WEBVTT - ‘Occupy, dominate, and defend’: Briscoe Group’s growth plan

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<v Speaker 1>Gotta Koto. Welcome to Shared Lunch. I'm Garth Gray here

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<v Speaker 1>in Morningside in Auckland at the headquarters of the Brisco

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<v Speaker 1>Group that's Brisco's and Rebel Sport Homewares and Sportswear, a

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<v Speaker 1>retail powerhouse. And at the head Rod Duke, a man

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<v Speaker 1>who's been running retail for thirty five years. What are

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<v Speaker 1>the challenges he sees ahead? Are we going to make

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<v Speaker 1>a recovery from this cost of living crisis? And what

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<v Speaker 1>opportunities has he been able to ring from the trade

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<v Speaker 1>war between the US and China. How does he see

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<v Speaker 1>the future coming? Will lie ahead inside to find out.

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<v Speaker 1>Here's some important info you should always keep in mind.

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<v Speaker 2>Investing involves the risk you might lose the money you

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<v Speaker 2>start with. We recommend talking to a licensed financial advisor.

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<v Speaker 2>We also recommend reading product disclosure documents before deciding to invest.

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<v Speaker 2>Everything you're about to see and here is current at the.

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<v Speaker 3>Time of recording.

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<v Speaker 1>First, thanks for inviting us here today. I mean, I

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<v Speaker 1>know you are all about the deal, knowing what the

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<v Speaker 1>customer wants, and so in that view, we've asked some

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<v Speaker 1>of our customers, some of our listeners, some of the

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<v Speaker 1>people that tune into the podcast regularly what they would

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<v Speaker 1>like to ask you, And I've got a couple of

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<v Speaker 1>those questions right here. What's the key indicator of how

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<v Speaker 1>the economy is related to retail? Like, as there are

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<v Speaker 1>a product somewhere on the shelves where when that goes nuts,

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<v Speaker 1>you go things are doing well.

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<v Speaker 3>No, there's probably not a product, but there's probably a

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<v Speaker 3>number of product categories, not one particular. And look, our

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<v Speaker 3>summary of whether or not the economy's buoyant or poor

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<v Speaker 3>is the propensity of people to shop. If they tighten up,

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<v Speaker 3>don't want to shop, there's nothing they want to buy.

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<v Speaker 3>You know you're in trouble.

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<v Speaker 1>So how have you been able to deal with competition

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<v Speaker 1>while also staying true to your core values.

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<v Speaker 3>Look, I think you're going to go all the way

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<v Speaker 3>back to nineteen eighty eight when we sat down and

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<v Speaker 3>we were a quasi seller of toys hardware merchants. I

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<v Speaker 3>sat down then with the key people in the business

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<v Speaker 3>and said, look, the position that we find ourselves in

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<v Speaker 3>right now is unsustainable. There's terrific hardware merchants out there

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<v Speaker 3>selling hardware. The toy business that we're in, which is

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<v Speaker 3>a thirty day business and so we had a look

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<v Speaker 3>at the landscape and figured out which piece of that

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<v Speaker 3>retail landscape we could occupy, dominate and defend. And the

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<v Speaker 3>piece that we found that was vacant was really good

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<v Speaker 3>quality product, really good price. And so we thought, okay,

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<v Speaker 3>let's go out there and get all the famous brand

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<v Speaker 3>names in the categories that we want to operate in,

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<v Speaker 3>and that's what we'll sell. Because look, at the end

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<v Speaker 3>of the day, the rich and middle income folks always buy,

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<v Speaker 3>you know, real good quality product. So that was the

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<v Speaker 3>core of where we thought we ought to sit. We

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<v Speaker 3>believe we could defend that position, and here eight years on,

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<v Speaker 3>we've managed to do it. And we've done it. We're

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<v Speaker 3>now with two brands with two different categories of merchandise

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<v Speaker 3>and two different brands of stores.

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<v Speaker 1>Home, whar and sports where Yeah yeah, yeah. So is

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<v Speaker 1>there a secret to success in the business in this economy?

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<v Speaker 3>I think if you're predictable, I think if you're trustworthy,

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<v Speaker 3>and I think if you're very, very community located so

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<v Speaker 3>people don't have to go to great lengths to shop

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<v Speaker 3>with you, that's probably a pretty good start. I would

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<v Speaker 3>have thought.

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<v Speaker 1>I tuned into your AGM. I heard a great quote.

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<v Speaker 1>I just want to share with everybody. Retail is like

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<v Speaker 1>crossing a tightrope, juggling flaming tortures while riding a Uni cycle.

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<v Speaker 1>That was your chief financial officer, wasn't it?

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<v Speaker 3>And bang on it was? Yeah?

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<v Speaker 1>Did he get that from you?

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<v Speaker 3>No? No, No, regrettably it is good it.

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<v Speaker 1>I was sort of struck by that. I mean, he's

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<v Speaker 1>talking about I think, if I understand it right, the

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<v Speaker 1>dilemma of trying to sell as much as you can

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<v Speaker 1>but also make as much as you can from it.

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<v Speaker 1>And when I sort of looked, you've had to pull

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<v Speaker 1>your gross profit back how much you're making of this

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<v Speaker 1>by about I think it was about turn the basis

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<v Speaker 1>points about two percent down to about forty percent, just

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<v Speaker 1>in order to keep the sales flat last year. Tell

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<v Speaker 1>me about that typewrote walk. How do you make those

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<v Speaker 1>sorts of decisions?

