Furniture News #374

#374 November 2020 www.furniturenews.net

WORKING WONDERS Gallery Direct launches Home Office

Spacecraft and submarines Inside Timothy Oulton’s Chelsea flagship GREAT BRITISH BEDS / BEDROOM LIVING / DINING / TRADE SERVICES

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Meet the agent – Mike Marshall Is the hard sell a thing of the past?

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EDITOR’S COMMENT 3 EDITORIAL EDITOR-IN-CHIEF Paul Farley 01424 776101 paul@gearingmediagroup.com Twitter @FurnitureNewsED

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SO MANY BUSINESSES HAVE MADE THE BEST OF THE HAND THEY WERE PLAYED What doesn’t kill you makes you stronger?

That’s debatable, but Covid-19 has unwittingly brought out the best in many of us.

Just take Britain’s bedmakers.

Thanks to a combination of heightened demand and agile working, so many manufacturers have truly distinguished themselves this year – be it pivoting to produce hospital beds or PPE, developing increasingly fit-for-purpose product lines, or simply going above and beyond to ensure the welfare of their employees.

Starting on p32 of this month’s issue, our Great British Beds feature brings you insight from several of the industry’s leading lights, who explain how they overcame the lockdown and are now reaping the rewards. According to a recent poll of British bed stockists (see p7), over half (57.5%) expect to come in over budget by the end of the year, despite those fallow weeks back in the spring.

That said, we mustn’t forget that every silver lining has a cloud – the same poll also highlighted the growing pressure brought about by material shortages (foam in particular), which threatens to derail the momentum built by British manufacturers in recent months.

Add to this the frustrations importers have experienced and the emergence of fresh lockdown measures across the UK, and it’s clear we’re far from out of the woods. With demand

often outstripping supply, the trade again finds itself at the mercy of the pandemic’s double-edged sword – but it’s heartening to know that so many businesses will be able to look back at 2020 and confidently say they made the best of the hand they were played.

Elsewhere in this month’s Furniture News we take a tour of Timothy Oulton’s flagship store, courtesy of gallery manager Alessandra Raia (p10), and meet Mike Marshall in the first of an irregular series exploring the role sales agents play in our trade (p16).

With the help of several industry experts, I ask if we’ve seen the back of the hard sell (p54), while others explore subjects including aftersales service (p60), the evolving flammability regulations (p58), strategic planning (p56) and doing business in Vietnam (p62).

Going back to beds, the NBF’s Simon Williams helps close the issue by explaining how the federation is helping its members – and the wider trade – make the most of the opportunities brought about by this crisis (p65). I’m looking forward to hearing more stories of resilience and generosity when I return to judge the NBF bed industry awards next month (the winners will be announced on 26th November).

In closing, I hope you are able to negotiate the coming months, and applaud you for having come this far – undoubtedly wiser (if not stronger) for the experience.

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Paul Farley 01424 776101

Editor-in-chief paul@gearingmediagroup.com

@FurnitureNewsED

27/10/2020 13:49

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#374 November 2020 www.furniturenews.net

WORKING WONDERS Gallery Direct launches Home Office

CONTENTS 7

NEWS

10

INSIGHT 10 Timothy Oulton / 16 Mike Marshall / 20 Pooky

Spacecraft and submarines Inside Timothy Oulton’s Chelsea flagship GREAT BRITISH BEDS / BEDROOM LIVING / DINING / TRADE SERVICES

Meet the agent – Mike Marshall

22

EVENTS

24

PRODUCTS

Is the hard sell a thing of the past?

24 GALLERY DIRECT (COVER FEATURE)

CONTRIBUTORS 56

26 Lilly / 28 Bedroom / 32 Great British beds 42 Living / 44 Dining / 46 Trade services

54

OPINION 54 The end of the hard sell? / 56 Recovery strategy 58 Flammability regulations / 60 The online post-sale 62 Doing business in Vietnam / 65 NBF / 66 Feedback 10

Peter Lee, MD, Instil Training

62

Henrik Pontoppidan, Owner, S2U Design Denmark

65

Simon Williams, marketing & membership manager, NBF

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SCALE CREATES OPPORTUNITIES TO GO BIG, GO BOLD, AND SHOW THE SCOPE OF OUR OFFERING 27/10/2020 13:49

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NEWS

7

AIS SET TO EVOLVE UNDER NEW MD DFS has joined the British Furniture Manufacturers (BFM), in a bid to further develop its own environmental, social and governance (ESG) priorities within the industry The Vita Group, one of Europe’s leading flexible polyurethane foam solutions providers, and materials science giant Dow, will collaborate to produce flexible polyurethane (PU) foams made with Renuva polyols – raw materials created from recycled mattress content German bedroom manufacturer Rauch has appointed Markus Jansen to manage its international sales. Markus was previously responsible for sales in Europe and South America at the Düsseldorf-based tea trading company Teekanne Homeserve Furniture Repairs has become an industry partner of the Furniture and Home Improvement Ombudsman (FHIO), demonstrating its commitment to raising standards and promoting consumer confidence FIRA International has launched E-TIC HUB, a new portal designed to give customers more control over their furniture testing processes Timothy Oulton will launch the first showroom dedicated to its natural, sustainable sofa brand Noble Souls, at 324-326 King’s Road, Chelsea, on 27th November, following its acquisition of Sofa Workshop from DFS (see p10 for more)

READ MORE ONLINE AT FURNITURENEWS.NET

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Buying group Associated Independent Stores (AIS) has appointed a new MD as part of a wider transformational agenda which includes the creation of a new Furniture and Home division.

Sue Kemp brings more than 30 years’ experience in retail- and customer-focused industries such as Merlin Entertainments and Marks and Spencer to the AIS team, following Sheila Cooper’s retirement after 40 years with the company.

Her appointment forms part of a wider transformational plan for the business, which is aiming to become more commercial and customer focused, commencing with the creation of a new Furniture and Home division.

Sue says: “I’m thrilled to be part of a thriving business supporting independent retailers across the UK – now more than ever. I was attracted to AIS as it’s a perfect mix of my experience, knowledge and expertise – not to mention the

wealth of opportunities available working for such a successful business.

“AIS has grown and evolved with the fast-changing retail environment, and I look forward to developing the business yet further. I’m particularly focused on supporting my dedicated and talented team as we navigate these uncertain times together with a robust and exciting plan as we look to the future.”

BED STORES BUOYANT, FINDS NBF POLL The spending boom creating havoc with furnishing sector supplies, prices and lead times is also set to put many bed retailers back on track to meet 2020 budgets, according to a snap poll carried out by the National Bed Federation (NBF) of its Retail Champions (retailers which stock at least 50% of beds made by NBF members) last month, which revealed that well over half (57.5%) of respondents expect to come in over budget by the end of 2020 – despite many weeks of zero takings during the spring lockdown.

Pent-up spending from the pandemic crisis has seen a quarter (25%) of reporting retailers saying takings are up by more than +40%. And eight out of 10 (80%) of those that took part in the survey are doing better than last year.

The news follows warnings that the unexpected leap in demand was likely to cause disruptions to

deliveries this side of Christmas, plus unavoidable price rises as manufacturers face increasing difficulties getting hold of supplies of raw materials.

NBF marketing and membership manager Simon Williams says: “After a devastating spring when retailers were forced to shut-up shop for the lockdown, the bounce-back in sales has taken everyone by surprise. The furnishings sector as a whole has been an unexpected beneficiary of a pivot in spending from holidays to the home, and it would appear that bed retailers are among those enjoying a boom that’s been described as being like ‘Christmas on steroids’.”

The survey also suggests a definite shift to more expensive products and higher average selling prices as consumers choose more upmarket, better-quality products. Only a third of retailers (32.5%) reported a shift towards online sales.

JOHN LEWIS SETS OUT FIVE-YEAR MANIFESTO Following an extensive strategic review, the John Lewis Partnership has published its plans to reach £400m profit in five years’ time. In summary, the retailer aims to achieve this through: expansion of digital, virtual and delivery services; new services and partnerships to rebalance business “beyond retail”; a pledge to recruit young people coming out of the care system; and major commitments to cutting waste and achieving net zero carbon status.

Partnership chairman Sharon White says: “We’ve seen five years of change in the past five months, and Waitrose and John Lewis have responded with great agility. Our plan means the John Lewis Partnership will thrive for the next century, as it has the last.

“We’re adapting successfully to how customers want to shop today, while showing the partnership

is improving lives and building a more sustainable future. We’ll share our success with our customers, partners - who own the business - and our communities.”

In a change to its established pricing structures, John Lewis will relaunch its Home range at “more affordable price points” in the spring. Backed by “a renewed focus on service and cost savings”, the partnership aims to see profits reach £200m in the next two years, and £400m by 2025.

The partnership is committing £1b over the period to accelerating its online business and “transforming” its shops. It aims to save £300m per year by 2022, and to make John Lewis’ products more accessible locally in different formats, building on significant expansion in Click & Collect – 60-70% of John Lewis’ business is set to be online by 2025.

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NEWS

RIP SIR TERENCE CONRAN Furniture designer Sir Terence Conran passed away on 12th September at the age of 88.

The founder of Habitat, Terence led a rich life in furniture design. Before his death, he remained busy developing contemporary lines for Benchmark, The Conran Shop, and Content by Terence Conran.

Terence entered the design world in 1947 as a student at the Central School of Arts and Crafts. He opened his first furniture workshop in London’s East End with Eduardo Paolozzi in 1949, and, in 1955, launched his own company, Conran Fabrics, before creating the Conran Design Group in 1956.

In 1962 he moved his furnituremaking business to a factory in Thetford, Norfolk, taking nearly 80 staff from London with him and launching Summa, his first purely domestic range of flat-pack furniture.

In 1964 he opened his first shop, Habitat, which grew into a global business. As the founder of the

Storehouse Group, he acquired Heal’s, set up Next and ran BHS and Mothercare. He also opened the first Conran Shop in 1973, which now operates through stores worldwide.

In 1986, Terence set up Benchmark Furniture, and in 1989 he founded the Design Museum in London.

In 2003, he launched Content by Terence Conran, which designs contemporary living furniture.

Tim Marlow, director and chief executive of the Design Museum, says: “Terence Conran was instrumental in the redesigning of post-War Britain and his legacy is huge. He changed the way we lived and shopped and ate.”

Whitemeadow Furniture, which worked alongside Terence, adds: “We have been extremely proud over the last three years to manufacture upholstery in his name and contribute in some way to fulfil his legacy of bringing modern design to a wider market.”

HOUSEOLOGY OWNER PLOTS EXPANSION FOLLOWING RECORD GROWTH The Moot Group, parent company of Houseology and several other homewares ecommerce platforms, has reported 10x YoY growth since launching in 2018, and says it is on track to turn over £50m by 2022.

After a record year that saw online retail boom, the company plans to raise investment in early 2021, to further support growth through new hires and aggressive international expansion.

The Staffordshire-based business owns Olivia’s, one of the UK’s fastest-growing retailers of premium

homewares (boasting +1100% growth this year), and acquired competitor Houseology this spring.

Nick Moutter, founder of Olivia’s, says: “The acquisitions we made earlier in the year have accelerated growth across all of our companies, as well as our unique and innovative approach to marketing the group’s ecommerce brands. I hope our plans to recruit up to 50 members of staff over the next 12 months will provide some welcome positive news.”

LIVERPOOL STORE LATEST IN JYSK’S UK ROLL-OUT Danish retailer JYSK opened its first Liverpool store last month – the first of seven openings mooted this FY, which will take the UK total to 26.

Situated at Hunts Cross Retail Park, the Liverpool store is JYSK’s biggest in the UK, at 1350m2.

Jenny Johnston, JYSK’s sales and marketing manager for the UK & Ireland, explains the thinking behind opening a store in the current climate: “Liverpool remains an ever-popular choice as a shopping destination. That, coupled with the scale of the city and its inhabitants, means it is an exciting opportunity for us.

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“The sky really is the limit for JYSK, and we remain committed to our expansion plans, even in the current climate.”

