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United Stationers Headquarters Executive Team. Group President, Industrial. It is a wholesale distributor with its headquarters in Deerfield, Illinois in the United States of America For your office work to be efficient, you need office supplies that are of high quality, durable, elegant and unique.
United Stationers Headquarters Photos. United Stationers Headquarters Photos 1. Wilson Jones Co. Wholesaling became an even larger part of Utility's operations as office supply retailers began to appreciate the advantages of ordering from a wholesaler, as opposed to ordering directly from the manufacturer. Many office supply businesses were family operations that catered to a limited customer base.
At that time, retailers were offered two options when purchasing goods for their stores: either buy them from a wholesaler or purchase them directly from manufacturers who frequently required dealers to buy large quantities of an item in order to receive a price discount. Although Utility's prices were slightly higher than manufacturers' discount prices, often it was to a retailer's advantage to buy small quantities from a wholesaler on an as-needed basis, as opposed to buying large quantities of an item when only a few were needed.
The fact that many retailers needed only small quantities of certain items on an irregular basis served Utility's wholesale business well.
During the s Howard Wolf, Morris Wolf's son, began working in the business and assumed the position of vice-president in charge of wholesale operations in Utility's burgeoning wholesale business grew. By the company had expanded to larger quarters, purchasing a building at West Lake St.
By the company's business volume had grown so much that Utility expanded into neighboring buildings, doubling its warehouse space again to over , square feet.
Catalogs also served to boost sales of Utility's wholesale division. Early on, Utility realized that to generate its own sales, the independent retailers using Utility's business would need to generate sales.
In Utility borrowed a concept from Horder's Associated Stationers Supply, its closest competitor, and began "syndicating" its office supply catalogs. Utility took the concept a step further than its competitor, offering retailers a rebate on the price of catalogs based on a percentage of the products bought through the catalog from Utility Wholesale Supply Co. Benefits to retailers were twofold. The catalog served as a marketing tool for retailers, and the more the retailer purchased from Utility, the less the overall cost of catalogs.
Utility's wholesale division grew rapidly during its first decade of operation. By coordination of activities was becoming a difficult and time-consuming task. When the company began planning construction of a new warehouse in Forest Park, Illinois, Utility once again hired IBM to install a computerized inventory management system.
The system was the first in the office products industry and represented a bit of a gamble for the company. However, the system was so successful that IBM proudly published numerous articles on the project.
The company's wholesale business grew quickly under the younger Wolf. In addition to its catalog subscription program, Utility instituted a number of programs such as pricing services and promotional specials aimed at providing valued-added services to retailers. In addition, Utility began furnishing retailers with a computer system that provided a direct ordering link to its warehouses. United also grew sales by expanding its catalog line.
A promotional service launched in the early s offered around items at discount prices on color flyers printed with the retailer's name. Later Utility began publishing abridged catalogs targeted to specific groups or market segments.
An office furniture catalog was introduced in , a data processing catalog appeared in , and in , United's Basic Office Needs Directory debuted, offering a collection of frequently requested office supplies. United continued to focus on its wholesale operations, expanding its business with the purchase of the wholesale division of Mutual Papers Co. United converted the newly acquired facilities into its first regional distribution center, directly linking operations at the Detroit warehouse with United's new computer system in Chicago.
The venture was difficult and complex; however, after a year of operational difficulties that severely strained the company's financial resources, United's regional distribution center began to turn a profit. When United opened a third regional warehouse in Pennasauken, New Jersey, in , the company experienced no start-up troubles. The company then developed a number of Local Distribution Centers, low-cost redistribution points where shipment from its larger warehouses could be broken down for delivery to individual retailers nearby.
This system assisted United in penetrating new markets and also offered lower costs to retailers as well as overnight delivery to most locations. Paul, Boston, and New York. In United sold its retail centers and began concentrating solely on expanding its wholesale business. Three years later, in August , the company incorporated United Stationers Inc. Sales grew steadily in the early s, fueled by an increase in the number of white-collar workers and demands for computer-related office supplies.
With its network of local and regional distribution centers, United was poised to profit from the demand, growing at a faster rate than both the wholesale and retail segments of the office supply industry. Increased sophistication of computers greatly aided in inventory management, allowing retailers to order goods through a computerized system and have them delivered by the following day.
The boom in the office supply industry was short-lived, however. Around , office supply superstores and warehouse clubs began to threaten the existence of independent office products retailers, which made up United's traditional customer base.
Independent retailers sold to two types of end markets. The first and largest was the corporate market, which was reached through outside sales representatives and catalogs, and remained unaffected by superstores.
The second, smaller market comprised walk-in and small-purchase customers, whose business was more at risk of being attracted by the new superstores. United responded to the changing marketplace by developing marketing concepts to help independent retailers recapture some of the walk-in market segment.
At the same time, the company sought to benefit from the changes by aggressively marketing to superstores and mail-order houses. However, the corporate market which had remained unscathed by the growth of superstores was beginning to shrink as many business began downsizing and laying off large percentages of their white-collar workforce.
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