Reinvention Insights - Ted Moroz

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Facing increasing competition and declining beer consumption, Ted Moroz and his team embarked on a reinvention.

Text of Reinvention Insights - Ted Moroz

  • Reinvention Insights

    Reinvention Insights Discussions with leaders who arereinventing their businesses and their industries.

    Ted Moroz President, The Beer Store and Brewers Distributor Ltd.

    Facing increasing competition and declining beer consumption, Ted Moroz and his team embarked on a reinvention.

  • Reinvention Insights



    450 Stores




  • Reinvention Insights


    In August 2014, David Saffer, Chief Learning Officer of Jackman Reinvents, sat down with beer aficionado and true gentleman Ted Moroz for an update on the reinvention at The Beer Store and to share leadership insights. The Beer Store and Brewers Distributor employ more than 7,000 people across 450 stores and eight distribution centres and cross-docks. Jackman Reinvents collaborated with Ted, his leadership team, and ownership in 20122013.

    TED MOROZPresident, The Beer Store and Brewers Distributor Ltd.

  • Reinvention Insights


    How is the reinvention going?

    We started down the reinvention path with Jackman about two years ago. And so far so good by the end of this year well have a little over 100 stores that have the new look, the new feel.

    Customer reaction is fabulous. Satisfaction surveys are remarkable. Its doing what we wanted to do, which is winning market share, and we are seeing that happen in droves.

    The new stores, the reinvented stores, are carrying the day, frankly, for our business. We are very, very pleased with the work that has taken place so far.

    How have the store teams been responding?

    Well, brilliantly. I have always said that it is not just about bricks and mortar. The bricks and mortar are wonderful, the new look, the new feel. But it has also come true what you folks shared with us when we first met cultural change will accelerate as we change the environment.

    Weve enhanced our employee college train-ing program, and we ensured that absolutely no one gets to wear the new uniform without having been through this spectacular training. And the training results are above expectations. Our training folks recently won an important achievement award for talent development through the Retail Council of Canada.

    We are very proud of the work the training team has been doing, and so we have put all of the employees through this robust training and its enhanced customer service skills program. Its about how they are interacting with custom-ers. Its about peer knowledge, so a lot of it has

    to do with how people want to be served by better hosts.

    When customers come to our stores they want to have intelligent conversations with our people about what goes well with some-

    thing they are serving. And weve been putting all of our folks through this very robust training program and now they are getting really good at it. We have experts from within that have been highly trained and they are going and training our people throughout the province.

    It seems the investment in people is delivering returns to the company.

    The reinvention path will probably take longer than I want, because it is not easy to just go out and renovate 450 stores. It is actually easier and faster to go out and train 5,000 retail employ-ees. In fact, well probably have all 5,000 retail employees fully trained before we finish all of the brick and mortar changes. The behavioural and cultural changes are exceptional.

    Cultural change is accelerating as we change the environment.

  • Reinvention Insights


    The reinvented interior of the Hopedale Beer Store in Oakville, Ontario. photo: arash moallemi4

    It is absolutely wonderful being in those stores with those folks. I remember something you said at our first meeting together. When you reinvented Duane Reade, you said that cus-tomers would go in and think Duane Reade had new staff. It wasnt new staff, it was a new envi-ronment and new training!

    We have actually had people say this same thing. Its been a great experience, and all of the things that you folks said would happen, happened so very good, kudos to Jackman.

    Kudos to you for making it a reality. There is an expression Joe Jackman uses: Real estate is marketing in slow motion. As you said, its going to take a few years to get all of the stores reinvented physically. And while Labatt and Molson and others can help with changing and innovating products more, I think what youre saying is that your people and the training can move fastest of all, driving mo-

    mentum as they are motivated and engaged its faster. It is also very productive. Every-one wins. Customers win, the organization wins, and employees win.

    Its funny that you have just said that. I think what makes me come to work every day is the staff here. I know it sounds clich, but it is true, and I am all about engagement. I spend a lot of time with our team in the field.

    This year alone I have ridden along in trucks with some drivers, and Ive worked probably in four stores. I would go and work for three to four days with each. I also take all the staff for dinner. It is very educational.

    I can see the work that weve done having a good impact on whats happening out there. I see the customers eyes lighting up when our people are getting out from behind the coun-ters. Going out and spending some time with the customers and explaining what products are available and providing [pairing tips such

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    If you look after your people, your people are going to look after your business... and you are going to sell more.

    Reinvented uniforms.

    as] what goes great with this sort of cheese and stuff like that. That just jazzes me. And it jazzes them.

    For me its also important to know whether this is working or not. You need to be out there you cant sit in your office. You can manage by your emails, but its not extremely effective, obviously. I learn more working in a retail store for one day than I do sitting in 10 meetings in the office. Go out and work with people. But work, dont just stand there and watch them. Get your hands dirty and work so Ill go and work in a store. Ill be running in the back and getting beer for folks or walking around. Going out in the parking lot and helping people carry out or load their cars.

    You learn so much about the wants and needs of your people, your customers you get to see

    if your core values are working or not. You get to see what youve been doing with your training, with your reinvention.

    I think this goes for retailing in general: if you look after your people, your people are going

    to look after your business, and you are going to sell more of whatever you are selling. It just keeps growing, and that means you eventually have more customers. Its a great circle that I have always believed in. You guys at Jackman made that pretty much happen.

    I wanted to ask about your career. You spoke last year at the Toronto Board of Trade and shared that your dad worked for Brewers Retail and you started in the warehouse. I wonder if you could tell me about some of the influences in your life?

  • Reinvention Insights



    SOURCE: The Beer Store and Canadian Retailer, September 2014

    3.6% 4.01%

    Market Share Increase


    THE BUSINESS CASE FOR REINVENTIONFacing increasing competition from a rival alcohol retailer and a trend of declining beer consump-tion, The Beer Store enlisted Jackmans support to reinvent and grow market share.

    The insight that drove the reinvention had to do with worrying less about the competition. The reinvention was more about what we were doing to demonstrate the versatility of beer, the range of flavours and occasions, the love of master brewing, and championing beer. It was about con-necting people in different ways with beer.

    Jackman team members collaborated with the iconic retailer to assess the market, segment it, and choose which customers to focus on. Cre-ating a clear purpose for the brand, we brought it to life through a new brand identity, store design, digitally interactive store environment and a repo-sitioning communications campaign.

    The four pilot stores saw an increase in sales and market share, as well as increased customer satisfaction, said Andrea Randolph, VP Retail of The Beer Store.

    In fact, as The Beer Store rounds its 100th store reinvention, market share has increased by 3.6% and volume is up 4.01% far surpassing ex-pectations, according to Canadian Retailer (Store 2014 Edition).

    Indeed, the training team leveraged the re-invention mantra developed with Jackman that focused on creating champions of beer love every day. As Suzanne Makins, Manager of Training and Development at The Beer Store, told Canadian Retailer, We have seen an increase in our employ-ee morale which has cascaded to the service that is now being provided to customers. Well raise a glass to that!

    I had the opportunity of working with a lot of great bosses. My dad worked at The Beer Store, so I sort of heard about the store every day growing up. I knew a lot of the ins and outs when I started at The Beer Store. I was just really fortunate to have a lot of great bosses, very different bosses.

    I had the opportunity to learn from them and I took what I hope were all of their best points, to be honest with you, all of their best features, and try to just roll them up into my behaviour and the way I do things, and that was the main thing.

    But I think even more simple than that is being respectful of people. I spent many years in our warehouses. And I learned first