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<v Speaker 3>It all starts with being able to buy the right

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<v Speaker 3>merchandise and buy it at the right price. If you

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<v Speaker 3>do that, then you've got to build of leeway to

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<v Speaker 3>compensate for some of these poor times that come around

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<v Speaker 3>from time to time, and sometimes these poor times last

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<v Speaker 3>weeks and sometimes months, sometimes the season. They very rarely

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<v Speaker 3>last for the period they've lasted this time, and so

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<v Speaker 3>you know when people are resisting spending money and shopping,

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<v Speaker 3>you know there's always a proportion that will. So it's

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<v Speaker 3>really important that you're able in some way to get

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<v Speaker 3>a bigger chunk. It's been like a day fishing. If

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<v Speaker 3>the fish and are feeding, sometimes you got to change

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<v Speaker 3>your bait, and sometimes you got to change your possession.

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<v Speaker 3>Sometimes you're going to change things up to get a

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<v Speaker 3>good chunk of those that are shopping. And so that's

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<v Speaker 3>the skill I think that's embedded here.

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<v Speaker 1>The world's are washed with all of this news about

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<v Speaker 1>tariffs and so on. I read that pretty much hot

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<v Speaker 1>off the back of the Liberation Day and all that

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<v Speaker 1>kind of thing. You had your entire buying team up

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<v Speaker 1>in China for a couple of weeks.

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<v Speaker 3>What did they see? What did they tell you? They

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<v Speaker 3>saw some panic stricken factories because as you imagine, a

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<v Speaker 3>good chunk of what's made in China goes to the

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<v Speaker 3>United States, and so the American suppliers were simply saying,

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<v Speaker 3>do not ship. I'm not paying one hundred and forty

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<v Speaker 3>five percent tariff when it lands on the dock, so

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<v Speaker 3>don't ship it because I won't be paying for it.

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<v Speaker 3>And so you've got factories in China sitting on mountains

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<v Speaker 3>of stock, not knowing when they're going to ship the

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<v Speaker 3>next consignment. And at the same time, we're saying, I'm

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<v Speaker 3>here with a bag full of cash, and I want

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<v Speaker 3>to take it now, but I want a better price, right, so.

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<v Speaker 1>There were a few bargains to be had when you

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<v Speaker 1>went shopping, your team went shopping. We'll see that turning up.

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<v Speaker 3>Yeah. Sure.

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<v Speaker 1>Does that then mean you pass that on or are

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<v Speaker 1>you using that as a hedge against uncertainty or you're

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<v Speaker 1>just looking at whatever the conditions are at the time

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<v Speaker 1>when the stuff arrives.

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<v Speaker 3>A bit of all that. We have a particular style

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<v Speaker 3>or grade of product that we buy, and there's other

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<v Speaker 3>folks in the market who buy a lower grade, and

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<v Speaker 3>other folks that buy a very very very low grade.

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<v Speaker 3>So we don't always always buy exactly the same merchandise,

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<v Speaker 3>and so it largely depends for us anyway, It largely

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<v Speaker 3>depends on the on the strength of the competitor set

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<v Speaker 3>that determines, you know, what, what you're able to, what

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<v Speaker 3>you're able to sell at.

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<v Speaker 1>It sounds like we need to talk about competition, but

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<v Speaker 1>I wanted to stay in China for a little bit

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<v Speaker 1>longer because I mean, were they waiting where they're ready

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<v Speaker 1>to do deals straight away to get it done, or

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<v Speaker 1>were they going hang on, We'll just wait and see

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<v Speaker 1>how this train Chinese.

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<v Speaker 3>Chinese want the order right now. They want to ship

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<v Speaker 3>right now. We'll take the orders, take the LC okay,

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<v Speaker 3>and then ship when we request. But they want firm

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<v Speaker 3>commitments now, and if you're able to get firm commitments,

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<v Speaker 3>they'll deal.

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<v Speaker 1>So if we've just seen in the last little while,

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<v Speaker 1>they've struck a deal for a pause. Now after sort

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<v Speaker 1>of six weeks of kind of chaos and uncertainty, a

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<v Speaker 1>different kind of uncertainty, now there's a ninety day pause

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<v Speaker 1>and China and the US have agreed to sort of

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<v Speaker 1>suspend the worst of some of those tariffs. Does that

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<v Speaker 1>mean they just snap back to supplying the US and

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<v Speaker 1>you miss out on the next round of deals or

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<v Speaker 1>what happens.

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<v Speaker 3>Well, look, at the end of the day, they've reduced it,

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<v Speaker 3>and Trump to reduce it from one hundred and forty

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<v Speaker 3>out of thirty percent, thirty percent still kills it. So

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<v Speaker 3>thirty percent is still a bad deal. One hundred and

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<v Speaker 3>forty five percent. They close the gates. Not the gates,

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<v Speaker 3>it's count your business. So thirty percent is still bad.

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<v Speaker 3>Now there'll be some merchandise in some categories. You know

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<v Speaker 3>that the American suppliers will go. Look for the sake,

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<v Speaker 3>the toys might be one. Toys have got to be

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<v Speaker 3>shipped pretty soon to get there for Christmas. You can

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<v Speaker 3>have all the toys in the world at at whatever

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<v Speaker 3>price you like, but they land in January February, they

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<v Speaker 3>don't sell because that business is a thirty day business.

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<v Speaker 3>So toys might be one where the supplies go thirty percent. Look,

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<v Speaker 3>just give it, ship it, I'll worry about I'll worry

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<v Speaker 3>about the pricing later.

