An interview with Tony Squire and Stewart Peck from 360 Relocations.

It was back in 2003 that Tony Squire and Stewart Peck left TEAM to start a new venture, 360 Relocations, now based in Watford.  At that time the business model adapted by the company was something new.  Today it has been adopted, at least to some degree, by many others.  Steve Jordan caught up with them, to find out how and why it works so well.

By the time 360 was formed just over eight years ago, the whole concept of providing enhanced relocation based services had taken hold throughout the global moving industry. International moving companies were busy making their decisions about where they sat in the market: movers, Destination Service Providers (DSPs) or  both which meant they were able to approach clients with an additional range of services. For Tony and Stewart the answer was never in doubt.  The name itself gave it away – “360 – revolving around the assignee”.

The motive

“We saw that our clients were increasingly looking for a one stop shop in purchasing moving and relocation services and therefore realised by not offering a combined service solution we risked losing control of where clients were placing their business.”

At start up 360 provided DSP services alongside their international moving capabilities to its wide and loyal network of moving contacts, who in turn were looking to expand their own services in a similar manner. It was only later, as the business developed, that it was able to influence the accounts more directly. This enabled them to establish a solid reputation for supplying relocation services both in the UK and overseas.  

Although Tony and Stewart had been involved with relocation activities in their previous company, Dominic Yeo who joined them to manage that side of the business was very experienced, and therefore provided the necessary expertise to introduce the services demanded.  “In many ways starting a relocation division company is easier than a moving company,” said Tony.  With a moving company you have so many more assets to bring together – crews, warehousing, vehicles, materials, etc. - whereas a relocation company just needs the right people with the right skills and contacts.”  He added that he felt that the industry had evolved significantly through mergers to create some large organisations that might have lost sight of what they were trying to deliver.  “We felt the market was ripe for a small, highly quality-focussed company.  We are a boutique type relocation company that focuses on quality.”

The model

Quality is an ephemeral concept.  Everyone talks about it but few can identify exactly what creates it.  For the moving element of the process, it has been a totally different approach to the business model that has done the trick for 360.

Right from the start they recognised that operating large vehicle fleets and having a large payroll got in the way of them looking after their customers.  Instead 360 opted for using self-employed crews who had worked with them for many years and who operated their own small businesses that had the ability to grow and prosper depending on how hard they worked and the quality of their workmanship.  The aims of the crews were exactly the same as those of the parent company: provide the best possible service and prosper together.  360 provides training, uniforms, materials and all the back-up necessary to make sure that quality service is maintained.

The people

360 hand picked the people not just for their experience and work ethic but for their entrepreneurial spirit; people who knew that the business would live or die by the quality of service they provided.  “We believe we have the best crews in London,” said Stewart. “They are not motivated by fear but by pride.”

The internal staff were all hand picked too for their experience and ability. A look around the office demonstrates that capability: Andy Cummins, Operations Manager; Martina Burke, Agent Relations Manager; Caroline O’Connor, Administration Manager; Alison Norman, Senior Move Manager; Clare Mercurius-Taylor, Senior Move Manager; Trevor Janes, Sales Manager; Christian Peck, Corporate Sales; Lorna Wilkie, who handles imports and Phil Oakey, surveyor/estimator.

“The quality aspect was very easy for us,” said Stewart. “We have worked with all of our people for many years and knowing each other that well creates a family atmosphere that helps build quality.  People have grown as we have grown.”

The relationship

And it’s those relationships that are part of the 360 culture. “We are still a relatively small company so communication is easy,” said Stewart.  “Andy Cummins our operations manager probably spent the first three years monitoring everything to ensure it was done correctly, that all the necessary quality control processes were rigorously adhered to.  It’s the only way to build the business.  You only get one chance with a new customer.  If you get it right you succeed.  If not you don’t …”. At 360, meetings are face-to-face, the open plan office environment for all staff leads to open communication.  There is little opportunity for misunderstanding.

But the relationship, the family feel of the company, goes much further.  When things are going well everyone can enjoy the good times.  But when there are problems, personal or professional, the family comes together and helps each other through. The loyalty that is created by the shared experience is what creates the professionalism, the desire for excellence, and the quality to which many companies aspire but few achieve.  Quality sometimes comes at a price, but a quality culture within a company is priceless.  

The business

Quality is, of course, what everyone wants but few are prepared to pay for.  The business is in constant change and the increasing corporate focus on driving costs down has had its effect.  “We recently took part in an online auction,” said Tony.  “Bid rates significantly below cost were being submitted and one has to question the ultimate consequences of securing business on that basis.  There is also a much greater emphasis on administrative compliance being introduced into tenders where issues such as data protection, health and safety, the environment, etc. have to be taken into account and a proven capability to comply with such issues needs to be evidenced.  “We have to be able to tick all the boxes,” said Tony.

The primary focus of the client relocating its employees is no longer just about the move. “It’s all based on ensuring a successful relocation for the assignee. The moving services come further down the list following home search, school search, orientation and additional services such as expense tracking.”

The future

The 360 model continues to serve the company well and, according to Tony and Stewart, believe if carefully nurtured it would still work even as the company grows in the future.  But there is a limit to the benefit.  Although the basic structure could work for any size company it’s just not possible to have the personal relationships, so crucial to its success, with everyone in a much larger organisation.

The company started as a relocation and moving organisation and is now also providing additional services in line with market trends in being able to provide a holistic service to its current and future clients. However “we have no wish to compete with the large relocation companies”, said Stewart.

In their previous lives when Tony and Stewart’s main interests were moving, they built up a network of trusted agents around the world.  Today, they are largely using those same companies who have re-branded to become DSPs and relocation management companies in their own right.  The names have changed but the relationships remain.  360 are FIDI/FAIM accredited and members of ERC, EURA and IAM.

But the world is changing again.  The old agent-to-agent principle, whether applied to removals or relocation, is under threat.  Many more accounts are looking for evidence of local assets and capability and the world’s biggest companies are embracing this heartily despite the well-documented argument that service may suffer where supplier choice is not available. They are giving the customer what they want, not necessarily what they need.

Will 360 take the bait?  “There will always be a place for companies like us that provide good quality,” said Tony, “but we have to have a structure that makes our clients feel comfortable with the representation we have in their area.” 

http://www.360relo.com

Back, left to right: Andrew Cummins, Tony Squire, Stewart Peck, Trisha Ellis, Trevor Janes, Christian Peck;

Front, left to right: Caroline O’Connor, Alison Norman, Martina Burke, Clare Mercurius Taylor.