Wholesale & Distribution International - Spring 2016 - 72


WILDMAN BUSINESS GROUP

put in service before you make dollar one. Once that infrastructure is put into service, over the long term, it can have a very nice
return. We've used our laundry business to diversify and add on
the other products through logistical relationships that make
sense for our customers. They may as well get it from somebody
they know and trust. That's been our traditional growth model.
We're a laundry business that got into distribution, not a distribution company that happens to have laundry."
For the laundry business, Wildman Business Group leases
approximately 40 vehicles, many of which are stepvans from
18 to 22 feet in length. The company also leases a smaller number of stepvans from 14 to 16 feet in length, a number of vans
and a few 26-foot trucks. It has purchased vehicles in the past
depending on the financial market, but it has always kept the
maintenance in-house except for major repairs. "We've been
able to control our cost better by doing maintenance ourselves," Wildman maintains.
The company's delivery drivers are more sales and service
representatives than mere drivers. "We look more for retail experience than driving," Wildman says. "It's a hard mix to find."
The delivery vans use Geotab routing software that also provides feedback on metrics such as driver braking, acceleration
and idle time.
Wildman Business Group takes safe driving seriously.
"We have an accident escalation clause," Wildman says.
"The driver pays the deductible if it's their fault, and that
can lead up to terminations." A driver involved in three accidents might be terminated, but it could be as few as one if it
is a serious accident.

RECRUITING EMPLOYEES
The company's average tenure for employees and customers
is more than 10 years. "We have service reps that have been
with us for 20-some years," Wildman maintains. "Some senior managers have been here more than 30 years. We don't
have people jumping jobs, so we've got a lot of tenure and
seniority within the company."
Recruitment of employees is encouraged by a $1,000 bonus given to an employee who refers a recruit who stays with
the company for 90 days. "That has been our most effective
tool," Wildman asserts. "Ninety percent of our employees
come through referral. We made a big investment in human
resources because of the changing labor market."
The highest turnover is in the laundry area. "It's a tough
job sorting dirty laundry," Wildman points out. "The laundry equipment is very automated, but they haven't come up
with a robot that can sort dirty laundry."
Wildman Business Group strives to be a one-stop shop for
uniforms. It can direct import uniforms for companies, rent
or sell them and provide laundry services. Many of the prod72 www.wdimagazine.com Spring 2016


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Table of Contents for the Digital Edition of Wholesale & Distribution International - Spring 2016

Contents
Wholesale & Distribution International - Spring 2016 - Cover1
Wholesale & Distribution International - Spring 2016 - Cover2
Wholesale & Distribution International - Spring 2016 - 1
Wholesale & Distribution International - Spring 2016 - Contents
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Wholesale & Distribution International - Spring 2016 - Cover3
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