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<v Speaker 1>So this thing has given a sort of a longer

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<v Speaker 1>term opportunity for a business like the Brisco Group to

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<v Speaker 1>get in there and achieve those lower costs of input,

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<v Speaker 1>the lower costs of the product that you're bringing in.

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<v Speaker 3>Yeah, remember the priuce reductions we've got in the order

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<v Speaker 3>of one hundred basis points better than perhaps prior periods

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<v Speaker 3>fifteen percent. So it's not huge price reductions, but they're

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<v Speaker 3>significant enough to compensate for you know, PEPs current fluctuations.

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<v Speaker 1>I was just going to get to that. Obviously, the

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<v Speaker 1>dollar has been pretty pretty strong, the US dollar, don't

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<v Speaker 1>kis pretty weak against it. That must have been really

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<v Speaker 1>hurting your buying ability if you're settling in dollars.

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<v Speaker 3>How exclusive buying currency is yours dollars and I think

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<v Speaker 3>eighteen months ago it was about seventy three cents. Last

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<v Speaker 3>week it was fifty nine sixty, and now it's fifty

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<v Speaker 3>eight fifty, so it's still well below the seventy three cents.

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<v Speaker 3>So some would argue if you get ten or fifteen

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<v Speaker 3>percent or twenty percent discount off last year's product, last

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<v Speaker 3>year's similar product, so you're getting a twenty percent discount,

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<v Speaker 3>you know, fifteen percent of that has gone and gone

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<v Speaker 3>in currency, so there's not a lot of change left over.

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<v Speaker 1>The economy takes with one hand and gives with the

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<v Speaker 1>other kind of things, so you've just got to try

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<v Speaker 1>and see it over the middle, right, how's their own

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<v Speaker 1>government you think rolling with these punches in terms of

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<v Speaker 1>how it's responding. Do you see any anything in the

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<v Speaker 1>air that helps it all or is there anything that

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<v Speaker 1>can do it?

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<v Speaker 3>The government that's in paw Are now has I think

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<v Speaker 3>got a different set of issues. This tariff thing is interesting.

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<v Speaker 3>But I was reading the Financial Review this morning. A

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<v Speaker 3>lot of the Australians now are trying to just pretend

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<v Speaker 3>Trump's not there. I don't really want to talk to

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<v Speaker 3>you right now. I'm happy with the ten percent. Leave

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<v Speaker 3>me alone. I'll keep dealing business with China because they

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<v Speaker 3>they're exports of China something like two hundred and twenty

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<v Speaker 3>billion into the United States and thirty seven so they

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<v Speaker 3>really don't want to get into their conversation. They'd rather

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<v Speaker 3>just hide it in a corner than just leave it

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<v Speaker 3>at ten percent. We're probably in a similar position, I imagine.

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<v Speaker 3>I don't imagine that our exports in the United States

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<v Speaker 3>come anywhere near our imports from China, and so in

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<v Speaker 3>terms of balance of trade, We're probably pretty happy to

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<v Speaker 3>sit in the corner and cop the ten percent and

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<v Speaker 3>stay out of Trump's sight lines, I imagine. But don't

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<v Speaker 3>look at the goverment itself. It's got a whole bunch

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<v Speaker 3>of other issues they've got to contend with. They've got

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<v Speaker 3>pretty poor book they walked into. You know, it looks

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<v Speaker 3>like we've got to pay nine billion dollars a year

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<v Speaker 3>just to pay the interest bill on some of the

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<v Speaker 3>some of the borrowings the previous government did.

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<v Speaker 1>But it's a company that was a group that isn't

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<v Speaker 1>largely encumbered by debt. I mean, you're pretty well cashed,

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<v Speaker 1>aren't you any lending all credit facilities of the projects, right,

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<v Speaker 1>so you've managed to stay out of that.

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<v Speaker 3>Yeah, you're right, But we've always been a bit like that.

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<v Speaker 1>I think it was one hundred and forty million or

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<v Speaker 1>something in the bank.

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<v Speaker 3>Yeah, yeah, but traditionally we don't borrow borrow money. I'd

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<v Speaker 3>much rather save a bit and then pay cash for something,

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<v Speaker 3>or like this, this new warehouse facility.

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<v Speaker 1>You're looking at spending what one hundred million or something

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<v Speaker 1>over the next couple of three years, forty million just

0:11:51.320 --> 0:11:55.360
<v Speaker 1>this year to build a warehouse, Yeah, with distribution center.

0:11:55.600 --> 0:11:58.560
<v Speaker 3>Yeah, you're right, it's going to do both. We made

0:11:58.559 --> 0:12:01.080
<v Speaker 3>the decision we buy it. We want to own it.

0:12:01.920 --> 0:12:03.560
<v Speaker 3>If I want to rent it, then someone else will

0:12:03.559 --> 0:12:06.040
<v Speaker 3>be paying that. But I'll be paying two or three

0:12:06.120 --> 0:12:09.319
<v Speaker 3>or four million dollars a year in rent. I've got

0:12:09.360 --> 0:12:13.320
<v Speaker 3>pretty much the cash there, so we thought we're buy it.

0:12:13.320 --> 0:12:16.200
<v Speaker 3>It's a strategic asset that's going to be very very

0:12:16.280 --> 0:12:20.000
<v Speaker 3>valuable to us for decades to come. It's going to

0:12:20.160 --> 0:12:23.640
<v Speaker 3>produce a lot of incremental profit for the group after

0:12:23.720 --> 0:12:26.160
<v Speaker 3>this investment, and so we thought it was important that

0:12:26.160 --> 0:12:31.800
<v Speaker 3>we owned it and ran it ourselves. And because we've

0:12:31.840 --> 0:12:34.720
<v Speaker 3>been thrifty in the past, our borrowings to pay for

0:12:34.760 --> 0:12:36.240
<v Speaker 3>it are going to be negligible.

