magician', creating magical moments impacting innovation, creativity, and sustainability. Recently, Jay has been pushing what he sees as 'professional excellence' to another level; achieving 5 Fellowships, a unique accomplishment taking his skill set to a new level and helping others to think outside of the box. Here, we discuss situational leadership. You Can Read the Transcript of Our Interview Below: Nathan Simmonds:
Welcome to Sticky Interviews. I'm Nathan Simmonds, Senior Leadership Coach and Trainer for MBM, Making Business Matter, the home of Sticky Learning. We are the provider of leadership development and soft skills training to the grocery and manufacturing industry. The idea of these interviews is to share great ideas, great concepts and great ways these skills are being used to help you be the best version of you in the work that you do. Welcome to the show.
Nathan Simmonds:
We're digging into some different territory with this next conversation. So I've got the pleasure of speaking to Jay Raham. We've had a bit of a conversation to and fro through LinkedIn. We've had a little bit of a look at each other's leadership aspirations and we are both super-enthusiastic about leadership as a whole and have big visions about what we want to create and what, but I'm not going to spoil that part yet until we get into that. I'll let Jay share that one.
Nathan Simmonds:
First of all, let me introduce him completely by some of his accolades and his current celebratory points along his journey. So he's an award-winning lecturer, consultant and public speaker. He has the vision to enhance the practice of leadership at a global level and he's already doing this through his training of aspiring managers in Mauritius, Malaysia, Indonesia, Singapore and Morocco which, in itself, is pretty astounding for any leadership trainer. In fact, he's already clocking up over 7,000 leaders so far that he has supported, guided and mentored. Amongst all this, he's also achieved five fellowships which, in itself, is a unique accomplishment. And one of the interesting places that he likes to start his conversations is about how he likes to introduce himself as the magician. But we're going to get into that in a minute. We're not going to cover that yet.
Nathan Simmonds:
But first of all, Jay, I just want to say a massive thank you for being here. Really appreciate you taking the time to have this conversation with us and develop up some of these ideas for the listeners. Thank you very much.
Nathan Simmonds:
So why do they call you, they don't call you, I don't think they call, I think you started this somewhere. Why do you call yourself the magician?
Jay Raham:
Before I got into that Nathan, I just want to say thank you very much for giving me the opportunity to come on the show and it's always great to work with like-minded professionals and I appreciate you taking the time out and making this happen, so thank you.
Situational Leadership, 'The Magician', Jay Raham
Jay Raham:
So, going back to your question if you like Nathan and why I like to introduce myself as the magician. Sounds weird, bizarre, strange. People have said things in the past. But there's a reason behind it; there's an explanation behind it. And yes, it is part of my personal branding. And I believe it presents me in the best possible way. So the reason why I consider myself a magician, so with all my clients, it might be individuals I have developed from the leadership program over the years, what I like to do is create moments that allow them to find that...
E16 - Change Management: Interview With Bestselling Author and BBC Television Personality Geoff Burch. Dynamic, exciting and fun, Geoff Burch is a business expert like no other. He is internationally known for taking a walk on the wild side of business and turning it into an engaging, entertaining and humorous presentation that will lift and delight your audience.
Geoff is the author of six best-selling business titles, is a regular presenter on BBC television and was voted Business Communicator of the Year by the Speechwriters’ Guild. Whether he is speaking on customers, sales, leadership, or change, once seen Geoff is never forgotten. Today, we discuss change management. You Can Read the Transcript of Our Interview Below: Nathan Simmonds:
Welcome to the MBM interview series. This is the sticky interviews. Today I've got the pleasure of interviewing Geoff Burch. He is a best selling author. He's got six books out already. He is a TV presenter for a business presenter for the BBC. He's got tailored presentations that have helped motivate and inspire change within organization, a blend of motivational message and humor. And I've had the pleasure of talking to him before. Yes, there was a lot of humor. I can't divulge a lot of what we talked about because the phrase effing and Geoffing may have been written about Geoff. So, we're going to try and keep it business correct.
Nathan Simmonds:
His demand as a speaker has been voted Business Communicator of the Year by the Speech Writers Guild. And amongst that, he makes time to make his delivery entertaining, funny, digestible so that the normal man in your business can understand what is happening and effect change for themselves from the inside out. Now, the quote that resonated with me, Geoff, when we spoke last, "A change inflicted is a change resisted." Geoff through his words makes change possible. So, thank you, Geoff, for being here. Welcome.
