Landmark Wholesale trading director John Searle highlighted a number of ways in which his group has worked closely with suppliers to the benefit of wholesaler, supplier and retailer.
The biggest of these was the award winning Hot House scheme to help implement best practice across the categories within independent retailers’ stores.
He said the scheme had a four-year business plan and was supported by 42 suppliers.
Landmark has also been working closely with suppliers following its re-evaluation of its business in 2005 and changing its name to Landmark Wholesale to reflect more closely its business.
As a result of this activity, Landmark had challenged suppliers to collaborate more closely with it to grow their businesses together.
One of the most important categories for the business was beer, but this was under intense pressure from the multiples, and Landmark worked with Coors to assess how the independent sector could overcome this.
He said: “Together we created strategy to deliver a category-based growth plan. To some extent this forced Landmark out of our comfort zone but it was supported with a robust financial and resourced based plan. We set about restructuring our business and that of our retail customers to meet the challenge.’
However, this plan was threatened last year when the market was flooded with stock at prices that could only be achieved through duty fraud.
Coors was able to implement a strategy that cut off supplies of 500ml Carling to the fraudsters, and Searle said: “I would like to take this opportunity to publicly applaud Coors for their proactive stance.”