“I am thrilled to be a part of the JYSK family,” says the store’s manager, Victoria Bostock, who previously worked for Arcadia. “This year has been a tough time for the UK job market, and I cannot wait to mentor and help others develop their careers whilst managing the biggest JYSK store in the UK.” Despite the pandemic, JYSK attained its highestever turnover during the FY2019/20, announcing a record turnover of €4.1b (+7.6% YoY).

The Furniture Makers’ Company has raised £3000 through two Covid-secure golf events. The popular National Charity Golf Day was altered to comply with social distancing guidelines, but still attracted almost 40 players, while a Golf Challenge invited participants to play a round at a time and date of their choice Tempur Sealy International has promoted Tobin James, formerly MD of the UK and Benelux, to vice president to lead the business’ newly formed Northern Europe region.

Sapna Khunkhun has been promoted to director, marketing & D2C (UK) DFS Group has revealed the financial damage caused by lockdown, reporting an underlying loss of £56.8m for FY20 (ended 28th June 2020), a reduction of £107.0m.

Revenues stood at £724.5m – a drop of £271.7m from the comparative pro-forma YoY period, driven by the pause of trading during lockdown The Design Guild Mark, which recognises design in volume production, is calling for entries for the 2021 awards. Designers and companies have until 30th November to meet the earlybird deadline, and until 22nd January 2021 for the final deadline Emma – The Sleep Company has appointed Andreas Westendoerpf as its chief technology officer (CTO). Before joining Emma, Andreas worked as CTO and MD of Engel & Voelkers Technology, Zalando and KPMG

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AMBASSADOR TEXTILES ENTERS NEW WAREHOUSE Dunelm’s total sales in Q1 (to 26th September) grew £96.5m YoY to £359.1m, with growth from both online and in-store exceeding expectations. Dunelm also relocated two stores (in Sunderland and Clydebank) An EU decision that there will be no reciprocity between EU27 and UK designers on unregistered Community design protection following Brexit leaves UK designers vulnerable to copying, reports ACID The Online Furniture Show will make its debut from 23rd-27th this month. Created to “help keep the trade moving”, the digital exhibition promises to connect suppliers with retailers from across the UK Kent-based independent Lukehurst the Furnishers celebrated its 50th anniversary last month. With two stores and a furnishings outlet, the retailer is currently developing a new website, and plans to install a mezzanine in its Sittingbourne store ScS saw order intake up +45.8% on a LFL basis for the first nine weeks of its new financial year (to 26th September), after it revealed a gross sales decrease of -19.5% to £268.1m and a gross profit decrease of -20.2% to £119.6m for the previous year, principally caused by the spring lockdown Clarion Events, the organiser of the January Furniture Show, is reviewing plans to stage the event in January 2021 in light of the Government’s temporary ban on exhibitions.

It is believed that an announcement is imminent

READ MORE ONLINE AT FURNITURENEWS.NET

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Textile merchant and importer Ambassador Textiles has settled into larger premises in Greater Manchester following strong business growth in recent years.

The business, established in 1972, Is now based in a 15,000ft2 warehouse at Vulcan Point on Vulcan Street, Oldham. The premises have been custom designed to maximise efficiency of stock management and customer deliveries while increasing stocked ranges due to higher demand.

Ambassador founder and director Barry King (pictured) says: “This is a significant commitment and illustrates our growth. Our previous site on Huddersfield Road in Oldham, which we owned, had become too small and prevented us from showing off our full potential. This new site is convenient for staff and ideal for our business needs.

“The national lockdown in spring 2020 was a challenging period, but trade then improved and keeps on improving. I’m very confident that we will flourish here. Textiles in general and furniture

textiles in particular are doing very well. Consumers are spending money on refurbishing their homes rather than going away on holiday. Many of our trade customers selling textiles to customers online are doing well.”

Ambassador has allocated a mezzanine floor and office above the main warehouse to its soft furnishing division, Katrina Hampton. Ambassador also has a consumer-facing business named Fabric Online.

DUVALAY MOVES TO NEW £1.2M FACTORY West Yorkshire-based Duvalay – a BBC Dragons’ Den success story – has purchased a new £1.2m factory, as it looks to deliver on its ambitious growth plans.

The company has purchased a four-acre site on Station Lane in Heckmondwike in response to rising demand across its portfolio of bedding products.

“It’s been nine years since we entered the Dragons’ Den with our much-loved Duvalay sleeping bag, and we’ve already expanded twice since then,” explains sales & marketing director, Liz Colleran.

“In recent years we’ve formed exciting global partnerships with Arleigh International Group in Europe and Disc-O-Bed in the US, as well as with GO Outdoors here in the UK. We have also just signed distribution rights in both China and South Korea as we look to expand into the Asian market.

To facilitate this growth, increase overall productivity and reduce delivery lead times, we’ve made the exciting decision to vacate all our current sites and consolidate our entire operation in a single, bigger factory.

“The extra space has allowed us to move onto a double-shift pattern for most of our workers to help meet demand. It has also helped us to ensure we have a Covid-19-safe workplace with room for social distancing. Over the course of the next several months, we hope to be able to recruit from our local region.”

Duvalay’s new premises will serve as the company’s headquarters, housing all sales and customer service staff, as well as the family director team. A showroom will also be accessible on-site.

TEMPUR SEALY REACQUIRES RIGHTS TO UK BRAND Tempur Sealy International, Inc, the world’s largest bedding manufacturer, is reacquiring the rights and assets to manufacture, market, and distribute Sealy- and Stearns Foster-branded products in the UK from its current licensee, Silentnight Group.

The company has entered into a new 50/50 joint venture (Sealy United Kingdom Ltd) to develop, expand and reposition Sealy products in one of the largest bedding markets in Europe.

Sealy United Kingdom Ltd is a 50/50 joint venture between the company and its Asian joint venture partners. According to Tempur Sealy, the joint venture successfully established Sealy in Asia as a premium brand with innovative innerspring products and strong retailer relations, and, over the last 20 years, has grown net sales at an annual compounded growth rate of approximately +36%,

opened seven new manufacturing facilities, and increased consideration for Sealy-branded products across the region.

Tempur Sealy chairman and CEO Scott Thompson states: “We identified that the premium innerspring segment in the UK market is not being fully served.

We believe we have brought together the right people, brands and strategy to satisfy the market’s needs. Sealy is the number-one brand in the US, and we believe this transaction will significantly improve our competitive position in the UK for generations to come.

“I would also like to acknowledge the Silentnight Group for their strong management of the Sealy brand in the UK over the last 47 years, and thank our joint venture partners, the Dyer family, for working with us on this new growth opportunity.”

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INSIGHT

The new Frozen lighting range, shown as a 70cm pearly quartz pendant, is made from natural calcite crystals and offers simple shapes with almost no visible frame

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OULTON TOWERS Halo founder Timothy Oulton’s eponymous interiors brand operates through around 40 retail locations worldwide. Furniture News asked gallery manager Alessandra Raia to outline how the newly refurbished global flagship reflects the brand’s values and ambitions. www.timothyoulton.com

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INSIGHT

From a giant fishtank housing a yellow submarine, to a 1.7t rock crystal dating back millions of years and a lifesize replica of the Apollo spacecraft, Timothy Oulton’s reimagined London gallery is a retail space like no other.

Featuring opulent new products – such as Frozen, a lighting collection made from milky calcite crystals, and new additions to the brand’s 100% natural sofa collection, Noble Souls – the showroom, located alongside Chelsea’s iconic Bluebird restaurant, serves as the perfect window to this unique, fastevolving brand (Timothy Oulton is set to integrate Sofa Workshop, purchased from DFS this summer, imminently), says Alessandra …

I’m responsible for the smooth running and staffing of Timothy Oulton’s London flagship, developing client relationships and delivering second-to-none visitor experiences. Timothy Oulton has a unique brand identity, and it’s my job to ensure our story is felt at every touchpoint in-store.

I also support our showroom ambassadors as part of our global training team. Materials and craftmanship are at the heart of

SCALE CREATES OPPORTUNITIES TO GO BIG, GO BOLD, AND SHOW THE SCOPE OF OUR OFFERING Timothy Oulton’s pieces, and really understanding that is crucial to being able to engage clients and communicate our points of difference – it’s my job to excite and motivate.

Every Timothy Oulton gallery worldwide undergoes a refresh each year in order to present the latest collection. We are known for offering a really engaging experience, and making sure we refresh and invigorate our spaces regularly is really important to us.

All our galleries share a strong brand identity. You could go into a gallery anywhere in the world, and if you know the brand you’ll know it’s Timothy Oulton – but the refits are always fresh, and there are always new elements of surprise and intrigue.

Timothy Oulton at Bluebird is the UK

flagship, and it feels that way. It is a vast space – the biggest of ours in the world – and scale creates opportunities to go big, go bold, and show the scope of our offering.

We have an international styling team who oversee every refit globally – the Timothy Oulton brand is entrenched in their DNA! They’re firm believers that the devil is in the detail – from the way our fresh red roses are displayed in sports trophies and champagne buckets, to the unique vintage installations on our walls and ceiling.

We also have an incredible training programme that our ambassadors are immersed in throughout the year, so passion for Timothy Oulton’s identity runs through the whole team, meaning that an exacting brand ID continues on way past the last of the refit team exiting the building.

The new Shabby bed takes its design from the similarly named sofa

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INFORMING INDUSTRY, BUILDING BUSINESS 13

The Nest sofa from Timothy Oulton’s Noble Souls collection now comes in a fixed design and features coverings coloured with natural vegetable dyes from the root of the macca plant

The new Mimi stud-back chair is the latest iteration of Timothy Oulton’s best-selling dining chair

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In this store we’ve chosen to highlight our new collection, but many of our pieces are celebrated at Bluebird. It also features unique centrepieces, including a to-scale replica of the Apollo spacecraft, designed by our sister business (boutique design practice Timothy Oulton Studio), so you could say the whole gallery is making a statement!

The flagship features around 200 pieces made up of our latest collection, alongside bestsellers and pieces that represent today’s modern lifestyles.

The designs are rooted in the idea that life unfolds as a series of rituals, from quiet moments alone to energetic celebrations with friends and family, so moving through the gallery visitors will find themselves immersed in these different energy levels – from the serene and peaceful sanctuary of our Noble Souls collection through to relaxed everyday living, then changing gear to a more invigorating backdrop and, finally, an energising space designed to thrill.

We wanted to create a sensorial experience that takes visitors on a journey, and we have certainly achieved that.

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INSIGHT

For this refit, we’ve moved walls, so there has been some structural work.

The project’s biggest challenge was, undoubtedly, installing the rock crystal and fish tank. Because of their weight – both over a tonne – there were only two spots we could put them due to weight restrictions.

All our ambassadors have been hygiene and safety trained and wear masks. Social distancing rules are signposted throughout the gallery, and all shared or high-footfall spaces are cleaned regularly. Hand sanitiser is also available at the gallery’s entrance.

Our customers come from all walks of life – entrepreneurs, artists, actors, people in finance – that’s the great thing, it’s such a mix. People who want to fill their home not just with furniture, but with stories – a beautiful environment to entertain friends and family.

There’s often an open mindedness about the Timothy Oulton client – they are interested in empowering their personal tastes, and all are looking for pieces that enhance their lifestyles in some way.

Aesthetic-wise, though, they really differ. We’ll see a client that wants statement lighting for an all-white minimalist apartment one day, and

someone looking for a chesterfield sofa to furnish their moody drawing room the next. Our approach is as individual as our clients.

We place great importance on the authenticity of the materials we use, so visitors tend to experience lots of textures, markings and details, coupled with our signature dark walls, red roses, antique pieces and curiosities.

We prefer to show people rather than simply tell them – a newcomer to the gallery might be surprised to see our ambassadors jumping on a sofa, walking on a table or taking a chair apart, but it’s not that unusual at Timothy Oulton. Our pieces are meant to be used and lived with, so we like to demonstrate that.

If a client is concerned, for example, about how a material may stain, we’ll throw something at it and see what happens. All this makes for a really engaging atmosphere.

