Newsmaker: Bill Burns
Looking beyond the Electronic Data Interchange (EDI) Link ordering system and your Web site, are there plans in the works to introduce other technologies to help members in their day-to-day business?
A technology evolution has definitely occurred in recent years, primarily on the heavy-duty side — although there are common elements on both sides. The heavy-duty division really took on the initiative of the EDI concept in the mid- to late-1990s. They spurred it on and developed it to where it is today. We've brought many of those innovations to the automotive side, and are continuing to do so today. In fact, we're about to introduce within our EDI Link system a point-and-click catalog for members.
We have found that an industry-wide challenge has been upgrades of the various computer systems. Even old and honored names have had a tremendous challenge implementing changes, which sometimes hamper their ability to deliver. However, I think that across the board, companies find that upgrades have a positive result once implemented. The communication is better, and in the case of EDI technology, it's easier and faster.
Knowledge is power. And like (Affinia Group President) John Washbish says, "It's all about the data."
Are you working on any other new membership benefits this year?
One initiative we're launching is gaining national fleet accounts, with national companies such as AT&T, Verizon, and even some regional companies like Allied Waste. All of these companies have fleets on the road that need parts and service.
How do you feel the outlook is shaping up overall for WDs in 2008? Is it increasingly positive, or will there be road blocks ahead?
Change is inevitable, of course, and it seems to come rapidly in this industry in particular. Lately, the big have gotten bigger — and that poses some challenges for us and for our colleagues that are not as big. It makes us constantly evaluate how we can best serve the customer, paying attention to that concept and modifying it as we go along.
Consolidation (among customers) is a challenge, too. You know, they're not exactly making new WDs out there! That heavily challenges us to excel. Our best strategy is to set out the philosophy of what we're setting out to do, then sell and implement those business and marketing initiatives.
It's still a people business. People still buy from people. As long as we keep that as the focus of our business, I think that we will continue to be successful.
Independence seems to be a particularly important philosophy for IWD members. How do you bring value to them while ensuring it's a not cookie-cutter approach?
Independence is definitely a hallmark of our group, on both the heavy-duty and automotive sides. It's a bit of a challenge. We're constantly evolving, and vow never to be compliant in that task.
As we evolve, we have gone to getting members closer alliances with certain vendors, on strictly a voluntary basis.
However, striving to keep that sense of independence usually comes with a price. We talk to members, ascertaining their needs — everything from marketing to the panoply of vendors in our group's stable and the choice of lines.
We're also listening to input, because what matters to them, matters to us. As corny as that may sound, it's what drives our business. Just as they do for their own customers, we are always looking at how we can be of service: What do they buy that we don't provide? Sometimes the answers may surprise you: We're looking at more safety-related items, for example.