Sugro UK, well known in the industry as a leading memberowned impulse buying group, is continuing its transition from the traditional buying model to a dynamic marketing and selling group by expanding the Business Development resource within the business. Known as the leader in impulse categories – confectionery, soft drinks and crisps & snacks, the group has recently diversified into new categories such as grocery and Beer, Wines & Spirits.
The Marketing department was enhanced in 2018 which opened more opportunities for the group with social media engagement and digital transition, with digital being a big part of group strategy for 2020.
The New Business Development Team will play a key role in execution and member engagement in new categories, social media and digital as well as focusing on day to day business development opportunities such as Retail Club initiatives, core range, planograms, compliance and execution. Since the new Team came on board the group has recruited 8 new members which has resulted in incremental turnover of £133.5m being added to the group total turnover of £1.1bn with more members in the pipeline.
Sugro’s task is to help the wholesalers to become better equipped by helping them to adapt to today’s challenging competitive trading environment where the market is driven by technology and affected by numerous consolidations. Wholesale is not the same as it used to be 10 years ago but it offers unlimited potential to the ones who can embrace new ways of working.
The New Business Development Team consists of Jonathan Townend, Head of Business Development and three Business Development Managers – Herbinder Kaur, Tabitha Hunter-Smale and Stephen Shilling. Jonathan Townend, Sugro Head of Business Development, is an ex Senior National Account Manager of Princes Soft Drinks and ex Sales Director of McBrides, who make own brand products for supermarkets. Jonathan brings with him a wealth of experience and expertise in strategic relationship management and development of new and existing business.
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