Bosse Computers

A Message from Lord Pickles and Lord Blunkett, followed by Bosse Computers's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Bosse Computers is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.bossecomputers.com

29BOSSE COMPUTERS |
BEST PRACTICE REPRESENTATIVE 2018
Christina Tsai, managing director
DuckyChannel
International Co
Founded in 1998 and based in Manchester, Bosse Computers
Ltd is an established importer and distributor of computer
cases, power supplies, peripherals and components to the
trade sector. Bosse Computers has steadily grown over the years
to become one of the key case distributors in the UK. During
the early stages of the company, as a Taiwanese national,
Christina Tsai gained an advantage when dealing with sector-
leading factories – all of which were in Taiwan – regarding new
technologies, products and marketing. The company built up a
close relationship with suppliers, which allowed the business to
grow quickly, gaining recognition by winning the Technology
Fast 50 award, for being one of the fastest-growing companies
in the northern region, on two separate occasions.
Along the way, in a similar vein to many other IT distributors, we have faced
difficult challenges in the industry. Bosse Computers has therefore tried to focus on
brands that offer the consumer something different, allowing us to stand out from
our competitors and offer products that are unique and unparalleled.
Foundations
We initially founded our business on entry-level products until the market became
saturated, after which we switched our focus to high-end computer cases. In
2001, Bosse Computers became the sole UK distributor for Lian-Li, a brand which
specialises in high-end aluminium computer cases. Although this switch in focus
FACTS ABOUT
BOSSE COMPUTERS
»Managing director: Christina Tsai
»Established in 1998
»Based in Manchester
»Services: IT component
distribution
»No. of employees: 10
Bosse Computers
THE PARLIAMENTARY REVIEW
Highlighting best practice
30 | BOSSE COMPUTERS
was a large risk for the company, due
to the high price tag of these cases, it
proved to be an inspired and hugely
successful move that would go on
to elevate the company’s prestige
within the industry, cementing Bosse
Computers as a reliable market leader
in its field.
Investment in new products
In 2012, Bosse Computers spotted
an opportunity and invested in
becoming a sole UK distributor
for DuckyChannel, a brand which
specialises in high-end mechanical
keyboards. Even though this was a
high-end product, we needed to give
the brand a little extra – or as we like
to say, “give it the Bosse touch”– to
allow it to stand out from the vast
majority of products available on
the market. We sent our technical
engineers to Taiwan for extensive
training on DuckyChannel products
and their service centre and repairs
processes, leading to increased
results, greater reliability of staff and
excellent knowledge management.
Not only did this enable us to offer
better after-sales service, it also gave
us the chance to provide a bespoke
after-sales service that was based in
the UK, which led to an easier and
more fluid channel of communication
being established with the customer,
subsequently solidifying our ties with
the brand and building better trust
with the consumer. Furthermore, this
allowed the product to be regarded
as a tier one product in the industry
and Bosse Computers still counts
DuckyChannel in its large portfolio of
successful brands being sold today.
Middle East expansion
With our sales being predominantly
UK based, we decided that we should
branch out, leading us to make the
decision to have a presence in the
Middle East – a plan that was hatched
by the company in 2014. This has been a
slow and challenging process but we are
continuing with it and are determined
to develop this area of the business. We
are sure that, with the right investment,
the Middle East could turn into a very
profitable area for us. Initially, we only
offered our existing product range, but
recently we have been looking into
sourcing new products that are more
readily sought after in this market,
allowing Bosse to meet the demands
of the Middle East market more readily
and with accurate priorknowledge.
All in all, we are a UK distributor for
other brands including NZXT, AOC,
NZXT Inc PowerWalker
We needed to
give the brand
a little extra
31BOSSE COMPUTERS |
BEST PRACTICE REPRESENTATIVE 2018
PowerWalker, DuckyChannel ATNG,
Xigmatek, Vortex, Leopold and Tai-Hao
and are currently putting additional
focus on increasing our sales of
PowerWalker UPS products.
A tight-knit unit
At Bosse Computers, we are a small
but dynamic team with each member
having a strong work ethic. This allows
us to service our existing customers
efficiently as well as developing new
customers. Our key members, with
at least 20 years’ experience in the
industry, help the company to make
quick business decisions and solve
day-to-day problems effectively. I have
tried to create a tight-knit and cohesive
working environment in the company
which has shown time after time to
increase our productivity, thus enabling
our operations to run smoothly and
grow steadily.
Over the last five years, the IT sector
has faced severe challenges with
more and more sales channels moving
towards online retailers, who offer
more competitive pricing to the end
user. In this climate, it has been
increasingly more difficult for small,
independent retailers to compete and
survive. Additionally, we have seen
a decrease in our trade customer
base with big brands and factories
switching to selling directly to online
retailers. To combat this, we try to
offer support to our loyal customers
with incentives like price protection
and sales or return on new products.
However, I believe that we shouldn’t
underestimate ourselves. With our
stable and solid business foundation
that we have built, we can step out
of our comfort zone and look at new
business opportunities, specifically in
seeking out new products for niche
markets. We continue to research new
technologies, new designs and fashion
trends entering the IT marketplace.
Impact of Brexit
I don’t see Brexit having any major
impact on our business and the
way we work. The majority of our
products are imported from the Far
East, although we do have a few EU
suppliers. Brexit may change the way
we have to work with these suppliers
in terms of additional paperwork
and longer lead times, but it should
be something that we can adapt to
quickly. However, I feel any future
business with the EU will still depend
on any trade agreement settled
between the UK and the EU, which, as
of late, is turning out to be ambiguous
to say the least.
At Bosse
Computers, we
are a small but
dynamic team
with each
member having
a strong work
ethic
Bosse Computers’ team

www.bossecomputers.com

This article was sponsored by Bosse Computers. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister