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April 15, 1994 - Image 43

Resource type:
Text
Publication:
The Detroit Jewish News, 1994-04-15

Disclaimer: Computer generated plain text may have errors. Read more about this.

Wg_ORE
OLW OJS

Hurry!

BUYING

/-'

/-'

/ )

pare SuperOffice to stores in the
United States is music to the
ears of managing director David
Hartstein.
Like many ambitious Israelis
of his generation, Mr. Hartstein,
37, gained valuable experience
in the U.S. business world dur-
ing the crest of prosperity here
in the 1980s. His recent move
back to Israel after 11 years in
Boston was as business-mind-
ed as it was patriotic. Like oth-
ers before him, he is attempting
to replicate a wildly successful
American concept.
SuperOffice is modeled after
the American store called Sta-
ples, which popularized the con-
cept of an "office superstore"
with everything from office fur-
niture to laser printers to note-
books. SuperOffice carries 600
types of pens and markers, and
even snacks for the office and
cleaning fluids. The goal is to of-
fer both savings and conve-
nience to customers.
Clients may take out a free
"membership," which entitles
them to extra discounts; mem-
bers also receive a yearly print-
out of all their purchases.
"Our store is run by the Sta-
ples bible, with the adjustments
required for the Israeli market,"
says Mr. Hartstein in his sparse
modern office behind the Ne-
tanya store. On the wall hangs
his MBA from Boston's Suffolk
University.
"I believe the Israeli market
is completely ready for this con-
cept of an office supermarket.
The customers we have had so
far like the prices, and they like
the fact that the store is clean
and organized. We are putting
a lot of emphasis on service —
that people smile, that cus-
tomers are attended to prompt-
ly."
Mr. Hartstein had a close-up
view of the phenomenal success
of Staples. He went to work for
the chain's first store in
Brighton, Mass., only months
after it opened in 1986, choos-
ing it over a number of other of-
fers.
"That was back in the age
when the New England econo-
my was strong and it was the
age of the MBAs — MBAs were
really in demand," he says,
sounding as if he was talking
about the last century.
When he first went to work
for the company, he was shown
a business chart. The five-year
plan at the time was to grow to
24 stores and $126 million in
sales. Over the next five years,
the chain actually grew to 120
stores and enjoyed over $530
million in sales.
The secret? "Well, first and
foremost," says Mr. Hartstein,
"they figured out how to buy
cheaper and sell cheaper. But
also, until they opened, every-
one bought their office supplies

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