0:12:37.559 --> 0:12:40.720
<v Speaker 1>So you're also, I understand looking at going smaller little box.

0:12:40.720 --> 0:12:43.000
<v Speaker 1>It's not big ones, right, those are the mini or

0:12:43.000 --> 0:12:46.040
<v Speaker 1>the metro concept that's been talked about at your AGM. Yeah,

0:12:46.400 --> 0:12:48.640
<v Speaker 1>fifteen new stores, but smaller ones? Where are they going

0:12:48.679 --> 0:12:50.960
<v Speaker 1>to be? Why do that? And I suppose if I

0:12:50.960 --> 0:12:53.880
<v Speaker 1>can bombard you with questions, Yeah, what were you thinking

0:12:54.600 --> 0:12:56.839
<v Speaker 1>before you made that decision? What made you think?

0:12:56.920 --> 0:13:01.200
<v Speaker 3>Yep, we'll go with this. We sit down periodically and

0:13:01.360 --> 0:13:06.520
<v Speaker 3>do a three year review of We sit there and go, okay, look,

0:13:07.679 --> 0:13:09.800
<v Speaker 3>what do we have to do the next year or two? Okay,

0:13:09.880 --> 0:13:13.240
<v Speaker 3>that makes perfect sense, and then three to four years

0:13:13.240 --> 0:13:16.520
<v Speaker 3>out a bit of blue sky stuff, what might be

0:13:16.559 --> 0:13:22.240
<v Speaker 3>interesting to evaluate, to experiment with, just to toy around

0:13:22.280 --> 0:13:24.240
<v Speaker 3>with and see whether or not of works because it

0:13:24.360 --> 0:13:28.720
<v Speaker 3>smells like a good idea. That's where this smaller unit

0:13:28.960 --> 0:13:32.880
<v Speaker 3>came from and so yes, we've got the strategic stuff

0:13:32.920 --> 0:13:35.199
<v Speaker 3>like the DC blah blah blah all the way out.

0:13:35.280 --> 0:13:42.280
<v Speaker 3>And now we look at Briscoes and Rebel Metros or Minis,

0:13:42.520 --> 0:13:46.720
<v Speaker 3>their little stores in little catchments and so whilst it

0:13:46.840 --> 0:13:52.000
<v Speaker 3>is you know, schedule all being well to be established

0:13:52.000 --> 0:13:56.960
<v Speaker 3>in f I twenty eight, you know, we're starting to

0:13:57.000 --> 0:14:00.280
<v Speaker 3>do a lot of the work now. What we what

0:14:00.320 --> 0:14:04.120
<v Speaker 3>we've got right now is about around about one hundred

0:14:04.160 --> 0:14:12.360
<v Speaker 3>stores in both brands, total brands, in every catchment that's

0:14:12.360 --> 0:14:17.120
<v Speaker 3>got twenty thousand or less permanent residents. I think our

0:14:17.160 --> 0:14:20.320
<v Speaker 3>smallest is about Taupo and they've got about twenty twenty

0:14:20.520 --> 0:14:24.080
<v Speaker 3>twenty three permanent residents. But there's a lot of other

0:14:24.960 --> 0:14:30.040
<v Speaker 3>spots around New Zealand where we think it would be

0:14:30.200 --> 0:14:34.640
<v Speaker 3>uneconomic to put a full line Briscoes and Rebel in there.

0:14:35.240 --> 0:14:40.720
<v Speaker 3>You know, about three thousand square meters one hundred car parks.

0:14:41.040 --> 0:14:45.680
<v Speaker 3>You know, that's that's chunky. But at the same time

0:14:45.800 --> 0:14:52.440
<v Speaker 3>there's there's catchments like Hamilton and Toweronga for example, in

0:14:52.480 --> 0:14:54.520
<v Speaker 3>Twong and most of our competitors's got three or four stores.

0:14:54.520 --> 0:14:59.760
<v Speaker 3>I've got one, okay, And there's development going over the

0:14:59.760 --> 0:15:03.200
<v Speaker 3>bridge at Papamha and it's going to the other side

0:15:03.400 --> 0:15:07.800
<v Speaker 3>at Bethlehem Way. So we want to experiment and see

0:15:07.800 --> 0:15:11.480
<v Speaker 3>whether or not it would be worthwhile either planning a

0:15:11.760 --> 0:15:15.920
<v Speaker 3>larger store later or slap in a couple of minis

0:15:16.000 --> 0:15:22.040
<v Speaker 3>right now. So that that's Taroga Hamilton for example, almost

0:15:22.080 --> 0:15:24.680
<v Speaker 3>all the shopping is done on the north side. People

0:15:24.720 --> 0:15:26.720
<v Speaker 3>don't all the people don't live on the north side.

0:15:27.200 --> 0:15:30.360
<v Speaker 3>People live on the southwest and east. So would it

0:15:30.400 --> 0:15:32.800
<v Speaker 3>be interesting to have a look at the store in

0:15:32.920 --> 0:15:35.800
<v Speaker 3>those catchments. Yeah, we think it'd be pretty interesting to

0:15:35.480 --> 0:15:38.280
<v Speaker 3>have a look at that. Hamilton's not a small catchment.