We also offer room planning technology that enables us to virtually drop pieces into people’s homes. We can do this whether someone is looking to furnish an entire house or simply place a chair. It helps clients visualise things better, and also enables us to get to know them and what might appeal to them best.

We are lucky to have a really engaged following. Email marketing is a really strong channel for us and seems to resonate most for news sharing.

Our ambassadors nurture close relationships with their clients, so the spread of news can be quite organic.

Word of mouth is a significant footfall and sales driver for Timothy Oulton, and that’s something we are really proud of.

Our marketing efforts actually start with great customer service – do that well, couple it with excellent, genuine aftercare, and the word will spread.

The gallery is such a unique experience that we were lucky enough to win the Inspiring Creative Design award last year at the Luxury Briefing Awards. The judges called the gallery “an astonishing experience full of stories”. I think it’s that storytelling aspect that sets us apart, there are very few people that visit Timothy Oulton and don’t return Opened: September 2018 (refurbished early 2020 and reopened post-lockdown on 15th June 2020) Location: Bluebird building, 350 King’s Road, Chelsea, London, SW3 5UU Size: 7000m2 Staff: 8 (full time)

The new Pudgie sofa comes in one, two and three-seater options

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INSIGHT

MEET THE AGENT:

MIKE MARSHALL Sales agents play a vital role in the furniture industry, acting as invaluable conduits between suppliers and retailers, and boasting a depth of experience that can only be derived from representing various, cross-sector accounts.

This month, Furniture News introduces Mike Marshall ‌ www.emdagencies.co.uk

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17 Describe your approach in five words Professional, friendly, efficient, costeffective, forward-thinking Why/how did you get into this line of work?

I’ve been in the industry for over 15 years, beginning my career straight from the University of Glasgow. I began working in a local furniture store while I looked for ‘graduate employment’.

Spotting an opportunity to grow with the expanding business, I quickly worked my way through the ranks to fulfil such roles as sales and marketing manager – where I was responsible for the launch and daily management of eight showrooms nationwide – and ultimately buyer and operations manager, where I effectively managed the relationships with suppliers and directly managed customer service, warehousing and distribution.

When the business went into administration during the recession in 2009, I took the leap to becoming self-employed by securing the agencies for a couple of my previous suppliers – figuring that if I could make a new business work throughout the recession, it would be successful long-term.

Since then, I have continued to learn how to effectively develop sustainable relationships with buyers large and small across Scotland, and as my reputation grew, I secured the agencies for some of the industry’s most forwardthinking suppliers.

My business has enjoyed steady growth throughout the last 11 years, and I continue to love what I do.

What have been the high and low points of your career to date?

Along with the obvious thrill of closing a big sale or opening a new account, I still believe the high point of any agent’s career is establishing – and more importantly maintaining – a close and respected relationship that sees significant and continued growth for both retailer and supplier. I believe it is key to my business, and I would class many of my customers as personal friends.

Low points are definitely when a relationship breaks down, and I’d be lying if I said this hasn’t happened to me. There are times when a supplier’s vision differs from your own, and I’ve experienced this a couple of times throughout my agency career.

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Some suppliers simply don’t recognise the value of a good agent, and others sadly take advantage of the relationships that agents have cultivated over years.

In these situations, I do feel that agents should be better protected by the law. I have personally had occasions where suppliers have wriggled out of their legal obligations, and I have had no comeback. That said, the way I’ve learnt to deal with these situations is to dust yourself down quickly, don’t dwell on what could have been, and focus on the next opportunities that are (inevitably) out there.

How can retailers make the most of your services?

Firstly, data. I am fortunate enough to be able to provide my customers comprehensive sales performance data (for their account and for the market in general). This allows us to identify and react to trends and opportunities together. Stats don’t lie, but I recognise that many retailers are so busy with the general day-to-day, it can be difficult to step back and take a moment to analyse.

Secondly, communication. I utilise various forms of media to keep my customers updated with important news, be it manufacturing updates, product offers, new launches, anything.

Currently – with the backdrop of Covid-19 – we are all having to work differently and smarter to be effective.

Whether it is using email campaign software, social media, a phone call, or a good old face-to-face appointment, I try to ensure the information is received to allow a retailer to make an informed decision. But again, I understand that retailers are bombarded with information from all angles, and it can be difficult to pick out what is and isn’t useful to their business.

It all boils down to collaboration. If you build a collaborative partnership together, you will both grow together. … and how can suppliers working with you achieve the best outcomes?

If suppliers use the front-line knowledge that an agent gathers on the road every day, together, their business will be stronger, in my opinion.

Agents are able to speak candidly with their customers across their whole territory. They can then feed back consumer habits, geographical trends,

sales insights, service issues and much more. With this information, suppliers can adapt and improve their product offering and service levels to enable sustainable growth.

This is also where I believe an agent can be more effective than a rep, as they are able to draw information from across different product sectors, giving a more complete picture.

What working practice, from either party, frustrates you most?

As a businessman and salesman at heart, you always believe that your product, your service and your company is the best, and every retailer should see it the same way!

Of course, that isn’t the case, and as I’ve learned and matured over the years, I have come to recognise that often your customers will help open your eyes to the negatives of your offering. This is where a collaborative partnership comes in, and allows you to feed back to the supplier where improvements can be made.

Sometimes the distinction between the roles of a rep and an agent are blurred, which can be a little frustrating.

Many of the roles are the same, but as an agent, you are running a business, and business costs have to be factored into decisions. This can have an effect on route plans, rotation frequency, trade shows, travel, and much more. This can get forgotten by retailers and suppliers alike – but again, if you have built that respected collaborative partnership, this is rarely an issue.

As mentioned previously, one of the main frustrations that most agents experience is the lack of legal protection when a supplier relationship breaks down, and agents are often left with no income and no compensation.

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INSIGHT

Due to the imbalance in size of the agency compared to the supplier, the legal scales are weighted mostly in favour of the supplier. Even with The Commercial Agents (Council Directive) Regulations 1993, I regularly hear of agents not receiving a fair deal when the relationship ends, and it has happened to me more than once!

Do any of your beliefs/approaches go against the industry grain?

I don’t think so. However, I am a firm believer in investigating and embracing new ways of doing things. As an industry, we do suffer from being a little slow to embrace new technologies, and have tendencies to hold onto the old ways of doing things – the ‘if it ain’t broke, don’t fix it’ mentality.

I regularly look at all my tasks and processes to see how I can make my business more efficient, more streamlined. To that end, I use different pieces of software and apps to improve my day-to-day work life.

I take all my orders on a sales presenter iPad app, which allows me to send customer order acknowledgments to both the retailer and supplier before I leave the appointment – no order processing by hand in the evenings. I track my business mileage using an automated app, which generates reports for my accountant. I use a cloud-based accounting software package linked to my accountant to reconcile the books.

I can do this, send invoices – even do VAT returns – from an app on my phone when I’m on the road, so no unnecessary downtime.

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I use routing software to efficiently plan my routes. I use email marketing software which allows me to track customer engagement and create customer-specific campaigns. I even use a software app which allows me to manage my business’ social media accounts. Although already proven to be effective, social media is something that I engage with very carefully and sporadically if I feel it will help achieve a specific task. As a B2B business, where there are exclusivity considerations in play, this must be done with due care and attention.

Ultimately, I will do anything I can to become more efficient, more effective, more professional and, most importantly of all, more productive.

How do you spend your free time?

Outside of being a father of two young girls, and partner to Joanne, I’m a proud MAMIL (middle-aged man in lycra)!

Addicted to road cycling, I am happiest when spinning the legs in the Scottish hills, either on a Sunday morning with my local cycling club, or by myself when I can carve out the time. It’s a great way to stay fit, both physically and mentally, and gives me a few hours where I can switch off from work, family and the everyday stresses that life brings.

Within the industry, having served as the youngest president to the Scottish Furnishings Representatives Association (SFRA), I now am proud to hold the role of secretary. The SFRA has been in existence for over 50 years and is still as strong and supportive an organisation as it’s ever been.

Whilst in competition with me on a day-to-day basis, many of the SFRA members have been very encouraging and quick to offer me advice over the years, for which I will always be grateful.

I would happily offer advice to the next generation of Scottish agents, but sadly I am still the youngest member!

The SFRA organises the Northpoint show every year, which continues to be well attended by suppliers and retailers large and small from all over the UK. What’s the secret of your success?

I guess it depends on your definition of success. I am certainly not the wealthiest agent on the road today. Not even close. But I do okay. For me, I see success as growth – am I improving?

And I think the secret to my success thus far is carefully choosing who I align

PRODUCT IS IMPORTANT, BUT THE PEOPLE BEHIND A BUSINESS ARE WHAT MAKES IT SUCCESSFUL

myself with – retailers and suppliers alike. If I have learnt anything in the 11 years I’ve been an agent, it’s this – product is important, but the people behind a business are what makes it successful.

What I mean is you can bring the best product to market, but if the attitude and mindset of the people behind the business isn’t good, ultimately it will fail. And vice versa – if the product isn’t quite right, but the attitude and mindset is, you can work together to make it a success. I have seen this time and again, and when I look to work with a new company, I always ask myself “can I build a collaborative partnership with these people?”

I am currently part of some very experienced and successful sales teams, and I draw a huge amount of support and guidance from my fellow agents south of the border, and my sales directors. Each of them has a unique skill set which I look to learn from constantly.

As long as I continue to do that, I think I’ll continue to be ‘successful’ Current agencies: Kettle Interiors, Millbrook Beds, Komfi by GNG Group, Protect-A-Bed, Gala Collezione T 07972 292877 E mike@emdagencies.co.uk

If you’re a furniture agent and would like to feature in an upcoming issue, email the editor at paul@ gearingmediagroup.com

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imm-cologne.com

Time for exchange.

Personal. Digital. Dialogue.

the interior business event 20.– 23. 01. 2021 Special Edition

International Business Media Services Ltd. Tel.: +44 1425 48 68 30 info@koelnmesse.co.uk

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INSIGHT

LET THERE BE LIGHT Name: Rohan Blacker Position: Founder Business: Pooky, founded in 2014, specialises in decorative lighting, offering 1500 SKUs and holding some £1m of stock. Principally an online operation, Pooky – another enterprise from the co-founder of Sofa.com – also works through showrooms in London and Cheltenham. According to Rohan, each year Pooky grows at roughly +40% and makes around £6m in sales.

The website attracts an average of 150,000 unique visitors each month, and the business has served 50,000 customers to date (generating 25% of its sales from trade accounts). www.pooky.com

THE BEAUTY OF LIGHTING IS THAT THERE ARE NO BOUNDARIES

Why visit your website?

Because it’s fun, decorative, informative, well constructed, visually engaging and a darned good read – or perhaps you are interested in making, by way of light, your home, or space, a more vibrant, uplifting, and beautiful place.

It’s the big challenge for all of us – how to attract people in the first place, and then keep them interested? In the same way that traditional retailers spend their lives worrying about their shopfront and how to merchandise their stores, we do the same, online. It’s got to be fun, pretty, and intelligently laid out.

How did you enter this industry?

Via a contorted and circuitous route. I started in law (on the right side of it, I hasten to add1), and then spent 20 years in the catering industry. I then veered off as a sofa retailer with Sofa.com.

But I entered the world of lighting specifically not because I spotted a gap in the market or because I was a rapacious entrepreneur wanting to make a buck, but simply because I had a love of lighting and design. It’s an allconsuming, fascinating world!

Who is your ecommerce hero?

Anyone who can tackle the jungle that is the web, and successfully navigate their way through it to create a viable business. There is nothing easy about it.

Celebs and social media influencers have an unfair headstart, so I find them less heroic – however, you’ve got to admire Gwyneth Paltrow’s approach to marketing and product naming! I admire those with a good idea, who start from scratch, and work hard to make it work.

Describe a typical working day I split my time between Cheltenham and my houseboat in London on the Thames. My mooring is down the road from Pooky’s offices. There is no such thing as a typical day, but a large amount is dedicated to sourcing and designing new lighting. There’s masses to do – analysing sales, researching trends, visiting new factories (or, indeed, our own shade factory) – and putting pencil to graph paper and sketching out

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new ideas. The beauty of lighting is that there are no boundaries – anything and everything can be morphed into a light, but the question is what?

