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training on a particular product, such as
watches, for example.
An unwillingness to view partnerships as
purely transactional relationships has been
beneficial. “We always seek a genuine
partnership where both parties are listening
to each other,” says Ramesh. “In a partnership
with a brand, both the brand and the retailer
will have certain expectations. By and large,
these objectives might align. In some cases,
though, they won’t, and it’s important to
communicate and reason why you want to
do a certain thing. Then you try and find
an understanding or middle ground.”
With some partners, DDF is able to enter
into 12- or 24-month strategic plans. They
have entered into one such plan with spirits
producer Diageo, for example. When these
longer-term relationships have been forged,
both partners can collaborate on strategy.
“We can agree on what we will try in terms
of innovations and the shop floor offer, as
well as training and exclusive products. These
strategic plans give us visibility and what is
likely to happen in the next year or two.
“The overall strength of the operation is
vital to how we work with partners. If we
have strong automation in logistics and I can
pick up products and quickly send them to
the shop floor, then chances are that
whatever the brand is doing will be turned
into more sales and business. The marketing,
messaging, training and customer service are
all part of having a strong operation.”A DISTRIBUTION REVOLUTION
Any major retailing operation needs an
efficient warehousing system and DDF prides
itself on its distribution centre, which is
considered a model for the industry. In 2008,
it constructed the facility, which spans
some 27,000 square metres and includes
a 9,000-square-metre mezzanine. The new
space included automated systems capable »INNOVATE | Interview
Gold and precious stones take centrestage at Concourse D.