Geoff Burch:
Pleasure.
Nathan Simmonds:
First and foremost, why do you do what you do?
Geoff Burch:
Accident. No intention at all, absolutely not. Literally hurled into it. I feel like Brian in the Life of Brian, you know? I expect my mom to be at the window going, "He is not a guru. He's a very naughty boy," you know? Absolute total utter accident completely and utterly. And if I could understand how I do it and bottle it, I would be a lot richer than I am. But I have ... I travel. I sort of travel like a comet. I think all the ancients would sort of ... All the ancients would look at a comet and think that it imbued some sort of portent to something or other. But the comet is just a bit of frozen rock and frozen dinosaur poo sort of whistling through the universe. I feel like that, really. People interpret great portent from my things. And I'm just this piece of sort of deep frozen sort of archeology hurtling about the place really.
Nathan Simmonds:
I thought you were going to say you were a piece of dinosaur poo then. I was going-
Geoff Burch:
I was going to say that. But I noticed your sort of reservations about bad language, so I'm being extremely careful. Yeah.
Nathan Simmonds:
It may happen. I think, to be honest, if we're working in business at some point, the swearing is a natural part of what we do.
Geoff Burch:
Yeah.
Nathan Simmonds:
Especially in times of crisis now. When you don't see these things happening, the first words that often come out of your mouth is, "Shit." That is just the way it is. You say that you got to where ... And I spoke about your speaking career because I'm avidly interested in a speaking career for myself in the future. And you said, again, it was accident. And I guess it's about being in the right place at the right time, saying the right words and having the right people to listen to you, which makes it happen. What inspired you then to keep going down this road, even by accident?
Geoff Burch:
Money. Lots and lots of money.
E15 - Interview With Retail Business Consultant and Author, George Troy. In this episode, I interview George Troy. George is a widely read blogger, author, and consultant focused on retail business communities, including online and brick-and-mortar stores. He has enjoyed decades of real-life experience as a senior executive for some of the best-known and most successful retail companies in the US and globally. A specialist in apparel, footwear, sporting goods, cookware, and home furnishings, Troy has led the retail divisions of Deckers Outdoor (UGG Boots) and outlet divisions of Williams-Sonoma and Pottery Barn. Today, he reflects upon his years of experience and discusses his new book, The Five Laws of Retail. You Can Read the Transcript of Our Interview Below: Nathan Simmonds:
Record, so I'm recording. We're live, this is grand. Welcome to Sticky Interviews. My name is Nathan Simmonds. I am working with MBM. We are the soft skills provider for the UK grocery and manufacturing industry. These interviews are about sharing the philosophies and the thinking of great people to help you be the best version of yourself. Today, I'm interviewing George Troy. Now, I've had some wonderful conversations with him from everything from chickens to squashes to the five laws of retail which is exponent, expert ...
This is his field of genius. I've been speaking to him about these, and I want to share some of these ideas with you, or get him to share them with you.
Nathan Simmonds:
I want to introduce him first. I've got his bio here and it's pretty decent reading for someone in the consultancy industry. This is good stuff. 35 years of real life experiences, a senior executive for some of the best known and most successful retail companies across the globe. A specialist in both men's and women's apparel, sporting goods, cookware, home furnishings, and he's even led a retail division of Deckers Outdoor, which we all know as Ugg Boots, Williams Sonoma, and The Pottery Barn.
Key successes, taken Ugg Australia retail sales from 0 to 400 million in the US, Europe, and Asia in just 8 years. That on its own George is a pretty decent celebration right there of a career.
George is currently a consultant with the Grayson Company, based in New York. He's also serving on the board of directors for two non-profit organizations based in the San Francisco Bay Area. Also, he's got a BA with honours from Berkeley in anthropology, which makes his storytelling unique to say the least, and he uses that as the backbone of his approach to his book, ‘The Five Laws of Retail’. Please, welcome George Troy to the camera and the interview. George, thanks for being here. Really appreciate this.
George Troy:
Well Nathan, thank you very much for that introduction. I'm glad to be with you. It almost sounds like he could never hold down a job.