There are accounts to look at, and marketing to consider, and importantly, to make sure that the team are content, motivated and enjoying their Pooky journey!

What part of your job would you prefer to avoid?

Long meetings, with interminable agendas and too many people. We try to avoid these!

What has been your greatest challenge to date?

The business throws up fresh challenges daily – that’s what makes it fun.

One challenge we are currently facing is our use of plastic. We try to use as little plastic as possible and use recycled materials in our packaging.

Reaching the right balance is not easy.

Our customers increasingly make comments about packaging, and we reduce it where we can. Equally, it is extremely wasteful if goods arrive broken with customers, so we tread the line carefully and as responsibly as possible. We’re always on the lookout for alternative materials.

A challenge facing all retailers is reducing carbon footprint. As the web has grown, and customers have become more accustomed to how to use it, they have become … how shall I put it? ... less ‘British’! You remember when the Brits never complained about anything, and could not return the slightest thing in a restaurant? Well, that’s changed.

Online, fashion brands now experience 50%+ returns in some cases. Customers are very free and easy with the buy button, and have no compunction sending back. This leads to millions more delivery journeys and loads more packaging, and general environmental woe.

People should try to shop more sustainably and think twice before ordering many products which will probably be returned. The vast majority of our customers are wonderful and use the free returns offered exactly as

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E-TAIL ESSENTIALS Rohan’s top tips for aspiring e-tailers: 1. Do not expect instant riches. Of course, there are overnight success stories, but they are comparatively rare. It can be a long, arduous, sometimes disheartening journey, but if you have the stomach, it is a journey worth taking.

intended. But some customers perhaps order and return in a slightly unthinking fashion. The onus is largely on us to make sure we are doing business as sustainably as we can. But it’s also on customers, and we urge customers to be thoughtful in their shopping habits and help Pooky – and other retailers – reduce our carbon footprint and environmental impact.

How much do you invest in making your site more visible?

We try to make the website a good read, informative and interesting. Our blog is an opportunity to communicate with customers and share interior inspiration and tips, from how to light a kitchen island to the ancient art of shibori – we really love lighting, and want to inspire.

We promote our blog content across our social platforms.

In addition, a substantial chunk of our marketing budget is allocated to all those ecommerce tools designed to attract customers to a website. Like anyone, we need footfall.

What’s your take on how the relationship between online and physical retail might develop?

For us, because of the nature of our product (decorative lighting), we will always need some bricks as well as clicks. Some people need to see, touch and feel what they are buying, and I entirely get that. But Pooky could not exist simply within physical shops – our

product range is far too large, and we’d never be able to stock all of it in a store.

Our business is built to be online. And this is, in varying degrees, the case all across retail – and the high street, sadly, is the casualty.

Of course, it’s not just the web that’s killing the high street, but the proliferation of shopping malls, and independent shopping fairs, for example. Also, to some degree, the high street has shot itself in the foot – a huge generalisation, yes, but so many streets look the same, with the same shops, and no individuality, a homogenised gloop. It’s not surprising that consumers look for something a little more interesting and unique.

Of course, there are exceptions, where inspired landlords have ensured that a high street is a genuine destination with independent shops offering products that you cannot find elsewhere. You need to lure customers with something interesting, as well as a bit of fun.

Today, one pound in three is spent online, whereas three years ago it was one in six. The trend continues. The high street has got to fight back, and landlords as well as local councils need to garner some inspiration.

Do you have any plans to grow your business?

Pooky is growing steadily at +40% each year, and there is a big opportunity for customer growth – we’ve addressed only a fraction of the market so far. As many

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2. Obsess about product – get that right, every detail. Without it, you cannot begin.

3. Work out who you need to be talking to, and talk to them, and only them – do not waste money marketing to the wrong people.

4. Earn the trust of your customers, by talking straight and honestly – don’t try to pull the wool over their eyes, they will see through it.

5. Be brilliant at customer service – spoil your customers, humour them, and listen to them. When they give you good feedback, thank them – they are your lifeblood. And when you are wrong, admit it and sort it out.

businesses are coming to terms with Brexit and questioning their relationship with Europe, Pooky is positively looking to trade more within Europe – we have plans to market more in the Irish Republic in preparation for a push into continental Europe.

This year will see more product launches as well as going into new categories (most notably outdoor lighting). At Pooky, we love to collaborate, and this year we have some seriously exciting hook-ups with wellknown designers in the pipeline – keep watching! Pooky will also likely work with a major national retailer to offer a curated collection of its lighting in-store.

And we’ve opened our own factory!

Located in India, the new shade factory will allow Pooky to be quicker and more nimble in launching new shapes, patterns, linings, styles and colours. We are also aiming to work with charities in India to help provide safe and clean domestic lighting to people who need it

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EVENTS

ENTER THE FURNIVERSE www.miff.com.my

South-east Asia’s largest furniture trade show, the Malaysian International Furniture Fair (MIFF), held its first-ever virtual exhibition, MIFF Furniverse, in August.

Developed to connect global furniture markets with real-time trade opportunities, the inaugural online exhibition consisted of three geotargeted live market events, catering for different time zones and regions: Asia Pacific; North and South America; and Europe, the Middle East and South Africa.

Event organiser Informa Markets reports that MIFF Furniverse attracted 922 total buyer visits from 84 countries and regions. The virtual event also attracted buyers new to MIFF (30% of the total).

THE RISE OF DIGITAL CREATES NEW OPPORTUNITIES FOR BUSINESSES TO THRIVE IN THE NEW NORMAL

Over 2400 business leads were generated, and exhibitors expected to generate $1.16m in sales from the event, with particularly strong demand from US buyers.

MIFF’s general manager Karen Goi explains that a total of 70 (mainly Malaysian) exhibitors participated in MIFF Furniverse 2020.

“This year is a challenging moment for the global furniture industry and has pushed us to move forward,” she says. “With the rise of digital, it creates new opportunities for businesses to thrive in the new normal. This is a new experience for all of us, and MIFF Furniverse is certainly a new milestone for MIFF as we embark on this digital transformation journey together with our industry friends.

“Buyers expressed that despite looking forward to attending MIFF physical event when it is possible, they were positive towards MIFF Furniverse as their alternative sourcing solution,” continues Karen. “They found the platform easily accessible and useful as they can still source furniture and meet with manufacturers that suited their timeframes.

“Buyers also defined areas for improvement and their preferred features for the platform, and we are taking this feedback into account for further advancement in our digital journey.”

MIFF 2021 is scheduled to take place as a physical exhibition in Kuala Lumpur from 8-11th March, together with an enhanced digital presence

SHANGHAI HYBRID EXCEEDS EXPECTATIONS www.furniture-china.cn Shanghai’s Furniture China, which took place across Pudong’s SWEECC and SNIEC venues from 8-12th September, attracted 111,511 domestic visitors (+4.8% YoY) and 1822 international attendees, while its online counterpart reached more than 11,000 people from 136 countries and regions. European browsers accounted for nearly 15% of these.

Despite Covid-19 restrictions, numerous international brands exhibited, including French furniture

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brands Ligne Roset, Sifas, Gami, Galipette, Temahome, and Fermob, plus others from the Netherlands, the US and Australia.

Unsurprisingly, the exhibition area (incoporating sister shows FMC China and Maison Shanghai, plus various design-oriented settings) was smaller than usual.

Wang Mingliang, founder and director of the show’s organiser, Sino Expo, says: “The China International Furniture Expo will follow the development of the times,

advance and retreat with exhibitors, plan a thorough transformation of new retail, and establish a new starting point for an efficient supply chain ecosystem.”

The exhibition has long boasted a strong online component, the JJGLE procurement platform, and a new partnership with Tmall promises greater opportunities to develop online ecommerce sales (and exports in particular).

Next year’s Furniture China will take place from 7-11th September

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HOT ON GUANGZHOU’S HEELS www.ciff.furniture The 46th CIFF Shanghai, which took place from 7-10th September (just six weeks after this year’s CIFF Guangzhou, which was moved from March to July due to the pandemic) saw around 1000 exhibitors occupy 250,000m2 of the Shanghai Hongqiao National Exhibition & Convention Centre.

The event’s organiser says the show attracted 118,409 industry professionals

(down from 150,766 last year), delivering sourcing opportunities across the furniture industry chain – home, outdoor and leisure furniture, home decor and textiles, office, hotel, and commercial furniture and, thanks to the overlap with the Shanghai International Furniture Machinery & Woodworking Machinery Fair (CIFF/WMF) 2020, machinery.

It is not yet known how many of those visitors attended from overseas.

Safety was maintained through a commitment to strict pandemic prevention protocols, guest services, and the digitisation of some exhibitions, integrating offline and online activities alongside a busy schedule of conferences, forums and themed exhibitions.

Next year’s CIFF Shanghai is scheduled to take place from 3rd-6th September

Matthias Pollmann, vice president of Koelnmesse, adds: “With an extensive hygiene and protection package, exhibitors and visitors can move safely on the fair grounds and concentrate on doing business. We also offer our exhibitors at the special edition tailored and innovative stand construction solutions that enable efficient and inspiring trade fair participation.”

The organiser says it has developed new stand construction concepts and event formats, and has aligned these to suit the Covid-19-dominated circumstances.

“With the new stand concepts, we offer young companies a plannable framework for an excellent trade fair appearance in a compact area and can thus bring together the most varied assortments of interior design and the kitchen theme,” says imm cologne’s director, Claire Steinbrück.

“Smaller areas and open stand design also mean less stand staff and lower costs. Nonetheless, the brands can represent and present themselves individually. The result is efficient business with maximum risk reduction,” she concludes

TRUNCATED HYBRID IMM 2021 www.imm-cologne.com

Photos courtesy Koelnmesse/imm cologne

“We make it happen”, says show organiser Koelnmesse regarding imm cologne 2021, which promises to take place as a hybrid event comprising a digital platform and truncated physical fair from 20th-23rd January.

Running over four days (previously seven) from Wednesday to Saturday, without a separate LivingKitchen show, imm cologne 2021 promises enhanced virtual networking opportunities to complement or replace attending in person, through imm@home.

“Our goal is clearly defined – to also make imm cologne possible this coming January against the background of the challenging basic conditions,” says Koelnmesse COO, Oliver Frese.

“Based on a compact exhibition section and enriched with digital network and presentation possibilities, imm cologne will provide the furniture industry with important impulses for the new business year.”

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PRODUCTS COVER STORY

WORK FROM HOME – IN STYLE With the world and how people work having changed so drastically over the last few months, the team at Gallery has quickly developed a selection of desks ideal for home working.

Milano desk

www.gallerydirect.co.uk

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Carbury two-drawer desk with Faraday swivel chair

As with the rest of Gallery’s expansive offer, these desks are by no means average – but stylish, high-quality designs which offer both aesthetic appeal and practical workstation use.

The collection includes additions to many of Gallery’s top furniture ranges, including Carbury, Mustique and Rothbury, making the desks ideal for those who like a room to have a coordinated look. Alternatively, they can be used as standalone feature pieces.

The range available ensures there is something to suit every style of interior – from the Scandi-look Milano, with its attractive inlay chevron design, to the global traveller look of the Boho, with its patterned frieze of blind fretwork on the drawer fronts, and the apartment living-style Forden, designed for modern living, the collection offers a good deal of choice.

To complement the desks, Gallery has also designed a range of stylish yet practical swivel chairs, which, again, are ideal for home office use. These include the Curie, which is available in antique ebony and vintage brown leather, and the Murray, which is offered in five different colours of velvet.

To find out more about Gallery’s new Home Office Collection, as well as its other AW20 products, contact the supplier’s sales team or sign up on its website

Mustique

THERE IS SOMETHING TO SUIT EVERY STYLE OF INTERIOR

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PRODUCTS

NIKOS FOROZOIS’ LILLY Industrial designer Nikos is a graduate of Nottingham Trent University (NTU), but a rich creative career preceded his time there. Like much of his work, Lilly, a handmade Carrara marble side table, was inspired by the female form. www.behance.net/nikosforozis

“My primary focus is to create a range of premiumquality products that evoke an emotional response – mixing an industrial aesthetic with a minimal language that’s inspired by women and love”

“Lilly’s minimalist style emphasises the simplification of form, keeping only what is absolutely necessary.

