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James Bell
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By James Bell, Managing Director, Rapid Electronics
They
say a week is a long time in politics. Well, ten years is a lifetime in electronics.
It
is only when you look back at an old catalogue or web page that you realise how
much has changed about the way we sell our products.
In
2005 Rapid saw itself unequivocally as a catalogue-based distributor, as it had
been for the previous 26 years. The company had only been selling products
online for a year, very rarely emailed its customers and published at least two
1,000 page catalogues per year. The following year the website was relaunched
as
www.rapidonline.com (click
here to see what it looked like back then), but online orders represented barely 20% of overall sales.
Fast
forward to 2015 and we have achieved 50% of our sales through the web. We no
longer produce a printed catalogue for industry customers, which would have
been unthinkable ten years ago.
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The way we were |
Today, the website is our main sales channel. Customers can use a range of online services and tools, such as the ability to place
scheduled orders and enter
personalised part numbers, as well as order on a
smartphone or tablet via our mobile website. Recent innovations include an
upgrade to our product search functionality and giving customers a more
personalised user experience, depending on the industry sector in which they
work. We are also able to offer a not in catalogue service (NIC), giving customers access to
products not listed on our website or catalogue, which is only possible due to
the close relationships we have with our suppliers.
Customers
expect same day despatch and increasingly next day delivery as standard features,
access to full online catalogues on mobile devices and the ability to post
immediate reviews of products or services. Social media has transformed brand
management. If a customer has a negative experience with your company, the
whole world – rather than just a member of your sales team – will know about
it. Equally, a good experience can make your followers your brand ambassadors.
Not being restricted by catalogue
cycles has enabled Rapid to become a more dynamic player in a fast evolving
industry. We can update product information more quickly. Targeted email
marketing and social media brings new products to the attention of buyers at a
fraction of the cost and time it would have taken ten years ago. This has been
especially important during the recent microcomputer boom. Selling the various
incarnations of the Raspberry Pi has been incredibly exciting for us – a
product that has unique crossover appeal amongst our industrial, educational
and hobbyist customers.
Securing Rapid's future
Everyone in the industry has had to respond to the changing face of technology. But that does not tell the whole story of the last decade at Rapid. I joined the company in 2010 and "Rapid" is certainly an apt way to describe the changes that have taken place inside the business since then.
Becoming part of the Conrad Group in 2012 was a huge step for us.
Rapid had been an independent company since it was founded in 1979 so it was not a decision we took lightly, but Conrad has secured Rapid's future and provided us with many exciting new opportunities.
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Rapid's HQ and distribution centre in Colchester, Essex |
It has helped to breathe new life into our
product portfolio and procurement strategy, enabling us to move into different
product areas and strengthen others. We are also able to share resources, best
practice and logistics, and benefit from Conrad’s global supply chain.
Conrad has market coverage
across Europe and significant economies of scale. We have worked closely with
them to vastly expand our electronic, electrical and e-mech ranges, signed
distribution agreements with major suppliers and increased our stockholding
from 50,000 to 100,000 products. By the end of 2015 we aim to increase this
figure to 200,000. Web and ERP systems will be developed to meet the demands of an
expanding business. But we will still stock and source
those components that customers have told us they struggle to find elsewhere –
the resistor or transistor, for example, which keeps their product or
application running.
Competitive
prices and fast fulfilment times are part of the Rapid DNA, and we have always
been “serious about electronics”. But now we have the infrastructure, the
products and the processes in place to define the standard in electronics
distribution for the next ten years.
This article originally appeared in a special supplement published by Electronics Sourcing magazine in April 2015 to mark its 10th anniversary