Growing together in a challenging market

In the world of builders’ merchants, it’s no longer just about sharp prices and quick deliveries. What really counts is working with suppliers who are prepared to go the extra mile – partners who think along the same lines about logistical efficiency, digital innovation, and even social impact. Whether it’s jointly setting up marketing campaigns, improving e-commerce platforms, or organising training for shop staff, the added value of an engaged supplier can be the difference between stagnation and growth.

One such supplier is Paints and Coatings Company AkzoNobel, which was recently named ‘Supplier of the Year’ by the British Leyland SDM (part of the Grafton Group). Leyland has 35 shops in London and profiles itself as the ‘decorators’ merchant.’

AkzoNobel, with its Dulux paint brand, managed to stand out – not just through strong commercial results, but especially through close collaboration and trust. “In a challenging year, being named Supplier of the Year is particularly special,” says David Baker, Commercial Lead at AkzoNobel, with visible pride. “It shows that the work we do behind the scenes is truly valued.”

When Baker started two years ago, a very limited amount of Leyland’s sales went through online channels. “That was really minimal. We started supporting them in building e-commerce capability, something we as a manufacturer already had a lot of experience with,” he explains. For example, the Dulux team at AkzoNobel are helping with the development of online colour mixing tools and the improvement of product information and images. “It was about getting the basics sorted, so they’re ready to grow when the market picks up again.”

Leyland is currently also experimenting with Tradecart, an express delivery service, and Dulux are planning to work in collaboration to support this opportunity. Although there aren’t any hard figures yet on the current share of online sales, the progress, according to Baker, is clearly noticeable.

Working with Leyland SDM requires a bespoke approach. “Their model is unique. All their shops are within the M25, the area around London. Their focus is on convenience, not price,” Baker explains. Unlike other DIY stores, Leyland shops are often located in city centres, without parking. “That makes it logistically challenging, but also distinctive.”

Leyland’s employees are often highly trained and specialised. “We tailor our collaboration to that. Social impact initiatives, such as the partnership with homelessness charity St Mungo’s, also closely align with their values.”

Together with Leyland, Dulux supports the London homelessness charity St Mungo’s. “We linked three things together: awareness, financial support – for every can of paint sold, money went to the charity – and training,” Baker explains. “Through our Dulux Academy, people from St Mungo’s can be trained as painters or decorators. This way, we’re not only helping people off the streets, but also into work and housing.”

According to him, the initiative is an example of how commercial goals and social impact can go hand in hand. “Ultimately, it’s about the shareholders, but this shows that we want to do more than just make a profit.”

Ambitious plans are on the agenda for 2025. Baker: “We’ve launched a lot of new products this year and are working with Leyland to get them out there. In addition, we see that Martin Hastings, CEO of Leyland, is now in the third year of his strategy and is focusing more on proactive growth.”

That includes a more targeted approach for their customer segments. “Together, we’re focusing more on the trade professional, less on the decorative consumer. We’re also strengthening the marketing with joint campaigns.”

By leveraging Dulux’s brand recognition – “which is very high amongst Decorating professionals” – both parties hope to gain more awareness to drive footfall on the shop floor and online. “As a high street retailer, Leyland can benefit from changes in the retail landscape,” says Baker. “By joining forces, we can capitalise on that.”

According to Baker, trust is the key to a successful partnership. “You can arrange everything commercially perfectly, but if the mutual trust is lacking, you won’t get anywhere. That’s why we invest a lot of time in building relationships.”

An example of this was an event for all of Leyland’s branch managers. “We invited them to our Dulux Academy and went out for dinner together in the evening. For many managers, it was the first time they’d experienced something like that with a supplier. Simple, but powerful. It builds a bond that you need when things get tough.”

Although a lot has been achieved, Baker emphasises that the work isn’t finished. “We’ve taken many positive steps, but we’re far from perfect. There’s always room for improvement, and we’ll continue to look for that together with Leyland.”

For him, the nomination as Supplier of the Year is therefore not an end point, but an incentive. “It confirms that the direction we’ve chosen is working. Now it’s a matter of building on that together.”

For more information, visit the AkzoNobel website.