History has taught us that minimalism will always be in style!”

“Made in Italy from Carrara marble with a matt finish, Lilly is stone-turned, roughly 45 x 45cm in size, and based on the concept of a beautiful, charismatic and inspirational woman”

“I would love to see Lilly in plastic, and in various colours. I’m currently exploring the possibility of producing it in polyethylene/ polyurethane, perhaps even in glass”

I AM A SELF-TAUGHT DESIGNER-MAKER WHO LEARNS BY TRIAL AND ERROR AND ENJOYS EVERY PHASE, FROM BRAINSTORMING TO PRODUCTION Training: Nikos studied industrial design in Greece for four years and then worked for brands including Zara Home and Habitat, as well as working in new product development for various small studios. He then moved to the UK to study product design and decorative arts at NTU. For his first tableware and furniture collection, Nikos designed and produced a range of Carrara marble and ceramic products. Currently residing in Nottingham, he has so far produced four designs and prototyped another eight.

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PRODUCTS BEDROOM

HAND IN HAND Timber Art Design UK’s commitment to providing quality flat-packed furniture and best-in-class customer service has seen it build momentum this year …

Zahra in Wotan oak

www.timberartdesignuk.com

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Rio Costs in dark grey

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Pulford

Offering a range of flat-packed bedroom and living ranges, manufactured in Malaysia and distributed from its UK base in Wrexham, North Wales, Timber Art Design UK has pulled out all the stops this year to ensure its fulfilment operation is as flexible and intuitive as possible.

An extensively trained customer service team supports any orders placed through the company’s selfservice web portal. All products are subsequently packed in mail orderready packaging, and, if required, dispatched the day they are ordered.

And the service does not stop there – Timber Art Design UK offers its stockists a rich library of product images and data, which can be downloaded to suit.

Serving retailers, buying groups and etailers through wholesale distribution channels, and operating a dropship service for the latter, the business manufactures product at its two factories in Johor, Malaysia, and oversees the entire conception, design, prototype, final design certification, production and wholesale process – ensuring an accurate and efficient

service for the customer, with a team of trained specialists on hand to offer guidance.

Timber Art Design UK’s comprehensive range of self-assembly furniture products includes bedroom and living room ranges in a variety of styles, colours and concepts, comprising wardrobes, chests of

drawers, storage cabinets, sideboards, TV cabinets, shoe storage solutions and desks.

Hundreds of products are available, all produced and quality checked to the company’s high standards to ensure maximum customer satisfaction – with new and replacement stock arriving every week

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PRODUCTS BEDROOM

Finding the perfect mattress shouldn’t be a gamble, says Einstein Beds

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EINSTEIN BEDS www.einsteinbeds.com

Monaco in pebble grey

“Don’t let your customers gamble on finding the perfect mattress,” warns Einstein Beds. Part of Shaw & Partners, the business is based in the West Midlands, and is capable of supplying 5000 mattresses every week.

“Bring your store into this century with Einstein Beds and Einstein AI, a revolutionary computer system for matching customers to their perfect mattress and a perfect night’s sleep.”

Visit the company’s website to learn more about how it is changing the bed industry, and what is behind its ability to increase sales revenues.

A market-leading expansion of award-winning German bedroom manufacturer Wiemann’s popular Monaco VIP range promises to offer customers an abundance of choice and versatility.

The new-look Monaco draws on the success of the original, offering an even more comprehensive total bedroom solution. Monaco is available

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in four collections – 1000, 2000, 3000 and 4000 – all of which feature a range of finishes. Door options include the original bifold range (now 2000) plus hinged (1000) and sliding (3000) doors.

All the variations include Monaco’s popular big, walk-in corner units.

Meanwhile, the list of complementary furniture has been greatly expanded under the 4000 label.

WIEMANN www.wiemannuk.co.uk

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Creating Comfort, Delivering Performance, Enhancing Everyday Life T: 0161 655 2680 E: customerservices@thevitagroup.com www.thevitagroup.com FN374_Pages.2.indd 31

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PRODUCTS GREAT BRITISH BEDS

iStock.com/abu

GREAT BRITISH BEDS

It’s been a testing year (to put it lightly), but many a business has stepped up to the plate. In this special feature, Furniture News celebrates a sector which truly met 2020’s challenges head-on – the British bed industry.

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The UK bed and mattress industry has always been quick to innovate, but it really came out fighting this year.

Early on, with the pandemic’s outbreak and subsequent lockdown, stories of bedmakers and component suppliers pivoting to support the nation’s healthcare demands were commonplace.

Wakefield’s GNG Group, for example, channelled its efforts into a dedicated medical mattress production line, taking some six months’ worth of orders in just five days – while Southampton’s Millbrook Beds also pivoted its capabilities to support the NHS and MOD. Similarly, Vita Group prioritised the manufacture of medical foam grades, while Breasley set about making hospital mattresses, foams and specialist cushions.

And with much of the populace confined to their homes – and fewer opportunities to buy – demand for new bed and bedding products grew, resulting in a busy summer across the nation’s factories.

It would be wrong not to mention the massive upheaval so many of the industry’s workforces have endured this year – the pandemic brought significant

change to both market share and personnel – but the bed sector has long been one of the UK furniture industry’s more robust sectors, weathering ongoing pressures from imports with vigour.

And while the pandemic will create demand for budget products that perhaps only overseas bases can satisfy, the disruption it’s brought to global supply chains – coupled with a greater demand for homegrown goods and a desire to safeguard British jobs – has seen the power shift further towards local producers.

With retailers engaging with consumer marketing campaigns championing the benefits of buying British – such as the Buy British Furniture Event, a multilateral initiative that concluded on 18th October – it’s clear that the sector has the will and the wherewithal to make the best of a bad situation.

Furniture News salutes every British manufacturer of beds, mattresses, bedding, bedmaking machinery and components – but has selected a few leading examples to present this month, which share their insights of coming through lockdown, and beyond …

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HEALTHY OPTIMISM As a business rooted in healthcare products, Mammoth has seen its sleep solutions thrive in the face of a global pandemic, says founder and CEO, John Tuton.

John Tuton

www.mammothcomfort.com

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How has Mammoth responded to the challenges presented by Covid-19 to date?

It certainly has been a challenging few months, but I’m glad to say that we were in a strong position going into lockdown and, as a team, have responded swiftly to ensure that we are well positioned to take advantage of opportunities through the second half of the year.

I’m appreciative of the support that the Government has provided through the furlough scheme, which has ensured that we’ve been able to retain staff and bring them back into the business at the right time. Now is a crucial period for the industry, and we are all-hands-on-deck to ensure that we provide all the support we can for our

retail partners.

We know how tough this period has been for them, and our focus over the coming months is very much on doing all we can to help them trade effectively.

As a brand, we feel that we are perfectly positioned to help consumers now, as they look to make more healthconscious buying decisions, and place an increased focus on their wellbeing.

That has been reflected in our strong sales performance through the summer sale and into the autumn.

Unsurprisingly, people are looking for greater hygiene in both their experience and product, as well as products backed by science which they know will genuinely help them. Our collections are rooted in healthcare and scientifically

HEALTH AND WELLBEING BRANDS HAVE NEVER BEEN MORE RELEVANT

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PRODUCTS GREAT BRITISH BEDS advice, tips and cutting-edge science from some of the country’s leading experts including University of Oxford sleep scientist, Dr Nicola Barclay.

Have you launched any new products this year?

Excitingly, Mammoth is driving forward new product launches for 2020 and 2021, including a new collection in partnership with a global publisher and national retailer which will be announced over the coming weeks – so watch this space!

In 2021 we will be revamping and extending our in-store existing Rise, Shine and Move Comfort Collection with exciting new tech, proven to do people good.

Shine

WE KNOW HOW TOUGH THIS PERIOD HAS BEEN FOR OUR RETAIL PARTNERS

tested, and shown to improve sleep.

I think people are recognising the importance of sleep in their lives.

While face-to-face contact was reduced through the pandemic and the cancellation of events, we are working more closely than ever with our retailers. We keep in contact regularly and have taken every necessary step to ensure customers can purchase safely and make good decisions for their health and wellness.

We continue to drive footfall to stores and boost sales, with a focus on advertising, promotions, size upgrades and PoS support, as well as the store locator on our website. We have also launched our ‘sleep hub’, featuring free

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READ MORE AT WWW.FURNITURENEWS.NET 35 We have also used the last few months to accelerate our other growth plans, expanding across other areas of the furniture trade and into wider services, reinforcing the holistic approach we take to health, wellness and comfort. We will continue to navigate the changing retail environment and challenges it brings, with our strongest-ever team and continued investment in our brand.

What are the advantages of being a British manufacturer right now?

It’s great to see British businesses supporting each other, and that’s something we’re proud of at Mammoth.

There has never been a more important

time to buy British.

We span the country, from our roots in the North East to manufacturing sites and capabilities in Oxfordshire, Cambridgeshire, London, Nottinghamshire and Lancashire.

Because our products are manufactured in the UK, we control the quality of the supply chain and reduce the risk for cross-contamination. As you’d expect from a company founded in the medical device arena, safety is key, and we have implemented robust measures to protect our staff and customers.

Has Covid-19 changed the way you do business?

In many respects, Covid-19 has further reinforced the need for products and services that genuinely do people good.

We adapted to the situation, and put steps in place to support our customers.

Logistically, aspects of the way we do business adjusted to include things like more agile working and a greater online focus, but our fundamental beliefs haven’t changed.

People are actively looking for products with a health and wellbeing focus, and things which make them feel good during a difficult time. We know that better sleep leads to better physical and mental health, and Mammoth’s sleep credentials, backed up by science, offer evidence-based health benefits to the consumer.

I look back to where I started my career in healthcare, supporting seriously ill patients in their recovery and providing sleep education to senior clinicians. Mammoth’s Medical Grade Foam technology was developed from the medical devices of frontline healthcare, and our mattresses are scientifically tested and shown to improve sleep, posture and relaxation.

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We have always been more than a mattressmaker, and take a holistic approach to wellbeing. Covid-19 has further reinforced our brand values, and we continue to live and breathe them.

What’s the outlook for your business?

I firmly believe that our business will come through this difficult period in a stronger position, and I can already see retailers innovating to ensure their own survival and build the foundations for future success.

We have a strong existing portfolio and exciting product launches on the horizon, and we continue to seize the opportunities open to us, working with leading publishers to help advertise and promote Mammoth and its retail partners. It’s with a sense of huge satisfaction that the excellent results we have achieved in recent months – across both our retail and online channels – has put us well ahead of our Covid-19 commercial plan, giving me even greater confidence in our continued success through the pandemic and beyond. Some retailers really are ripping up trees with our brand right now!

All current research illustrates that health and wellbeing brands have never been more relevant. Whilst that’s not a surprise in a global pandemic, with our NHS award-winning, science-forward approach and health endorsements, never has Mammoth been more relevant.

As business rebuilds, it’s vital that we work together to support the retail industry so we are more resilient than ever.

What have you learned about your business this year?

This year has been a steep learning curve, to say the least! I know that we can adapt to whatever is thrown at us, take positives from challenging times and come out stronger on the other side. I look forward to building on what we’ve learnt and taking our business into the future with even greater enthusiasm, dedication and continued long-term growth strategies for success – for our group, and our customers.

I applaud the commitment, hard work and resilience our team has shown in the face of adversity. Their dedication to the Mammoth vision and supporting our customers makes me a very proud chief executive, so it is with great confidence that Mammoth will continue to prosper

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SUSTAINED INNOVATION Despite the obvious challenges, it’s been a year of development and innovation for Harrison Spinks, writes MD Nick Booth … www.harrisonspinks.co.uk

“As ever, we’re proud of our commitment to quality UK manufacturing and our leading stance on sustainability, brought into national focus on BBC’s Inside the Factory,” begins Nick, who was promoted to MD back in July.

