Creative minds are key players in profession
In today's fast-changing world, where advanced technology is altering the landscape of daily operations, merchandisers have to do more than just follow instructions. Therefore, a creative mind is now essential.
Winnie Wan Shuk-man, senior associate of the supply chain division at Australian-based executive recruitment firm Derwent Executive, said technology had changed the work flow and mode in merchandising.
'You may say there is less interaction, but merchandisers now have more sources. They have to use their judgment and be more creative in getting the right materials or products for the merchandising or sourcing team.'
She said professionals had to think more broadly. 'You have to make your own judgment and give your opinion as well,' she said.
Today's merchandisers also need to follow trends closely.
'We are now talking about global warming. If you are an apparel merchandiser, you need to know what will be the best material; how to be more creative in coping with the changing environment,' she said.
'As a merchandiser, you should ... not just receive specifications and buy fabrics from whatever street. [You need to] think bigger and look bigger, especially if you are [in the] customer goods industry [where] the cycle is short and things are changing fast.
'If you are not looking ahead and thinking creatively, you'll soon be out of business.'
Ms Wan said that while technology was creating a centralised platform for buyers and merchandisers, the role of buyers remained unchanged.
'[Technology] will help them to have a more consolidated source to get different materials,' said Ms Wan, who previously worked as an in-house recruiter for Cathay Pacific Airways and for sportswear brand adidas.
Despite the fact that it is now easier for buyers and merchandisers to source materials, technological advancement may do more harm as people may not have knowledge about the products that they are buying.
For instance, popular online trading businesses, such as eBay and Alibaba, are successful centralised platforms where people can simply log in and buy all sorts of goods. But they may not know about the real products by looking at the pictures or reading the descriptions, and they may not know anything about the company which produces these goods.
With merchandising booming in Asia, in countries such as China, India and Thailand, there is a demand for professionals in the industry, especially at the top management level. Following the economic slump in early 2000, after the collapse of the dotcom boom and the Sars epidemic in 2003, many companies cut their staff numbers which led to a gap in the management level today.
'The merchandising industry is small in Hong Kong. It's difficult to find [management-level] staff. The interesting phenomenon here is that people are not focusing on talking about succession plans,' Ms Wan said.
In Asia, most international sourcing companies had expatriates as senior managers because of a lack of trained locals, Ms Wan said. And, although the industry is becoming more aware of this, she believes that it will take time for things to change.
'It's not usual practice in the industry. Succession planning is something quite new in most industries. People usually focus on the performance and don't talk about developing talent,' Ms Wan explained.
'I think it's going to be a trend to put more focus on people. Technology helps us to consolidate everything. What make things different is people.'