0:15:39.200 --> 0:15:42.160
<v Speaker 1>So this sounds a bit more of your occupy, dominate

0:15:42.200 --> 0:15:45.240
<v Speaker 1>and defend your building a few outposts around your fortress.

0:15:45.440 --> 0:15:49.120
<v Speaker 3>Well yeah, building a wall, perhaps not a wall, but

0:15:49.960 --> 0:15:55.680
<v Speaker 3>we're putting little forts in different spots. Live in Gore.

0:15:55.920 --> 0:15:59.600
<v Speaker 3>What now, They're probably not quite big enough for a

0:15:59.640 --> 0:16:04.120
<v Speaker 3>full life in store for us, But would it support

0:16:04.480 --> 0:16:07.880
<v Speaker 3>a smaller version of our two brands. Probably, So we're

0:16:07.880 --> 0:16:08.640
<v Speaker 3>going to have a look at it.

0:16:08.880 --> 0:16:10.960
<v Speaker 1>So who are you competing with at that level? Because

0:16:10.960 --> 0:16:13.640
<v Speaker 1>I would have thought stacks of people are shopping in

0:16:13.680 --> 0:16:16.200
<v Speaker 1>those places online. They just get it comes off the courier.

0:16:16.320 --> 0:16:18.520
<v Speaker 1>That's the ship that two ships through, right.

0:16:18.600 --> 0:16:20.960
<v Speaker 3>But how much do you miss? How much do you miss?

0:16:21.520 --> 0:16:23.960
<v Speaker 3>We record we're doing pretty well online and it's less

0:16:23.960 --> 0:16:26.640
<v Speaker 3>than twenty percent of my total volume, less than twenty

0:16:26.680 --> 0:16:29.920
<v Speaker 3>percent nineteen point seven, up from eighteen point seven last year.

0:16:30.480 --> 0:16:32.880
<v Speaker 3>And I'm near the top of the tree. I'm going

0:16:33.040 --> 0:16:38.040
<v Speaker 3>real well. So there's eighty percent not shopping there. And

0:16:38.120 --> 0:16:41.720
<v Speaker 3>I'd suggest to you that perhaps twenty percent of the

0:16:41.760 --> 0:16:45.480
<v Speaker 3>twenty percent are shopping because they're nowhere near it, so

0:16:45.520 --> 0:16:49.480
<v Speaker 3>they have to. So the proportions in the overall are

0:16:49.520 --> 0:16:55.720
<v Speaker 3>relatively small. Okay, that wouldn't stop someone buying if they

0:16:55.760 --> 0:16:57.560
<v Speaker 3>didn't live and live in they lived outside of it,

0:16:58.000 --> 0:17:01.160
<v Speaker 3>buying it and using it as a click and collect place.

0:17:02.440 --> 0:17:04.200
<v Speaker 1>Who are you looking at when you're competing with because

0:17:04.200 --> 0:17:05.840
<v Speaker 1>I guess if you if you're looking at where people

0:17:05.840 --> 0:17:08.000
<v Speaker 1>shop now, it's all over the place. People might jump

0:17:08.000 --> 0:17:10.720
<v Speaker 1>on and jump on TIMU or something and get something

0:17:10.760 --> 0:17:12.560
<v Speaker 1>extremely cheap and run through and that kind of thing.

0:17:12.600 --> 0:17:15.160
<v Speaker 1>Are you worried about them? Are you worried about Ikea

0:17:15.200 --> 0:17:17.119
<v Speaker 1>who are tuning up in this country later on this year?

0:17:17.200 --> 0:17:20.720
<v Speaker 3>Or sports Direct I think they. I think the Teamurs

0:17:20.760 --> 0:17:25.879
<v Speaker 3>and the Shines and those folks operate at a different

0:17:26.000 --> 0:17:30.320
<v Speaker 3>end of the market that I operate in. They do

0:17:30.720 --> 0:17:34.800
<v Speaker 3>meet other competitors in this country, but they don't meet me.

0:17:37.240 --> 0:17:42.320
<v Speaker 3>But I'm more focused on the the Costcos and the

0:17:42.400 --> 0:17:50.840
<v Speaker 3>IKEA's and other people. You mentioned sports Direct, because.

0:17:50.560 --> 0:17:52.760
<v Speaker 1>They're looking at moving into this part of the world,

0:17:52.800 --> 0:17:56.720
<v Speaker 1>aren't they. How Normally when a competitor turns up new entrant,

0:17:56.760 --> 0:17:58.399
<v Speaker 1>they throw a lot of money around to try and

0:17:58.440 --> 0:18:01.159
<v Speaker 1>draw custom. That's got to be something you have to

0:18:01.240 --> 0:18:02.520
<v Speaker 1>chew on and show people.

0:18:02.640 --> 0:18:05.800
<v Speaker 3>Sure, but we've got people in their stores already. I

0:18:05.880 --> 0:18:08.639
<v Speaker 3>know how they operate, I know what they sell, i

0:18:08.680 --> 0:18:12.560
<v Speaker 3>know the propositions. I've got a lot of stores, and

0:18:12.560 --> 0:18:14.480
<v Speaker 3>I've got a lot of stores right next door the

0:18:14.520 --> 0:18:16.840
<v Speaker 3>stores where they think they're going to put foot jobs.