Velocity 16750 dual-sided mattress, part of Harrison Spinks’ new next-day delivery offer

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“This year, we’ve launched multiple new products and collections that align with our values and our commitment of being a 100% glue and foam-free business [see April’s issue of Furniture News for details].

“We hold a Queen’s Award for Enterprise in Sustainable Development, and we started the year by adding Carbon Neutral+ status to our accreditations and launching an urban tree planting scheme in our local community, further demonstrating our commitment to sustainable production.

“During lockdown, we developed and subsequently launched our new Velocity Collection. It’s a range of premium rolled mattresses available for next-day delivery, created exclusively to meet the needs of our independent retailers and satisfy consumer demand.

“The mattresses are all made from the finest sustainable materials developed at our factory in Leeds, including our new in-house woven

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37 on a Somnus collection that will be launching next year, aligning with our sustainability pledge.

“We’ve found that being a British business, as well as one that is almost fully vertically integrated, has been especially advantageous this year.

Almost our whole supply chain is based at our factory in Leeds, meaning that we were able to begin manufacturing again as soon as conditions were safe for our staff. It meant we could quickly and successfully adapt to the needs of our customers, being able to make changes and innovate as required.

“All in all, despite the challenges we have all faced, 2020 has been a fastpaced year of sustainable innovation for us, and we’re very excited about what 2021 has in store. As well as the opening of our dedicated mattress recycling plant, we foresee the development of additional new products, and we’ll be working hard to unlock future innovations in luxury sustainable comfort”

DESPITE THE CHALLENGES WE HAVE ALL FACED, 2020 HAS BEEN A FAST-PACED YEAR OF SUSTAINABLE INNOVATION FOR US

Harrison Spinks has refreshed the showroom at its Leeds HQ

FR chem-free tick, and our latest sustainable innovation, Cortec Quad.

Cortec is a zero-to-landfill spring system that is foam-free, glue-free and FR chemical-free, meaning that mattresses can be disassembled and recycled at the end of their lifetime.

“In September, we also launched two new Harrison Spinks collections, and began safely inviting retailers into our refreshed showroom in Leeds to view our recent innovations.

“The new Seasonal Turn and Turn Free collections champion our sustainability commitment while offering enhanced comfort due to improvements in our core spring technology. They feature the highestquality natural fillings, including wool and hemp from our 300-acre farm in Yorkshire, plus our new in-house woven chem-free wool viscose tick.

“To round off a busy couple of months, we have recently unveiled a new slim divan and range of upholstered bases and headboards, and we’re working

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MOVING ON UP Times of crisis can mean great opportunity, reports Duvalay’s sales & marketing director Liz Colleran, who says that evolving consumer demand has made her company’s offer more relevant than ever … www.duvalay.co.uk

Early April provided us with an opportunity to bring forward the launch of EasySleep, as we were able to offer contactless delivery and we saw huge demand from visitors to our website looking for this type of product.

By late April , we were able to bring back a significant part of our workforce, as demand for EasySleep rocketed. At a time when businesses were looking to save costs, we actually took the decision to invest in a dedicated PR and social media campaign around the launch, which has proved hugely beneficial in driving awareness and sales of our latest products.

One of the first things that companies cut is marketing, but we have found this to be counterproductive at a time when consumers are looking to invest in home products and will spend time researching and reading magazines and internet articles before making a decision.

EasySleep

WE WERE ABLE TO BRING BACK A SIGNIFICANT PART OF OUR WORKFORCE AS DEMAND FOR EASYSLEEP ROCKETED

How did you respond to the lockdown?

Like many businesses in the UK, the initial lockdown created huge problems for us. We were set to move to a new £1.2m factory, along with hiring several new members of staff as we looked to continue our expansion and growth plans. Both of these had to be put on immediate hold, as well as having to furlough 90% of our employees, as sales simply fell away across all our markets and product portfolio when lockdown was announced in March.

However, in the months leading up to March, we had been working on a new bed collection, utilising our innovation and knowledge to develop the EasySleep Collection of mattresses. A first for us, this latest collection is offered as a ‘mattress-in-a-box’, with three choices available for consumers to purchase.

Standing by our heritage techniques, each one is handmade using only the finest materials, but at an affordable price.

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INFORMING INDUSTRY, BUILDING BUSINESS 39 EasySleep

Duvalay MD Alan Colleran, with Liz at the new factory

… and the subsequent restart?

We have also been incredibly lucky that our other side of the business – sleep products for the leisure market – has also been booming since lockdown was lifted in June. A huge rise in staycations has led to a surge in sales of our luxury sleeping bag.

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With a huge rise in demand for our products and the easing of lockdown, we took the decision that we could now complete the move to our new factory. We officially moved to the new four-acre site in late August, and it consolidated two existing sites that we had.

The extra space in the new factory has allowed us to move onto a doubleshift pattern for most of our workers, to help meet demand. It has also helped us to ensure we have a Covid-19safe workplace, with room for social distancing. Over the course of the next several months, we hope to be able to recruit from our local region.

We have also seen a shift in consumer behaviour since lockdown, as

there has been a high spike in demand for our Wooltec mattress collection, as environment-conscious shoppers are drawn to the collection (which contains luxurious lambswool and recycled fibres made from plastic bottles). We do believe consumers have become more aware of the environment since reporting during Covid-19 highlighted the change in the planet as pollution reduced.

What’s the outlook for Duvalay?

Going into 2021, we remain cautiously optimistic about Duvalay’s future, as we have shored up our position and product portfolio to offer products that meet both current and future demand in a Covid and post-Covid world

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PLENTY TO CELEBRATE It may have interrupted his business’ 30th anniversary celebrations, but Covid-19 has only cemented the strengths of the British bed manufacturing model, says the MD of Leicestershire’s Vogue Beds (and former NBF president), Ebrahim Patel.

How did you respond to the lockdown?

When the pandemic hit we did what we needed to do and followed the Government’s request to close and furloughed our team. We then set up our sales office and account teams to be able to work from home. No-one knew how this was going to play out, but we were ready to do whatever needed to be done. … and the subsequent restart?

Our production stopped from the start of lockdown until mid-May, when the

Helix Optimum, with drawers

www.voguebeds.co.uk

How well were you positioned at the start of the year?

Based on the response we saw at the January Furniture Show, we were raring to go. This is Vogue’s 30th year of business, and we had anticipated for it to be our best yet, with new models and the gamechanging Helix Spring unit now supporting the whole vogue range.

We were looking forward to another busy year. We had taken on a number of new members of staff to ensure we could meet expected production numbers.

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41 The Bedstead Collection

Government encouraged manufacturing to return. Returning was hard work, as we had to get on top of the guidelines, make changes in the factory and ensure we had the right PPE and health and safety policies in place.

We restarted production slowly and safely, starting with only five team members, and doubling our staff numbers each week. Our production team have been fantastic, very quickly adapting to the new normal, and now production efficiency is at an all-time high.

Has the business been forced to ‘pivot’?

We have not needed to pivot the business really. We launched a new Vogue Contract website in February, allowing our contract customers to order online. As stores started to re-open we have tried to keep up with demand – however, we have had to extend lead times a little. Our retailers have been understanding, and we are working hard to support them where we can.

How are you reaching out to your customers?

The cancellation of the Bed Show was such a shame, but we understand it wouldn’t be right for it to have taken place at the moment.

We had planned a new factory showroom for 2021, but we have brought that forward, so it will be completed by the end of this year. Fortunately, we also took delivery of a new showvan at the end of 2019 – this has proved to be a great asset for the business, and has been back on the road visiting retailers with our agents.

We have entered this year’s online NBF Awards, and look forward to the digital ceremony and seeing how the NBF are adapting the format.

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Have you launched any new products?

We are really please with our new product range for 2020. The whole Vogue range now features our gamechanging Helix spring system, and we think our new Helix Gravity Gel is the perfect mattress – soft yet supportive, it feels like the mattress is giving you a little hug.

What are the advantages of being a British business right now?

Being a British manufacturer at the moment has huge advantages. Our manufacturing lead times are a lot quicker than anything built in the Far East, plus there’s the continuity of supply we offer.

Overall, has the pandemic changed the way you do business?

We are fully committed to the relationships we have with our retail partners, and ensuring they have the best products at the right price.

We’ll continue to foster the relationships with our retailers and suppliers that we’ve built up over the last 30 years. Now, more than ever, understanding everyone’s position is important.

We want to continue to push the message around buying British beds, and the importance of a good night’s sleep.

What have you learnt from the experience?

If we have learnt one thing about our business this year, it’s to never take anything for granted

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PRODUCTS LIVING Beatrix

BUOYANT UPHOLSTERY www.buoyant-upholstery.co.uk Buoyant builds over a century’s worth of knowledge, experience and quality into every piece of furniture it makes. The long-established business is proud of its heritage, and the part it has played in British manufacturing history. Today, Buoyant’s dedicated team produces furniture with passion, skill and enthusiasm – which it believes sets it apart from its competitors.

DRU www.drufire.com DRU has launched the Virtuo, a realistic electric fire with a unique 3D flame picture. It was recently featured on The Gadget Show on Channel 5.

Virtuo fires are glass-fronted with authentic log fire beds and a selection of front-facing, two- and three-sided models. They can be installed into false chimneybreasts or other architectural features around the home. Visit DRU’s website for further information and dealer terms.

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Full pa

Our new website makes it easier to ďŹ nd the models and accent pieces you love and keep up to date with all things Buoyant.

Customers no longer need to log in to view our extensive range of sofas, chairs and accent pieces. The site comes complete with the latest news, job opportunities, guidance on how to care for your Buoyant furniture and much more.

Please visit us at the usual address: www.buoyant-upholstery.co.uk Telephone - 01282 691631 We build over a century’s worth of knowledge, experience and quality into every piece of furniture we make.

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MADE IN THE UK

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PRODUCTS DINING

Who knows what 2021 will bring?

Looking economically, with our EU departure, Covid-19, fluctuating trading relations between China and the US and a weak pound, it’s hard to predict what economic shape the UK might be in – but challenge brings opportunity, says Woodman Chairs’ founder, Peter Woodman.

Beech four-bar Nordic stick-back chair

www.woodmanchairs.co.uk

change in buyer behaviour also suggests that having a good and available product choice is at least as important, and will actually often make the real difference.

“At Woodman Chairs, we have always been dedicated to making and providing a wide choice for retailers – both in chair styles, and within those styles (beech/ oak, solid/faux/fabric pads, unfinished or finished). We are constantly adding new styles and ideas, and supply mostly from stock, or with short and reliable lead times.

“As such, we are ideally placed to help you add to both your floor and online offer. And, if you want your own bespoke chair or frames made, we can offer this service too – in practical and realistic MOQs. “Every journey starts with a single step. Move to Woodman Chairs today”

Oak Loire chair, oiled, with natural hopsack seat

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“Although the UK furniture sector has fared better than some in recent months, we are far from out of the woods,” says Peter, “and further contraction in activity and greater uncertainty with global trade and supply line reliability seems on the cards.

“But if these are the downsides, with them will come opportunity.

“Within retail, the most noticeable change has been the significantly above-trend step-up in online shopping.

One of the challenges facing bricksand-mortar retailers in particular will be achieving the right balance for themselves between their physical and online offers – and not just how they sell, but what they sell, and how they might source and distribute.

“Increasingly, greater differentiation by product and choice is becoming a more important part of the marketing mix. The internet continues to offer far greater choice to the world, and retailers will need to offer even more of that choice to attract buyers.

“The tug will always be there, of course, to compete on price, but this sea

Beech Windsor armchair

HAVING A GOOD AND AVAILABLE PRODUCT CHOICE WILL MAKE THE REAL DIFFERENCE

Oak Hamburg carver chair, with jet hopsack seat

FAST, FLEXIBLE, FUTURE-PROOF

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PRODUCTS TRADE SERVICES

READY FOR ANYTHING Long-established high street retailer of beds, mattresses and bedroom accessories And So To Bed recently reported an increase in internet sales of +60% YoY since launching last October with OMNIS, Iconography’s unified commerce platform. www.iconography.co.uk/omnis

ASTB’s flagship store on the King’s Road, Chelsea

A COMMITMENT TO MODERNISING A BUSINESS CAN PAY OFF IN UNEXPECTED WAYS

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And So To Bed (ASTB) has been helping bed buyers get a good night’s sleep for over 40 years, but a timely investment in award-winning vendor Iconography’s OMNIS solution delivered the right systems at the right time for the pandemic lockdown and its subsequent impact.