George Troy - blower and author
Nathan Simmonds:
Well I think you've got the experience from the apprenticeships of some of your earlier roles, which then got you into Ugg because of that real life experience and the stuff that you cut your teeth with. You know what? Now you're a consultant doing that for other people. It just increases the impact you get to have on those businesses. You know what? I'd rather you didn't hold down a job because it means you get to go and see more people and do more good in the world.
George Troy:
That's true. That's true. Thank you very much.
Nathan Simmonds:
So look, for me, the big question first of all when I'm talking to people is why do you do what you do? What was it that inspired you to be where you are and do the things that you're doing right now?
George Troy:
Well there are a lot of things. Primarily, the book that just came out, The Five Laws of Retail, can I show that for a moment?
The Five Laws of Retail, and it's just released last spring. It's doing fairly well, and there's several reasons I did that.
E14 - Digital Wellbeing: Interview With Mich Bondesio from Growth Sessions. In this episode, I interview Mich Bondesio. Mich is a business-performance mentor, with a 20-year background in communications and project management. Her Growth Sessions mentoring programmes, workshops and talks support business people to build healthier cultures and develop more mindful approaches to work. Mich's clients include consultants, entrepreneurs and teams working in creative and digital-focused sectors. Today, we discuss digital wellbeing in more detail. You Can Read the Transcript of Our Interview Below: Nathan Simmonds:
Welcome to Sticky Interviews, this is Making Business Matter, MBM, the home of Sticky Learning and the trainer of Soft Skills to the UK retail and manufacturing industry, helping them to increase profits and sales. This interview series is all about speaking to great thinkers and sharing ideas to make that happen.
Nathan Simmonds:
Today, we've got Mich Bondesio with us. I hope I pronounced that right, I've never checked the pronunciation of your last name, Mich. I do apologize if that's horrifically wrong. Talking to us today. Thanks very much for being here, Mich. I'm just going to give the guys a quick rundown of who you are, where you come from, and I'm going to get into these questions, okay?
Mich Bondesio:
Okay.
Mich Bondesio: performance mentor
Nathan Simmonds:
So the first thing, Mich is a business performance mentor with a background in communications and project management. Her grow sessions, mentoring programs, workshops and talks support businesses, people to build healthier cultures and develop more mindful approaches to work, which we all need in this day and age, before this and after this. Originally from South Africa, Mich is currently based in the northwest UK, her clients are consultants, solopreneurs, and small teams working in creative and digitally focused sectors around the world. Mostly in the creative space, as far as I'm aware at this point in time.
Nathan Simmonds:
Mich, thanks very much for being here.
Mich Bondesio:
Thanks for inviting me.
Nathan Simmonds:
It was huge, we started to have a bit of a get to know you, which had nothing to do with this interview series, and as that conversation developed and sprouts came out of it, I was just like, some of the stuff you're talking about is absolutely vital for people to be hearing, from a mental health point of view, from an isolation point of view, which we're all in right now. I think the majority of people are just starting week three. I know I, we're a week before that because our work's starting to slow down, the face-to-face work started to slow down a little bit. So we've been isolating for, this would be the beginning of week four.
Nathan Simmonds:
And as we were talking about that you were just saying there's going to be some critical crunch points that come up through this that you're kind of aware of. I just thought, you know what? We've got share this. We've got to give this to people in the work space and they need to hear what you've got to say about this, to support those consultants and the culture that's coming up out of this.
Nathan Simmonds:
So first of all, thank you as I just said. Please tell everyone what you do and why you do it.
Mich Bondesio:
So, as you mentioned I'm a communications consultant and business performance mentor, and I want to help people to develop more mindful approaches to work because for the past 20 years I've worked in high pressure deadline driven environments and industries and sectors, which have very unsupportive work cultures, and I've also experienced burnout first hand and my burnout was so epic that I wasn't able to work for more than a year. So I have first hand experience of being socially isolated and very unwell and not having a work environment that was supportive of my recovery during that point.
