-By Robert Coviello

Communication is a technique or act of exchanging ideas, thoughts, problems and a system for enhancing, enlightening, solving issues. Communication in our industry is, at best, weak. Plus, it often lacks substance and complete facts. It is a slanted view, depending on who the initiator is. In short, we whine a lot.

Changing Channels
We have the big guys. These are the "really" big retailers with important, sophisticated, intelligent leaders who make the industry publication headlines, big boxes, department stores (Is there more than one now?), large, very large specialty stores, merchants, and the oh-so-famous names that make up our industry landscape. The retailers who ebb and flow in and out of bankruptcy more frequently than in most other industries.

We have the independent specialty retailers. These are stores now being actively cultivated by the industry vendor community. They are the sweethearts of today's food and housewares industry. They are an eclectic group of people who have a love of food and wine, many of them without any retail experience. Many who are borderline industry headline material; some who are genuine folks; and others who need wide doors so their egos may get through the door at the same time as them.

We have the big vendors. These are important vendors. For the most part, they are led and controlled by the sales prevention division, the credit department. They do not communicate by telephone, e-mail or smoke signals. They grunt softly, carry a pen filled with lots of red ink, occasionally black, and work at keeping orders from reaching the shipping department. They also have people in charge of communicating with retailers, making them feel grand, great, sophisticated at every opportunity. They are involved in the development of new product. You know, it is the merchandise in the secret room at shows, ssshhhh!!!! Quiet, no loud talking please, it is a secret. I will get the product manager and she/he will show it to you. May I see your identification please? They also have managers who develop catalogs, price lists, sometimes together, sometimes not, unique item numbers like 194WH-67S4-32B. Duh!!!!!!!! I got it. I get it. At least, I think I do.

Now comes the hard part: getting a catalog. Usually, there are not enough to go around. We all know how that works: print 1,500 for 2,500 customers. Or they are very expensive so we have to allocate them. Or they are at the printers; we should be getting them any day now. Those are the bound ones. Then we have those that are not bound, 101 items in the line, and 101 four-color catalog pages in no particular order, and a price list with no cross-reference to catalog pages that are generally not numbered. Why would you have a price list and print it in item number sequence with a catalog page cross-reference anyway? That is way too complicated.

We have the typical industry vendor. These vendors are oftentimes smaller than their customers. They are privately held companies owned by real nice gals and guys. The owner(s) wear many hats, perform a wide range of duties, from product sourcing, product developing, to sales and marketing. They are energetic, entrepreneurial individuals. Mr. Specialty Retailer, cultivate them as they cultivate you, for you will not survive without them; they are an intricate part of your product mix.

We have the sales representative. This person may be a very important cog in the wheel to success in this industry. Some work directly for their companies, mostly the big vendors; some represent a number of companies -- their line list is made up of some of the big vendors and mostly the typical industry vendors. They may represent five, 10, 15, 20, 25 or more companies. They may be road warriors or they may have showrooms or both. They may play an important role in a retailer's success. Their sales bags are not only packed with lots of information on companies they represent but often they have a few words of wisdom to part with as well. Ambition, dedication and organization will determine how strong and efficient the sales representative is. Whether you are a retailer or a vendor, big or small, you have the right to expect a lot from this individual or their organization, because they make a living off of you.

We have the buying groups. A relatively new component of this industry but one that is important to the specialty store retailer and the future growth of the industry (see my article in the June issue of The Gourmet Retailer). We have shown up a little late on the scene given the history of other industries and their buying groups, but nonetheless, we are here to assist in the backroom functions of building the importance of the independent specialty retailer in our industry. The buying group's function is to give the big vendor a small dose of organized competition. Letting them know they need to pay attention to the independent specialty retailer. I think it is working, too; they are starting to cultivate our relationships with more enthusiasm in recent years.

Well, now that I have taken a swipe at all of us -- the big guys, the independent specialty retailer, the big vendor, the typical industry vendor, the sales representative and the buying group -- the bottom line is we all have a lot of growing to do, particularly when it comes to communication. We oftentimes -- because of human nature -- get in the way of solving our problems. The truth is, if we talk to one another and use "solid common sense," we may just surprise ourselves about what professional relationships may do to elevate our industry to new heights, develop respect amongst each other for what each of us contributes to our industry.

On a closing note, this is the 10th expose I have had the privilege to write for The Gourmet Retailer Magazine in the last two years. I would like to get more of your feedback, the pros and cons. I would like to know what you want me to write about if you are so inclined to make suggestions. My view may not be your views. This is okay with me. What is important to the industry is that we develop dialogue amongst ourselves. Plus, it is important that those of us -- like me -- who have been maturing with the industry be willing to share experiences, foster opinions and contribute to the knowledge of the new and old players. There are no secrets in this industry and anyone who tells you otherwise is, well … out of touch!!!!

I would like to hear from you. E-mail me at htibuying@verizon.net, drop me a line at the HTI Buying Group office, or communicate with Michelle Moran, Editor-in-Chief of The Gourmet Retailer Magazine.

I hope you enjoy reading these often-opinionated articles as much as I enjoy writing them.

Robert F. Coviello is the founder and president of HTI Buying Group, an organization of independent housewares specialty store retailers and industry vendors. He is also president of Housewares Tabletop International, a consulting firm that provides innovative solutions to strategic challenges facing companies in today's dynamic housewares and tabletop industry. Bob has more than 35 years of experience in the industry and is an acknowledged industry expert in the housewares field.

Comments? mmoran@gourmetretailer.com