“With showrooms closed from March until mid-June, we are a prime example of how the pandemic has accelerated the need for customers to browse and shop online,” says ASTB’s ecommerce & marketing manager Adam Knell. “But even without the impact of Covid-19, I’m confident we would still have seen the same growth in internet sales, because that’s what we planned for.”

Internet sales have increased significantly YoY, and now represent a much greater share of total turnover – proving that a commitment to modernising a business and its retail management systems can pay off in unexpected ways.

With 20 stores in the UK and an established way of doing business, the strategic problem for ASTB in recent years was the need to stay relevant in a changing market. The customer demographic had shifted, buyer behaviour and expectations were rapidly evolving with the spread of mobile technology, and new entrants and disruptors like Eve Sleep and Casper were threatening to seize mattress market share.

At the end of 2017 a new MD, Martin Gill, was hired to bring some fresh ideas to the business. The product range was rationalised, the number of categories scaled back, and the focus returned to solely bedroom furniture, with mattresses and beds as the centrepiece.

In 2019, a rebranding initiative delivered a more contemporary and consistent approach to store design, layout and presentation.

That same year, Martin appointed Adam to oversee ASTB’s digital transformation. Adam, previously the head of marketing at mattressmaker Tempur, had a strong track record in ecommerce platforms and integrating customer touchpoints and systems to deliver a consistent and engaging customer experience.

With 10 of the retail showrooms in line for the first-phase rebranding, Adam saw the opportunity to fully embrace the 21st century shopper, with a commitment to unifying the online and in-store experience. This meant taking an omnichannel approach, installing digital kiosks in showrooms and finding one solution that would combine the ecommerce, EPoS, CRM and retail management functions in one.

Adam had previous experience of grappling with ecommerce and retail management systems past their prime, suffering from unstable integrations and a lack of connectivity. Determined not to settle for an expensive, disconnected or over-engineered solution, OMNIS was selected for its ability to flexibly deliver all the functions in one – as well as for its competitive pricing, and the promise of being customisable to the particular needs of ASTB’s products.

“OMNIS stood out not least because the custom-build option gave us the opportunity to maximise the appeal of the website to the customer and give them the best product selection options,” says Adam. “Other important factors include competitive pricing, and service support from a UKbased account manager dealing with queries and change requests – that’s invaluable.”

The starting point was to replatform

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INFORMING INDUSTRY, BUILDING BUSINESS 47 the ecommerce website using OMNIS and incorporate the new ASTB brand identity. The next step was to roll out the in-store element of OMNIS as phase two introduced the EPoS component of the unified commerce platform. This provided the stores with common access to inventory and a link to the website so customers could retrieve in-store quotes online, allowing further research to inform the purchasing decision, and for big-ticket expenditure to be talked through at home.

Online quote retrieval, combined with the newly launched J.Marshall online bed configurator (www.andsotobed. co.uk/configurator), are examples

of how more joined-up thinking can deliver simple-to-use, customerfriendly functionality, and enable retail showrooms to operate as 24/7 experiences.

With the backing of senior management and a general business improvement process already under way, investment in the OMNIS unified commerce platform made sense from the start.

Adam engaged with ASTB’s retail staff to find out what they wanted from the new systems, and this encouraged digital ownership. In spite of having to navigate the data complexities in configuring OMNIS to reflect the product information accurately – for example, the many and various options a bed and mattress can come in – Adam reports: “Nothing was too much of a challenge for the OMNIS team. They were able to adapt to last-minute changes and didn’t deviate much off the original timescale.”

Now that stores have reopened, retail sales are bouncing back, and an appointments system means there is strong buyer intent among all those coming through the doors. The ability to retrieve an in-store quote online is

The Furniture Makers’ Company the furnishing industry’s charity

WE CAN HELP YOU

Things don’t always follow the design

Life

There may be times you need

MORE JOINED-UP THINKING CAN ENABLE RETAIL SHOWROOMS TO OPERATE AS 24/7 EXPERIENCES therefore proving invaluable.

“We now see ASTB as a fully embraced omnichannel business,” Adam concludes. “Everything we do, from the print ad to a digital ad, to the in-store experience, to the website – they are now all fully interconnected. We want customer trust in us to be really solid, and one way to do that is to make sure the online experience and the in-store experience are presenting the same message to the end-consumer.”

It was no accident that ASTB was ready for anything 2020 could throw at it

have in mind

often throw some curve balls

We will always be there for

The Furniture Makers’ Company has been supporting the welfare of employees in the interiors and furnishing industry for more than 100 years. If you or someone you know is in need of financial support, let us help. Visit our website www.furnituremakers.org.uk/assistance or contact 020 7256 5558 This advertising space was generously donated by Furniture News magazine in support of The Furniture Makers’ Company’s welfare campaign.

The Worshipful Company of Furniture Makers’ Charitable Funds incorporating the Furnishing Trades Benevolent Association is a registered charity in England and Wales (no. 1015519) and a registered company (no. 02759359) in England and Wales

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PRODUCTS TRADE SERVICES

SEE FOAM INNOVATION FIRSTHAND Chris Hayes, Vita’s development technologist, in the Comfort Bedding Innovation Centre

The Vita Group’s latest investment in innovation has been completed and launched by its Comfort Division, and promises to engage the foam specialist’s customers more closely than ever … www.thevitagroup.com

Vita’s FRee mattress, which features TCPPfree combustion modified ether (CME) foam

OUR CENTRE AT MIDDLETON ALLOWS US TO RESPOND QUICKLY AND EFFECTIVELY TO THE EVERCHANGING NEEDS OF OUR CUSTOMERS AND THE BEDDING INDUSTRY

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Vita’s Bedding Innovation Centre, built in Middleton, combines Vita’s technical expertise in foam chemistry with the latest state-of-the-art testing equipment. The facility is specifically designed to provide its customers with the ability to follow a complete development programme, from initial concept through to finished foam core, providing an engaging customer experience.

Gilbert Davids, MD of Vita’s Comfort division, says: “Vita has a long tradition of innovation. The opening of our centre at Middleton allows Vita to respond quickly and effectively to the everchanging needs of our customers and the bedding industry. Once Covid restrictions are relaxed, it will allow us to bring our customers to Middleton, where we can highlight our chemistry and design expertise, allowing them to see their mattresses being tested right in front of their eyes.

“We have a dedicated team developing new, innovative products for the bedding market. We will continuously deliver innovations for customers through our new product development pipeline.”

Vita has created a video virtual tour of its laboratories and the centre. This provides a view of the new facilities and an introduction to the chemists and technicians working there.

According to Vita, the innovation centre has already received great support and accolades from several bedding and mattress manufacturers

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Timber

• Next Day delivery available • Discounts on bulk orders • Stock replenishment and new products are arriving with us weekly

T. 01978 660768 E.sales@timberartdesignuk.com www.timberartdesignuk.com

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PRODUCTS TRADE SERVICES

Whole mattress flammability testing

SATRA www.satra.com SATRA is an international centre of excellence for product testing, training, consultancy and innovation. SATRA can test against the mandatory requirements for domestic and non-domestic beds, mattresses and divans, to satisfy requirements and to comply with the Furniture and Furnishings (Fire) (Safety) Regulations for flammability. SATRA has a dedicated flammability laboratory where it can test whole mattresses, cot mattresses and foams for cribs and prams. SATRA can also conduct physical and chemical testing on bunk beds, junior beds and painted nursery furniture.

Bunk bed testing at SATRA

BOYTEKS www.boyteks.com Boyteks’ VGuard fabric promises to neutralise viruses by shattering the protein and fat envelope surrounding them, ensuring more hygienic textile surfaces.

The efficacy of VGuard has been tested by independent international laboratories in accordance with the standard ISO 18184: Determination of antiviral activity of textile products, and the product has proven highly effective against certain corona, influenza and MS2 bacteriophage viruses, reports the Turkish fabric specialist.

VGuard is currently exported to the US, South America, Western and Central Europe and China, and promises to be an invaluable asset to any bed manufacturer striving to offer safe sleeping solutions – particularly in a world in which hygiene is so high on the agenda.

ADP DISTRIBUTION www.adp-distribution.co.uk As well as fulfilment, merchandising and distribution, visual merchandising specialist ADP has successfully delivered numerous retail and commercial PoS/PoP installations, from one-site flagship jobs to national projects spanning many hundreds of sites, plus exhibition stands.

Whether permanent or temporary displays are required, ADP offers a flexible, tailored design and build service, and manages each project from start to finish.

High standards are maintained throughout, and consistency and personality carefully balanced to deliver impeccable results.

ADP also ensures local regulations are met, and offers pre-build and out-of-hours services, reducing the amount of time its staff spend in-store.

Experienced teams consisting of supervisors, fitters and project managers ensure each job is completed on time, and within budget.

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TAKE A DEEP BREATH WITH V-GUARD

VGuard mattress ticking, which is tested and approved by independent laboratories in accordance with ISO 18184 methods (Determination of antiviral activity of textile products), helps to provide a hygienic and safe sleeping environment by eliminating viruses.

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CONTACT CONTACT CONTACT US CONTACT US US US Rhenus Rhenus Home Rhenus Home Delivery Home Delivery Home UK Delivery .Delivery UK Unit.UK Unit 7 New UK . Unit 7 .New Cheshire Unit 7 New Cheshire 7 New Cheshire Business Cheshire Business Business Park, Business Park, Wincham Park, Wincham Park, Wincham Lane Wincham Lane . CW9 Lane . CW9 6GG Lane . CW9 6GG Northwich . CW9 6GG Northwich 6GG Northwich Northwich CONTACT CONTACT CONTACT US Rhenus CONTACT US US US Phone Phone +44 Phone +44 333 Phone +44 333 577 +44 333 577 5771 333 577 5771 .Delivery Email: 577 5771 .UK 5771 Sales.RHD@uk.rhenus.com . 7Email: .Sales.RHD@uk.rhenus.com Email: Sales.RHD@uk.rhenus.com Sales.RHD@uk.rhenus.com Rhenus Rhenus Home Rhenus Rhenus Home Delivery Home Delivery Home UK Delivery ·Unit UK ·Unit 7Email: New UK ·Unit New Cheshire ·Unit 7 New Cheshire 7 New Cheshire Business Cheshire Business Business Park, Business Park, Wincham Park, Wincham Park, Wincham Lane Wincham Lane · CW9 Lane · CW9 6GG Lane · CW9 6GG Northwich · CW9 6GG Northwich 6GG Northwich Northwich www.rhenus-home-delivery.co.uk www.rhenus-home-delivery.co.uk www.rhenus-home-delivery.co.uk www.rhenus-home-delivery.co.uk Phone Phone +44 Phone +44 333 Phone +44 577 333+44 333 5771 577333 577 5771 · Email: 577 5771 · Email: 5771 Sales.RHD@uk.rhenus.com · Email: ·Sales.RHD@uk.rhenus.com Email: Sales.RHD@uk.rhenus.com Sales.RHD@uk.rhenus.com

www.rhenus-home-delivery.co.uk www.rhenus-home-delivery.co.uk www.rhenus-home-delivery.co.uk www.rhenus-home-delivery.co.uk

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54

OPINION

SOFTLY, SOFTLY …

When the going gets tough, the tough get selling – but, asks Paul Farley, despite the temptation to drive sales at any cost, is the UK furniture industry leaving the hard-sell techniques of yesterday behind?

NOBODY WANTS TO BE SOLD TO, THEY WANT TO BE LISTENED TO

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Sports car, designer suit, bombshell blonde – the American dream? Cinema once glorified the uncompromising moneymaker, but by the time Gordon Gekko appeared in 1987, the glamour had started to fade, and the market was clearly ready for a more nuanced approach to sales.