Mich Bondesio:
E13 - Conscious Culture: Interview With Natasha Wallace from Conscious Works. In this episode, I interview Natasha Wallace, the author of The Conscious Effect: 50 lessons for better organizational wellbeing. Natasha is also the founder of Conscious Works, a coaching company that helps leaders to lead consciously. Today we discuss conscious culture in more detail. You Can Read the Transcript of Our Interview Below: Nathan Simmonds:
Welcome to the Making Business Matter Podcast. Currently, we're meeting niche leaders and change-makers. Those exciting people that are helping to make business future proof. Today we're going to be speaking to Natasha Wallace from Conscious Works. So a little bit about Natasha, we've got her blurb here, her bio.
Nathan Simmonds:
A lady with a particular interest in what causes leadership discomfort. She recognizes that ladies are time poor and under pressure. Natasha is helping them to focus on who they are and where they need to be. Allowing them to achieve the best results for themselves and their teams.
Nathan Simmonds:
With a career in high HR leadership and organizational development, roles across a range of sectors, and her most recent role was as a people and development director, which is blessed her with a depth of practical experience for building cohesive and impactful teams. And now her work is all about sharing this with other people.
Nathan Simmonds:
Welcome Natasha. Really great to be interviewing you. First and foremost, I want to find out a bit more about you. We've had a bit of a conversation already.
ConsciousWorks - coaching company
I want the people listening to this to find out a bit more about you. So, who are you and why do you do what you do?
Natasha Wallace:
Okay. I've spent my career working in HR. Predominantly in organizational development roles. I've always led HR teams. But I've always had a particular passion for how you create great cultures. And how do you optimize the performance of business whilst keeping people happy? Because I've always believed that those two things should sort of work in synergy with each other.
Natasha Wallace:
My career has seen me manage culture change projects. I've lead the development of leadership development programs and co-design, co-facilitate those. I do a lot of work around talent management and career management. I spent 10 years in professional services up until starting my own business.
Natasha Wallace:
That was quite interesting actually. Being with an organization for so long because it's about how do you sustain the performance? How do you put things in place that are actually going to work for the long term? And I worked as part of a partnership. Our whole modus operandi I guess was, well we called ourselves a ‘Succession partnerships’. We were developing people for the future.
Natasha Wallace:
So we wanted to put as much into people and get them as I guess, developed as we could because we would hope that some of those people would take over the running of the business in the future. I was immersed in a world where sustainable performance was really, really important.
Natasha Wallace:
And that's part of what I do now is; how do you help leaders to work in a way and operate in a way, run their businesses in a way that they can achieve performance? Because that's ultimately what we are trying to do in organizations, but without sacrificing wellbeing.
Natasha Wallace:
Then I burnt out myself. I didn't achieve high performance without sacrificing wellbeing, so that was my own personal experience. That was a real wake up call to me. So about three years ago I hit the wall, so to speak. It was a real surprise for me because given that in my mind I was somebody who understood how to achieve sustainable performance and also had to take care of people.
Natasha Wallace:
I guess part of the role of the HR professional is making sure that you are taking care of ...
E12 - Professor Damian Hughes: A Change Management Catalyst and Professor of Organisational Psychology and Change. Read the Interview Transcript Below: Jo Palmer: 'We are doing an expert interview, and today I'm with Damian Hughes. We are talking largely about organisation development. So rather than me introduce your credentials, Damian, I think you'd do a better job than me.'
Damian Hughes: 'Well, thanks for inviting me on, Jo. It's a real honour to sort of chat with you. For anyone listening it's probably easier to explain the jobs I do, to give some context. So I'm a professor of organizational psychology and change, that's my main role. But I work as a consultant psychologist across a wide range of organisations from business to sport to education. And then the third job I do is I write. So I've done a number of books very much around the topics of high performing cultures and how and how to make change happen.' The Barcelona Way Jo Palmer: 'Fantastic. Before we get into organisational development, let's touch on your most recent book, The Barcelona Way, which is currently ranking on Amazon's best sellers. Damian, what was your inspiration for writing this book?'
Damian Hughes: 'Yeah, so I got approached a number of years ago by a publisher who asked if I'd be interested in writing a book on the topic of culture. And I said I'd love to do it. They said, would I be interested in trying to make it a little bit more accessible by viewing it through the lens of a sports team?'