0:18:17.359 --> 0:18:21.639
<v Speaker 3>It's fine, I've got to lift my game. People. People

0:18:21.680 --> 0:18:25.520
<v Speaker 3>will go to these places and experiment with them. I

0:18:25.600 --> 0:18:29.399
<v Speaker 3>want people to go there and experiment a service level

0:18:30.160 --> 0:18:33.439
<v Speaker 3>or quality of service that is lower than mine, to

0:18:33.480 --> 0:18:35.359
<v Speaker 3>have a look at a range of product it's not

0:18:35.400 --> 0:18:38.920
<v Speaker 3>even nearest significant as mine. To go into an environment

0:18:38.960 --> 0:18:43.159
<v Speaker 3>that's not as comfortable as my environments. So does that

0:18:43.160 --> 0:18:45.120
<v Speaker 3>mean I have to lift my game in some centers

0:18:45.560 --> 0:18:50.320
<v Speaker 3>and in some brands. Yeah, it's okay, I'll do it.

0:18:50.359 --> 0:18:52.160
<v Speaker 1>Sounds like you're relishing the challenge.

0:18:53.520 --> 0:18:56.360
<v Speaker 3>You can't avoid it, mate, It's going to happen when

0:18:56.400 --> 0:18:58.800
<v Speaker 3>you're when you're on a really really really good plot,

0:18:58.840 --> 0:19:02.600
<v Speaker 3>you're doing it well and you're exit cueuting wonderfully. There's

0:19:02.600 --> 0:19:06.000
<v Speaker 3>always someone sitting outside the bar bier a fence thinking, oh,

0:19:06.040 --> 0:19:08.639
<v Speaker 3>I wouldn't want a bit of that. I wouldn't that.

0:19:09.000 --> 0:19:11.280
<v Speaker 3>I might have a crack at that. So is he?

0:19:11.400 --> 0:19:12.119
<v Speaker 3>Is he that clever?

0:19:12.880 --> 0:19:13.120
<v Speaker 1>Hmm?

0:19:13.440 --> 0:19:17.480
<v Speaker 3>I have a crack. Wasn't that long ago that that

0:19:18.040 --> 0:19:20.800
<v Speaker 3>Rebel Sport Australia brought over one of their concepts called

0:19:24.440 --> 0:19:31.960
<v Speaker 3>DFS no not DFS Boating Fishing cam bcf okay, set

0:19:32.040 --> 0:19:36.480
<v Speaker 3>up eight stores, lasted eighteen months, cost him forty five million,

0:19:36.520 --> 0:19:37.320
<v Speaker 3>and then went back home.

0:19:39.160 --> 0:19:41.280
<v Speaker 1>You saw that as as seeing them off from the gate.

0:19:41.320 --> 0:19:45.760
<v Speaker 3>Digit it's fine, that's okay. Look, I'm looking at doing

0:19:45.800 --> 0:19:49.080
<v Speaker 3>the same in Australia. I want to set up a

0:19:49.119 --> 0:19:53.920
<v Speaker 3>brand or buy a brand over there and compete over there.

0:19:54.520 --> 0:19:55.199
<v Speaker 3>I want to do that.

0:19:57.680 --> 0:19:59.200
<v Speaker 1>You've still got a lot of energy. And I guess

0:19:59.200 --> 0:20:00.880
<v Speaker 1>that comes back to the question that one of our

0:20:00.920 --> 0:20:04.960
<v Speaker 1>listeners and viewers had asked there, what keeps you going?

0:20:05.480 --> 0:20:08.040
<v Speaker 1>No sign of your stopping? I mean, is it the

0:20:08.080 --> 0:20:12.400
<v Speaker 1>love for the business generally? Is it the need to occupy, dominate,

0:20:12.440 --> 0:20:12.920
<v Speaker 1>and defend.

0:20:15.560 --> 0:20:17.320
<v Speaker 3>Maybe some of that, maybe all of that, maybe none

0:20:17.359 --> 0:20:20.760
<v Speaker 3>of that. I don't know. I've been in the retail

0:20:20.760 --> 0:20:22.840
<v Speaker 3>business since I was sixteen. I just happened to love

0:20:22.920 --> 0:20:28.800
<v Speaker 3>the concept of buying something, selling something, buying plenty, selling plenty,

0:20:28.920 --> 0:20:33.359
<v Speaker 3>having plenty of stores, having plenty of customers. I just

0:20:33.400 --> 0:20:36.240
<v Speaker 3>happen to like the idea. I think with this business

0:20:36.240 --> 0:20:40.960
<v Speaker 3>over here, it is a lot of fun. You know,

0:20:41.400 --> 0:20:45.520
<v Speaker 3>it's a lot of fun building, you know, something from

0:20:45.720 --> 0:20:51.000
<v Speaker 3>pretty much nothing into an organization that's really really, really

0:20:51.000 --> 0:20:57.880
<v Speaker 3>well respected and successful. And it's hard to give away

0:20:58.000 --> 0:21:02.800
<v Speaker 3>something or move away from something. For me anyway, if

0:21:02.880 --> 0:21:07.520
<v Speaker 3>you gave birth to it, you know, it's hard. And look,

0:21:07.600 --> 0:21:11.440
<v Speaker 3>I can I have to tell you I'm in a really, really,

0:21:11.440 --> 0:21:14.080
<v Speaker 3>really fortunate position at the moment. I've got about three

0:21:14.119 --> 0:21:16.480
<v Speaker 3>or four really really key people who have been here

0:21:16.520 --> 0:21:19.520
<v Speaker 3>for a very long time, who are very, very, very

0:21:19.560 --> 0:21:21.960
<v Speaker 3>clever and I'll tell you now, I don't get down

0:21:22.000 --> 0:21:25.919
<v Speaker 3>there amongst the weeds as much as I used to, well,

