DIY Trade News November 2013
34
NEWS
SPOTLIGHT
FEATURE
COMPANY
PROFILE
REPORT
BACK
OPINION
PRODUCTS
SPORT
Eugene
Beneke –
CEO:Iliad
Eugene Beneke, Iliad’s CEO, is born and bred in Blue
Bull country and completed his studies at the worldrenowned University of Pretoria. After completing
his articles at Theron du Toit and qualifying as a
chartered accountant he worked with a development
company in Johannesburg before joining the food
industry in the Western Cape.
Here he spent a decade in general management
before joining Iliad at the end of 2008. “It was
a privilege to take the responsibility of a listed
business,” says the man with a welcoming smile. In
his words, there is no industry more exciting than the
DIY and building materials industry.
Specifically the BUCO journey has allowed us to
create more awareness of our business, and through
the years, we have come a long way. The decision to
they come to our stores along with excellent product
knowledge.
With more than 4 000 employees it is important that
launch BUCO and the decision to implement a single
we continue to protect our position in the market and
ERP platform across the business was pivotal. The
the business has a sound platform for expansion and
ERP implementation will be completed by quarter two
acquisitions. We are confident of this platform and our
of 2014. I am very pleased with the progress that we
staff are very positive and full of enthusiasm.
have made.
We have also implemented an adjusted
DIY: Historically, BUCO customers have been
EB: Four years ago 80% of our business was on
credit. Balance is very important, whilst keeping an eye
now able, for the first time, to do significant national
us about the positives.
contractors. Is this changing?
business. We have an enhanced model which allows
us to leverage off our strengths. The business is
DIY: 2012/13 has been a difficult year, but tell
procurement model which is fundamental to our
on retaining the core of your successful business. We
promotions. Simply put, this benefits the entire group.
have maintained our strengths, however, attracting a
The business also went through a research process
wider scope of customer. Today the split is 66% credit
EB: Three years ago, Iliad did some introspection
ensuring we are best positioned to service the
versus 34% cash. This is good and is allowing us to
and here we developed a road map of where the
contractor and to improve our current store model
spread our exposure a little.
company wanted to be. The business identified seven
from a DIY consumer perspective. However, what I am
pillars which we either had to implement or adjust
very proud of is that we have brought more structure
DIY: As for the current construction lull, how
for the future. I am proud to say that we have ticked
to the business without losing the entrepreneurial flair
long until we see the light at the end of the
the majority of these by now. Our vision has stayed
of our retailers. With this flair it is important that there
tunnel?
consistent and the business as a whole has made
are some parameters and these parameters allow
EB: We’d all love a crystal ball. I think very few
significant progress in achieving its goals.
us to give customers an enhanced experience when
people expected the construction lull to have