DH: 'Now, while that sounded an intriguing challenge, the reality is, like a lot of businesses, a lot of sports teams sort of pay lip service to the topic of culture. So they'll tell you how important it is. But their genuine level of investment, or interest, or focus tends to be quite minimal. So we narrowed it down to three teams that genuinely use culture as a competitive advantage. So the first one was the New Zealand Rugby Union team. The second one was the New England Patriots in the NFL. And then the third one was FC Barcelona.' 'Choose Barcelona' Damian Hughes: 'So I think it was air fair costs that meant the publisher said, "Choose Barcelona." But the reality was, it was the one that I felt had almost been unexplored and it was really rich to link it. So what the idea was was, I looked at culture through the lens of how Barcelona had decided to follow this process known as a commitment culture. And a commitment culture is where you have a really clear set of principles or behaviours, and you've got a really clear sense to why you exist. And what all the evidence says from all the research on the topic is a commitment culture tends to be a lot more successful over a sustained period than any other type of culture.'
DH: 'So I look at the different types of cultures, but then specifically this idea of a commitment culture and how that can be used and harnessed within any organisation, so anywhere where people are coming together for a common cause, how you can use it to then drive competitive advantage.'
Damian Hughes, the interview will conduct of him explaining organisational psychology and change. How Long Did it Take? Jo Palmer: 'Fantastic. Brilliant. How long did it take you to write it, Damian?'
Damian Hughes: 'It ended up being about three years. So I was back and forth from Catalonia for about 18 months, back and forth doing interviews and things like that. But a lot of the research in terms of the most recent research and the papers, that took an awful lot of wading through to be able to give people sort of the idea that it isn't just about sport, it's about people that just happen to work in sport in this case. I'm lucky enough I've done a number of books, Jo. So what I've realised now is that you have to really be intrigued and love the topic, because it ends up dominating an awful lot of your waking hours. So it was a real three-year labour of love.' Favourite Book Jo Palmer: 'Wow.
You start a task and another one comes up. You do that, and another one comes up. So, you then do that. Until - you guessed it - another one comes up! You are task switching.
You've spent months preparing for that date with destiny. The presentation that will make or break your career. You know you are ready, yet somewhere deep inside there's a voice that says you're not good enough. You don't belong. In short, there's a metaphoric post-it note on your head saying, 'FAIL'. You need to learn how to build confidence and change that voice.
Do you have a looming deadline that's still some way off? You know that if you got a jump on it and made an early start on that presentation you will undoubtedly tinker with it until the last minute, wasting more time! Listen to our podcast to learn some useful tips to help you stop procrastinating and start learning to trust yourself.
Emails are an essential tool. Yet, we were never really trained how to use them. Listen to our latest podcast to learn some practical email writing tips to help you improve your email effectiveness.
E7 - You Do Your Best Work Under Pressure? You’re a Tight Deadline Junkie Do you leave everything to the last minute? Do you find yourself burning the midnight oil time after and time to meet deadlines? Yet, somehow, every time you pull of a masterstroke of genius and deliver. You deliver, not just on time, but you deliver your best work. You might just be one of the many tight deadline junkies. Listen to this podcast to learn more. Read the Tight Deadline Podcast Transcript: "Deadlines are a fundamental part of working in business. Are you one of those people like a baseball player? Running for the home run, and you slide in on the last base just as the umpire says, "Yep, you're home"? My name is Darren and you're at the home of Sticky Learning MBM, trainers to the UK grocery industry, and experts in making learning stick."
"Today I'd like to talk to you about tight deadlines. A lot of people are one of those baseball players that just slide in and get the home run, and you might say, "What's wrong with that?" I'd say nothing, except the stress that it causes. Then people will say to me, "Ah, but I do my best work under pressure". I'd say to them, "Research disagrees". In fact, when we're stressed scientists have proved that our IQ drops to that of a teenager. So when the adrenaline is running, when the cortisol is going around our body, what's happening is we're getting ready for fight or flight for the sabre-toothed tiger, but of course, they don't exist anymore." Leaving Things to the Last Minute What happens at work is when we really need to be our best, make our best decisions, what's happening in our IQ has dropped. So, you think that you do your best work under pressure, it's not true. What happens is you get very stressed under pressure and you seem to get a lot done, but let's look at that a whole different way. A lot of people slide in, getting their deadlines done just on time. A bit like when they go for a train and they're almost proud to jump on the train having run across the platform as the doors are bleeping. "I made it," and yes you did, but let's look at the stress that that caused, and was it really worth it?
