There
is a simple psychology that explains the constant claim and counter claim
between Trader and Management at QVM. And the trader disappointment when both CEO,
Malcolm McCullough, and Director of Customer Engagement, Mark Scott, departed
the scene has pin-pointed the problem.
Traders
need to see leadership in tackling retailing issues at our market. Ideally it
should come from them but 700 independent business owners have never been able
to achieve that unity. The recent attempts to get union and political
involvement in the renewal debate has left most traders uncomfortable and even embarrassed
by the process and the antics of those involved.
There
is no shortage of desire under the sheds to achieve retail success. There are
many hurdles and some traders with little jumping ability but there are many
who are prepared to protect and advance their livelihoods. They just can’t do
it on their own. In fact it could be financial suicide to invest resources in a
program that requires group decision making, and cohesion. So traders need a
leader and that is exactly why Malcolm McCullough’s appointment was so
important.
Bill
Gates once said “The barrier to change is not too little caring; it is too much
complexity.” and there is certainly complexity in this debate. There are
traders who would completely reject management leadership. They have usually
done very well on their own at QVM. They have successfully worked the system in
protected categories that even in the current downturn are doing fine. They excel
in tough times and see retail adversity as simply a way of getting rid of their
competitors. We need to ignore them right now if the majority of traders, and
indeed our market, is to survive.
You
could argue that retailing has always been a tough gig and we have managed to
work our way through it. But is this retail recession a normal cyclic event?
Aren’t we experiencing a once in a century “perfect storm” in retailing similar
to what happened back in the 1920’s when Sears Roebuck and Macys completely
transformed catalog sales to department store retailing. QVM needs a majority approach if it is to
succeed.
So
what is the role of the QVM Board? They are managing a retail property, and
yes, their role includes providing some services that help retailers to perform
as retailers. But in the middle of a retail recession we need intense,
unqualified focus on some major issues. We need excellence and leadership.
Where is that to come from? - a group of capable but disorganized traders? - or
a management that is capable, but not focused on the science of retailing?
By Greg Smith
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