0:21:26.000 --> 0:21:29.000
<v Speaker 3>because it's not my job anymore. My job is. My

0:21:29.160 --> 0:21:33.080
<v Speaker 3>job is to is the mentor, is to guide, to assist,

0:21:33.200 --> 0:21:36.320
<v Speaker 3>to encourage, to do. I step into the weeds from

0:21:36.320 --> 0:21:40.720
<v Speaker 3>time to time, absolutely, yeah, But I try to be

0:21:41.960 --> 0:21:45.480
<v Speaker 3>a different sort of manager these days than I was

0:21:46.200 --> 0:21:48.880
<v Speaker 3>because I'm not going to be here for a very,

0:21:49.000 --> 0:21:54.199
<v Speaker 3>very lot longer, you know. But I'm very healthy, but

0:21:54.240 --> 0:21:56.600
<v Speaker 3>I'm not going to be here a lot longer. You know,

0:21:57.040 --> 0:22:00.359
<v Speaker 3>I'm past the halfway mark. I'll concede you that, okay,

0:22:01.359 --> 0:22:05.040
<v Speaker 3>And so this is my legacy. I don't want this

0:22:05.800 --> 0:22:10.280
<v Speaker 3>business to fail just because I go. You know, that'd

0:22:10.320 --> 0:22:13.600
<v Speaker 3>be a slight on me. That'd be well, didn't you

0:22:13.640 --> 0:22:16.600
<v Speaker 3>didn't do your job particularly well. You didn't train these

0:22:16.600 --> 0:22:19.159
<v Speaker 3>people particularly well. You didn't encourage them enough, you didn't

0:22:19.520 --> 0:22:22.639
<v Speaker 3>set the platform for success for them. That's not what

0:22:22.680 --> 0:22:25.080
<v Speaker 3>I want to do. So look, the short answer is

0:22:25.359 --> 0:22:27.760
<v Speaker 3>I'm still having some fun. I can still play golf

0:22:27.760 --> 0:22:32.679
<v Speaker 3>when I want to. My body can't take the games

0:22:32.680 --> 0:22:36.080
<v Speaker 3>of golf that it used to, so so my expectation

0:22:36.200 --> 0:22:38.280
<v Speaker 3>for games out on the course a lot as high

0:22:38.280 --> 0:22:38.959
<v Speaker 3>as they used to be.

0:22:40.680 --> 0:22:42.720
<v Speaker 1>But in here you're still very competitive.

0:22:42.760 --> 0:22:45.800
<v Speaker 3>Look well, you know, look I'm still full on I

0:22:45.840 --> 0:22:48.679
<v Speaker 3>don't I like to win every battle. I like to

0:22:48.680 --> 0:22:50.600
<v Speaker 3>buy at the best price. I like to sell at

0:22:50.640 --> 0:22:53.919
<v Speaker 3>the best price. I like the best quality people around.

0:22:54.280 --> 0:22:57.520
<v Speaker 3>When we sit down and we look at strategically, where

0:22:57.520 --> 0:22:59.120
<v Speaker 3>we want to be, when we want to be there,

0:22:59.160 --> 0:23:02.320
<v Speaker 3>what we want to achieve it, you've got to succeed

0:23:02.359 --> 0:23:08.040
<v Speaker 3>at that. You know. There's plenty of graveyards, corporate graveyards

0:23:08.359 --> 0:23:12.399
<v Speaker 3>where you know, the business was good, but management just

0:23:12.440 --> 0:23:17.360
<v Speaker 3>couldn't execute on change strategies. They couldn't execute. I think

0:23:17.400 --> 0:23:20.880
<v Speaker 3>we can and we've demonstrated that. Look, in a couple

0:23:20.920 --> 0:23:23.359
<v Speaker 3>of years, we would have invested one hundred, one hundred

0:23:23.359 --> 0:23:26.800
<v Speaker 3>and twenty million dollars in a DC. It will produce

0:23:27.119 --> 0:23:32.680
<v Speaker 3>substantial sales and margin gains. It'll it'll deliver a better

0:23:32.760 --> 0:23:37.200
<v Speaker 3>quality service to our customers. You know, if I can

0:23:37.240 --> 0:23:38.679
<v Speaker 3>do that, and I can execute on that, and we

0:23:38.720 --> 0:23:42.119
<v Speaker 3>think we can, then that'll be another giant hurdle you

0:23:42.160 --> 0:23:45.359
<v Speaker 3>know that we've conquered, and then the runway from there,

0:23:46.040 --> 0:23:50.520
<v Speaker 3>you know, is made. You know, significantly easier.

0:23:51.520 --> 0:23:54.000
<v Speaker 1>You're off that typewrote with the juggling torches and the

0:23:54.080 --> 0:23:56.280
<v Speaker 1>unicycle you're onto. I think it was your CFO said,

0:23:56.720 --> 0:23:57.880
<v Speaker 1>a well paved road.

0:23:58.560 --> 0:24:01.560
<v Speaker 3>Well, we think so beyond that. But look, they will

0:24:01.600 --> 0:24:05.000
<v Speaker 3>be there'll be other potholes and there'll be other type

0:24:05.040 --> 0:24:07.800
<v Speaker 3>ropes that you've got to get on. You know, this business,

0:24:08.359 --> 0:24:13.359
<v Speaker 3>this business, you know, is always there's always change.

0:24:14.040 --> 0:24:17.399
<v Speaker 1>You know, it's never what doesn't change constant, what doesn't change?