"There is an alternative, and it's not going to be an alternative that you'll want to embrace, because part of you really likes to the rollercoaster ride of that adrenaline rush. Here's my challenge. You've got a manager who is erratic, disorganized. Often sliding in at last base just to get the deadlines done. Whilst that's quite exciting, is that really the person that you would want to work for? Would you prefer someone that's more measured? That knows what they're trying to achieve? Let's call it strategic thinking, and has a really good understanding of what the plan looks like for the next 12 months or the next few days, but isn't trying to hit deadlines just as they happen or passed."
Tight deadlines: Egg timer running out The Last-Minute Multiply Effect "That's exciting, but the stress is huge, and multiply that as a cascade from top to bottom in a company. The guy at the top is working on a last-minute tight deadline. Because he couldn't think further ahead than a few weeks. That cascades to the next level down. The next level down. And by the time it gets to middle management or below they're running around like headless chickens. Stressed, making decisions at last minute on something that's probably pretty important for that company. This would not be the image I suggest you want to portray." Why Do People Just Hit or Just Miss Their Deadlines? "So, let's look at why. Why do people just hit or just miss their deadlines? Why not turn in a report a few days before? Well, the reason is they don't trust themselves. Let me say that again. The reason is, they don't trust themselves because let's imagine a scenario. You've got to write a presentation for a customer in two weeks time, Thursday by 5:00. The meeting happens on Friday at 9:00 AM. Now,
E6 - Not Having Effective Meetings? Are You Wasting Valuable Time? Answer: Have More Meetings! We spend most of our working lives in them. Yet, they are rarely an effective use of our time. In short, we simply aren't making the most of them. In fact, the problem is we aren't having enough of them! Listen to this podcast to learn how to have more effective meetings.
Here, we argue, that shorter and more regular meetings will keep your team on track. This will allow your meetings to be more effective. Read Effective Meetings Podcast Transcript: "Meetings, you're having them all day long and they're not as effective as they could be. You know this. My name is Darren and you're at the home of Sticky Learning, MBM, Trainers to the UK Grocery Industry. This is another short and sticky story about meetings. Along with emails, you spend most of your time doing either those or meetings and they're not as productive as you want. Most people feel this, they could be a lot more effective and maybe in the past, you've reached for a book or you've done some research online to try and figure out how to make meetings more effective. And what you've probably found is that the advice is about setting objectives."
Setting Objectives "Objectives are good advice, it's just not great advice and that's because of how many people really set objectives for meetings? They do for the really, really important ones, but beyond that, the day to day meetings, they don't. Smart objectives would be ideal, but for me it's the difference between if you've seen the film, A Few Good Men, it's the difference between paper law, as Sam says, when he's fighting a court case with Tom Cruise, the difference between paper law and trial law is the difference between someone writing a book who was intellectually right. You should have objectives for meetings, but in reality, it ain't going to happen. So let me see if I can share a story about how you might do it differently and I'll follow up with some practical tips that I hope will help."
Have More Meetings to Get More Done "When I was a kid, we had maybe more changes of seasons than we seem to now. We had extreme summers, it seemed, and extreme winters, although maybe I look back at my old childhood with rose-coloured glasses. I remember going to school one day and it had been snowing all night. I'd woken up, I was probably about nine years old, and how excited I was that snow was on the ground, and walking to school was really exciting. You've probably had that feeling. And throwing snowballs at each other all day, going out to the playground, fabulous." "Over the next couple of days, the snow fades and it's not as exciting, but playing with snowballs, the best place to get your snowballs to get them into a ball was at the bottom of a tree where the snow had drifted up against the tree. You probably know what I mean." "So you've got up to the base of the tree, grab a load of snow, make it into a snowball and throw it at the nearest kid. Fabulous. My point of saying that is if you were to look at a tree when it's snowed, you'll see that the snowdrift is on either side. I'm suggesting that to have more productive meetings, you should have more meetings. You won't find that in any book. And if the tree is a meeting, then what happens is the actions, and the things that get done, are the snow to the right and the snow to the left of the tree."
