Wholesale & Distribution International - Fall 2017 - 23
is the wholesale distribution market. The company aims to
provide its customers with many value-added propositions,
including 24/7 customer service.
"We want to provide them with the necessary information as
quickly as possible," DeJohn notes. "We have 10 support staff
members that field about 400 calls per day, providing solutions
Woolf-Harris also has a 16,000-square-foot warehouse footprint, with double capacity, which allows it to provide customers with products at a moment's notice when they need them.
Additionally, the company teams up with its wholesale partners, contractors, design firms and engineers to provide CEU
and specialty designed training modules for existing and/or
"We have a beautiful office with two conference rooms, and
we host many trainings and consultations," DeJohn explains.
"Over the last two years, some of our biggest wholesale customers have even sent their new employees and managers to
us for training."
He adds that these training sessions can be customized to
their needs and last anywhere from two to five days. "Training
is part of our DNA," DeJohn says. "If we are not growing then
we are dying. We invest time and energy to equip team members for success.
"That's been a huge success for us because people sell what
they know," DeJohn notes. "It also gives us a direct line to our
partners, which helps to build our relationships long-term."
Woolf-Harris also conducts an annual agency meeting to
celebrate and discuss business training with keynote addresses
for its team members and families.
Woolf-Harris has a 16,000-square-foot warehouse, which allows
it to provide customers with products when they need them.
ple to all agencies across the country," DeJohn says. "We are
involved with many industry associations, including AIM/R.
We want the industry to have a better rapport, better support
and be more aligned in the way we conduct business within
the framework of our industry."
AIMING TO GROW
As Woolf-Harris looks ahead, DeJohn notes that he not only
wants the company to achieve the goals its set as a team, but
also its strategic growth initiatives.
"We want to expand our footprint and expand into new
segments, such as HVAC and electrical lighting," he explains.
"Many of our wholesale partners have outdoor kitchens,
plumbing, electrical lighting and HVAC systems. That's why we
decided to add those segments as a new division of our company a few years ago.
"We believe that HVAC is not only a good transition to build
another revenue source, but also allows us to provide support
for our wholesale partners," he continues. "Additionally, we
have opportunities to get involved in electrical lighting, which
will be our first transition to gain more market share and bring
more value to our partners."
Ultimately, Woolf-Harris' goal isn't to be the biggest company, but the most helpful and ethical.
"We believe we can be a resource as a mentor and an examFall 2017 www.wdimagazine.com