0:24:17.440 --> 0:24:20.399
<v Speaker 1>As you own seventy seven percent of it, Yeah, with

0:24:20.520 --> 0:24:22.639
<v Speaker 1>such a majority, what is the point of being listed?

0:24:25.520 --> 0:24:27.200
<v Speaker 3>Well, the point in the beginning was that I could

0:24:27.280 --> 0:24:30.520
<v Speaker 3>expand this business very very quickly, and I Rebel Sport

0:24:30.600 --> 0:24:33.200
<v Speaker 3>may not have come along if we hadn't add access

0:24:33.280 --> 0:24:38.359
<v Speaker 3>to you know, to funds. You know, if you, if you,

0:24:38.520 --> 0:24:42.200
<v Speaker 3>if you, if you're listening, you're successful at it. It's

0:24:42.200 --> 0:24:47.560
<v Speaker 3>a pretty good road. You know, very shortly, within weeks,

0:24:47.960 --> 0:24:51.159
<v Speaker 3>we may very well be invited to go into the

0:24:51.160 --> 0:24:55.640
<v Speaker 3>inns the next top fifty top fifty companies. You know

0:24:55.840 --> 0:24:59.880
<v Speaker 3>now that that brings another different set of rewards where

0:25:00.760 --> 0:25:07.240
<v Speaker 3>you know, institutions who follow have to get on board.

0:25:09.040 --> 0:25:10.600
<v Speaker 1>That it's a big moment for a year. If that

0:25:10.640 --> 0:25:11.960
<v Speaker 1>comes to pass.

0:25:11.920 --> 0:25:14.000
<v Speaker 3>Well, you think back to where we were. You know,

0:25:14.119 --> 0:25:16.160
<v Speaker 3>well they've been shops doing twenty minute and losing two

0:25:16.160 --> 0:25:18.560
<v Speaker 3>million in a year. Didn't know where we wanted to be.

0:25:18.720 --> 0:25:22.679
<v Speaker 3>We're selling just rats and mice. And now it's a

0:25:22.840 --> 0:25:25.520
<v Speaker 3>very very very very different group now quite different.

0:25:25.960 --> 0:25:28.199
<v Speaker 1>So the idea that governments just sort of reduced some

0:25:28.240 --> 0:25:30.400
<v Speaker 1>of the requirements for capital listings, made it a little

0:25:30.400 --> 0:25:31.520
<v Speaker 1>bit easier, a little bit cheaper.

0:25:32.240 --> 0:25:34.240
<v Speaker 3>Good work here, can I think so? I think so

0:25:34.880 --> 0:25:38.480
<v Speaker 3>that Look, that's that's the government's job. The government's job

0:25:38.600 --> 0:25:41.879
<v Speaker 3>is not to not to hand out stuff everywhere and

0:25:43.080 --> 0:25:45.320
<v Speaker 3>then people get hold of it and they spend it.

0:25:45.440 --> 0:25:47.560
<v Speaker 3>They either pay it back or don't pay it back.

0:25:48.000 --> 0:25:53.760
<v Speaker 3>Government's job is to make life and business and living easier,

0:25:54.480 --> 0:25:58.200
<v Speaker 3>you know than it was yesterday.

0:25:57.920 --> 0:25:59.639
<v Speaker 1>So they can go shopping.

0:26:00.600 --> 0:26:05.600
<v Speaker 3>Shopping, well, build a road, build a bridge, you know,

0:26:05.760 --> 0:26:09.000
<v Speaker 3>get some infrastructure, just get people in work.

0:26:11.600 --> 0:26:13.399
<v Speaker 1>So you're not expecting a lot from budget day. You're

0:26:13.480 --> 0:26:15.399
<v Speaker 1>just hoping that they try and stay out of the

0:26:15.400 --> 0:26:16.040
<v Speaker 1>way a little bit.

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<v Speaker 3>Well, I think I think all of us can expect

0:26:20.200 --> 0:26:24.000
<v Speaker 3>and should expect, you know, some real thought about what

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<v Speaker 3>the next year or two might look like or even

0:26:26.520 --> 0:26:29.159
<v Speaker 3>beyond that and fix some of the issues. Well, we

0:26:29.240 --> 0:26:33.119
<v Speaker 3>have to tighten our belts. Look, it's like a household,

0:26:33.440 --> 0:26:36.000
<v Speaker 3>you know. If mum and dad just go crazy and

0:26:36.119 --> 0:26:40.399
<v Speaker 3>just spend spend, someone's got to pay it back. But

0:26:40.600 --> 0:26:42.560
<v Speaker 3>how long has that taken, how painful it will be.

0:26:42.920 --> 0:26:44.320
<v Speaker 3>We'll find out pretty soon, won't we.

0:26:45.680 --> 0:26:47.080
<v Speaker 1>And you're so here looking for it.

0:26:47.359 --> 0:26:48.600
<v Speaker 3>I'll be looking for it. Yes.

0:26:48.920 --> 0:26:51.800
<v Speaker 1>Thank you, Roger, thanks for having us here at Briscoe's headquarters,

0:26:52.040 --> 0:26:54.400
<v Speaker 1>and thank you for watching and for listening, whether it's

0:26:54.440 --> 0:26:57.879
<v Speaker 1>on YouTube or iHeart or Spotify or Apple wherever you

0:26:57.960 --> 0:27:00.520
<v Speaker 1>get your podcasts, even straight off the year. He's app

0:27:00.560 --> 0:27:02.040
<v Speaker 1>Couma two. That's us for this week.

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<v Speaker 3>M hmm.