Are you wasting valuable time in meetings? Making Meetings More Productive "So if you want to get more done from the meetings, you want people to take more actions, you'll find what they do is think, "Ah, I've got a meeting today at two o'clock. Damn, I should have done the action from last week." And people do their actions either just before the meeting or they come out of a meeting and think. "Okay, I'll get that done while it's fresh in my mind." So they get their actions done just before the meeting or just after the meeting."
E5 – The Annual Appraisal is Lost In this podcast, we discuss a simple technique to make the annual appraisal useful at work. One of the mainstays of business has always been the annual appraisal.
Since time and memorial business people have struggled to use them as an effective tool for business. There is a better way. Read the Annual Appraisal Podcast Transcript: "Annual appraisals just don't work the way you're doing them. My name is Darren Smith and you're at the home of Sticky Learning, MBM, trainers to the UK grocery industry."
The Traditional Annual Appraisal "I worked in the corporate world for many years, commuting to London, working for one of the top four UK supermarkets. It was time for the annual appraisal, and what happened at this time where people were taken into rooms in pairs. The line manager took the report in for these long going meetings around the annual appraisal and the documentation was huge."
Has it Changed? "That's probably no different to what you're doing today. You're either a report or a line manager knowing that the dreaded annual appraisal adds very little, yet they've done year in year out at most companies." "So let's call him Richard. We'll change the names to protect the guilty. I go into a room with Richard, my line manager at the time. I'm a cheese buyer. We sit down and we begin. The first few minutes of this is an annual appraisal. We're here for maybe an hour, an hour and a half. We're going to talk about your performance."
Don't Start With Feedback "Now what we should have done at that point is taken the objectives that I'd been set and run through those. But Richard started with feedback. What he then did was pull out a book. Now, I'd seen this book over the last 12 months. But, I didn't really know what it was apart from he'd written some things in it. I thought it was what some time managers call a daybook, where you just sort of jot down meetings and notes and so on."
Annual appraisal: Effective business tool 127 Things I Did Wrong "Well, this book, he opened it, I think he was on about page 12 or so. He opened it on page 12 and my name was at the top. What he'd done and been doing over the last 12 months as he had captured 127 things that I'd done wrong. 127 things that he hadn't told me until my annual appraisal that these are the things you could do better or you'd done wrong were his words." "I was shocked. Now, in my early twenties, I didn't know that this wasn't the right way to do appraisals. I had no idea. And what happened over the next, I think it was an hour, hour and a half, he went through each of the 127 items and asked me why I'd done it wrong."
Give Feedback Regularly "Now that's an extreme example, and you're probably thinking, yeah, that would never happen to me or I'd never do that, and you're right, it probably won't or you won't do it to another individual, to one of your reports. The point is still the same. You should not wait 12 months to give feedback." "Lord Mark Price, who used to be the managing director for Waitrose for many, many years before he became deputy chairman for the John Lewis Partnership, says that on average people get feedback once every four months. Now I think that's really better than where it was back then in the early nineties, but it's still not good enough."
What the Objective of an Annual Appraisal Should Be "The objective of an annual appraisal should be a summary of the feedback over the last 12 months to support the individual to find the themes of things that are good and could be better in order to improve that individual's performance." "So I was sitting there. Richard opposite me, and we're running through 59, 60, 61 of these things that I'd done wrong, and some biggish and some small. And what did I take away from that? Well, I took away that this was the way to do it, but actually, as I learned over time, I realized you can learn as much from a bad boss as a good boss."
The return on time & money invested is zero.
You work in the corporate world, you attend 1-day training courses. You come back and get on with your work. Nothing changes. We spend 10 years at school going to lesson after lesson. Yet, we then get out into the big wide world and expect to learn a skill between 9-5 in a training course. It simply can not happen.
Are your presentations engaging? Recent research says that audiences either go on their phones or fall asleep in presentations. We need to make our presentations much more engaging. Presenting is a key business skill and if we are not good at this skill, we will fail to engage our audience and sell, gain buy-in, or achieve our objectives.
You are doing shallow work only. Working as a knowledge worker in the corporate world can be tough. The danger is that you are busy but busy doing the shallow work. The work that doesn't make a big difference. Learn how to identify the important tasks and know how to get them done.
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