In retail today, shady commission tickets and emotional chicanery have been all-but replaced by a public face that’s more friendly, honest and informative. While stores will generally discount particular lines to incentivise sales, a good salesperson will strive to sell the customer what’s right for their needs – even if that’s not immediately in the shop’s best interests.

Precisely what shoppers want – be it prioritising convenience, value, quality, or something else – remains the million-dollar question. But good service underpins every business relationship. Today’s consumers expect to be listened to, informed and respected, not steamrollered into submission. This means salespeople should increasingly show, and not tell – but they, in turn, need the right incentives, structures and tools to do the job.

“The whole sales industry and process has changed to a softer sell,” says Rhenus Home Delivery’s Gav Boden.

“Nobody wants to be sold to – they want to be listened to, understood and offered a solution to their requirements.”

Achievable?

According to Land of Beds’ Mike Murray, the soft-selling approach requires more complex targeting and reward systems, but it’s crucial to ensuring repeat business. “We incentivise all staff on sales and customer service metrics,” he says. “Salespeople are driven by money, but they also innately want to do a good job and offer customers great service.

You really need get this part of your business strategy right if you want to win and create loyal customers.”

Various sales training specialists assist the frontline effort, creating sales frameworks (business-specific KPIs) and helping optimise the effectiveness of any personal interactions.

The balance of incentives varies depending on the business. Some reward individual achievement, while others incentivise collective efforts. Sussex Beds’ Steve Pickering, for example, comments: “Our teams are rewarded

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INFORMING INDUSTRY, BUILDING BUSINESS 55 istock.com/Elnur Amikishiyev

on sales achievement, and at a slightly higher level on premium product lines where more time is generally invested.”

Yet both independent retailer Surrey Beds and ecommerce powerhouse Mattress Online reward staff based on overall turnover and wider company success, rather than in return for individual sales. “That way, the customer is encouraged to buy what they like, rather than what our salesmen earn the most commission from,” says Surrey Beds’ Jerry Cheshire.

Approachable?

Selling softly requires confidence in the product offer, and the interpersonal skills to communicate it. Many suppliers ensure their products are supported by resources that help convey their value, from engaging PoS (in-store and online) to detailed information covering available sizes and permutations, possible applications, and FAQs. They may even offer their own bespoke training opportunities.

James Hudson, sales and business development director at supplier Gallery Direct, comments: “Our staff have excellent product knowledge, and, armed with our product design directories with their stunning product images, can sell

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THE BEST SALES TEAMS CAN ACHIEVE GREAT RESULTS WITH A SOFTER, MORE INFORMATIVE APPROACH on the merits of our value and design.”

“We’ve always endeavoured to provide customers with all the information they need to make an informed choice,” adds Steve Pickering.

Adaptable?

While soft selling has become the norm, there will be occasions which call for a different approach, and a retailer should play to the strengths of their team. While many shoppers prefer a more consultative buying journey, some will always be susceptible to a more direct approach.

“Although selling skills have changed, incentives shouldn’t have to,” notes Gavin Boden – a perspective that’s echoed by Fairway Furniture’s Peter Harding, who says: “How you manage and incentivise staff shouldn’t really change whichever method [hard or soft] you use.

“But the best sales teams can achieve great results with a softer, more

informative approach. Getting the best out of your sales teams is dependent on them being nimble and agile in terms of how they approach the customer and, ultimately, ask for the order.”

TCS’ Thomas Small puts it succinctly: “B2B has always been about relationships, and having the right product at the right price. Hard or soft sell, it’s always within reason – people will buy what they need.”

With material and component availability squeezed by the pandemic – and people forced to re-evaluate the worth of their domestic surroundings – demand for furniture is, for once, threatening to outstrip supply. It’s a sellers’ market, and many a Christmas order book has closed early.

But when that demand ebbs, only those businesses which have created an enduring need for their products will have the option to take things softly

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56

OPINION

DOING MORE WITH LESS A well-thought-through strategy will be the cornerstone for a business’ recovery – and growth – in the coming years, writes Peter Lee, MD of Instil training.

VERY OFTEN YOU ARE SPENDING ALL OF YOUR TIME WORKING IN THE BUSINESS, AND NOT ON IT

If you’re reading this, you’ve thankfully survived Covid-19 and its first effects.

For many businesses, having the sales tap completely turned off in March was a massive shock to the system.

You know better than anybody what happened next – for many of us, there was the cold realisation that we hadn’t planned or traded well enough to have sufficient cash to continue operating for 6-12 months. This was followed by the wake-up call that our online presence was lacking, and, in the subsequent weeks of tentative trading, that we managed to do good business with just half our team. Lots of us will have found it difficult deciding who we wanted to bring back to face our customers, and who we preferred to leave furloughed!

The common thread in all of these issues is that very often you’re spending all your time working in the business, and not on it. This has meant not stepping back from the coalface to analyse where you’re at, and to look up and see where you’re going.

Where will your business be in one, three, or 10 years? If your answer is “I don’t know” or “we’ll be lucky to be here”, you need a plan. Here’s an example three-year planning process which has the potential to really boost your chances of success: 1. Vision Where do I want the business to be in one, two and three years’ time? What problems do I want to stop occuring across that period (for example, cashflow). What do I want to be known for (building on existing strengths and specialisation, perhaps)?

2. Status quo To look at internal, external threats and market movements (such as online trading, or physical shopping inspiration created by a fabulous-looking store).

BY PETER LEE www.instil.co.uk

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3. Options What can we do? Using greenlight thinking and involving your team when able, brainstorm as many options as possible to identify shortcuts, quick wins and low-hanging fruit.

4. Objectives These should be SMARTC (Specific, Measurable and Motivational, Agreed and Achievable, Results Orientated, Time-related and Challenging). These objectives, when achieved, will be the realisation of your vision: long-term (for example, by the end of 2022, we will have increased our carpet department turnover by £1m), medium-term (by summer 2021 we will have increased our online sales by +25%), and shortterm (over the next 2-3 months we will have written our business plan and communicated and got buy-in from all the relevant team members).

5. Implications and investment Having agreed a course of action, what are the likely problems and opportunities, and what investments of time and money will each require?

6. People Who will need to know about this plan, be involved in creating it, excluded from it, and essential in executing it, and what skills will they need to achieve this plan?

7. Communication In what ways, both before and during, can we best communicate this plan (such as a declaration – “we are going to send a man to the moon”)?

8. Measuring progress How are we monitoring and measuring our progress? Agree on KRAs and KPIs. The value of a well-written plan is clarity. Everyone should know what’s expected of them, when, and to an agreed standard. There are specific and measurable steps to be taken that will give us a gauge of where we’re up to at any stage in the plan, and also help create momentum by giving us a sense of achievement as we tick them off.

Possibly one of the greatest takeaways from the successful implementation of a plan is the skills you’ve acquired along the way, which then add to your toolbox, ready to be reused and repurposed to conquer new objectives in the future

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• ADVERTISING – Most advertising does not work, so if

Generate 25%, 50% even 100% • PRODUCTS – Be ruthless with your precious floor space. of Your Annual Sales If a product or collection is not pulling its weight after being YOUR 2021 SALES given a fair chance to shine, then clear it and replace it with a in Just 17 Days… better performing line. Test and measure the selling potential SUCCESS STRATEGY yours isn’t, stop wasting your money now and re-design your advertising campaigns using a benefits-orientated-style. Call Greenwood for effective copywriting know-how.

57

YEAR-END EXPOSURE

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OPINION

BURN NOTICE After a series of delays, it looks like the UK flammability regulations have a definitive timeline for change, writes furniture standards and regulations expert, Phil Reynolds.

OPSS WANTS TO MOVE AWAY FROM THE CURRENT PROSCRIPTIVE FORMAT OF THE REGULATIONS

BY PHIL REYNOLDS www.linkedin.com/in/phil-reynolds565a20a/

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If you are involved in the manufacture, import or retail or upholstered furniture, you cannot help but be frustrated by the Furniture & Furnishings (Fire) (Safety) Regulations 1988 as amended.

The regulations are now over 30 years old and do not fully reflect the materials and manufacturing methods used today. Numerous attempts to revise the regulations have occurred over the last decade, with little effect.

However, in 2019 the then minister with responsibility for the regulations announced that work would begin again on new regulations – not a revision – that would aim to maintain the same level of fire safety in upholstered furniture as the current regulations, whilst reducing the need to use chemical fire retardants.

This was followed by stakeholder events in February this year, hosted by the Office for Product Safety and Standards (OPSS) to explain the current thinking on a revised set of regulations, gain input from stakeholders and share the timescale for implementation.

And then all went quiet, primarily due to the needs of the Brexit negotiations and the impact of Covid-19.

In October, however, OPSS burst into life, with several new activities looking at informing OPSS whilst they are developing the new regulations: the publication of the first dedicated newsletter relating to the development of new regulations – this is likely to be produced 2–3 times a year to keep stakeholders informed of developments; the first meeting of an independent scientific advisory panel to look at the need for additional research, etc; meetings with Trading Standards bodies to look at conformity and enforceability; and the publication of a research report into consumer attitudes to fire safety labelling on product (including the impact of listing chemical retardant content).

In addition, we are awaiting the imminent publication of further research carried out by BRE for OPPS into the Characteristics of Modern Domestic Fires and the implications for

product performance testing. All these documents are, or will be, available on the OPSS website (www.gov.uk/ government/organisations/office-forproduct-safety-and-standards).

OPSS wants to move away from the current proscriptive format of the regulations, where there are specific test schedules for different materials, and instead look towards the ‘new approach’ format of regulations.

This type of regulation (such as the Machinery Directive and Toy Directive) contains essential safety requirements (ESR) that define the safe outcome.

This could be something like ‘the item of furniture shall not readily ignite’ – it would then be the responsibility of the producer to carry out a risk assessment and detail how the product complied as a whole. It is hoped that, by moving to ESR that cover the final product, rather than components, manufacturers will have more ability to innovate with design, construction and materials to maximise fire safety, whilst minimising the use of chemical fire retardants.

It is proposed that, once the ESRs are fully defined, BSI will produce voluntary standards to assist manufacturers with complying with the regulations.

There is still much more work to be done – for instance, deciding what products are in and out of its scope, and also the impact of final product requirements on re-upholsterers, bespoke manufacturers and those offering ‘any sofa, any fabric’ business models. More clarity is expected over the coming months.

Due to the delays from Brexit/ Covid-19, the new anticipated timeline for introduction is: policy development – now until Spring 2021; formal consultation – early 2022; response to consultation - mid 2022; and the new regulations at the end of 2022.

Obviously, the above timelines may be subject to change, and it is likely that there will be an 18-24 month implementation period for the new regulations. In the meantime, the current regulations will continue to apply in their existing form, with no exceptions

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OPINION

ONE SIZE FITS ALL? In the wake of an online sale, does your business put the customer first? In order to create long-term loyalty, customer experience needs to factor in both their and the brand’s requirements, writes parcelLab CEO Tobias Buxhoidt.

RETAILERS CAN AVOID DISAPPOINTING CUSTOMERS BY MANAGING THEIR EXPECTATIONS

BY TOBIAS BUXHOIDT www.parcellab.com/en/

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Retailers need to step into their customers’ shoes to really understand what they want and need from their online shopping experience and adapt their communications accordingly to reap the long-term benefits. This was just one of the key takeaways I spoke about in a recent webinar, entitled Optimising the Post-Purchase Experience to Fuel Continued Engagement.

Retailers and merchants should know by now that ‘customer obsession’ is mandatory – but it shouldn’t stop when the customer clicks ‘buy’. In fact, the six stages of the customer lifecycle should be viewed as an infinite loop. It’s a natural thing that if you keep engaging with the customer, a certain percentage will engage and buy something else in the long term. If you are controlling those touchpoints and connecting with them, the likelihood is that they will come back.

Forrester statistics show that 70% of customers are less likely to shop with a retailer again if an item is delayed and the retailer fails to inform them of the delay. In fact, in a Covid-19 context, nearly 70% of consumers want to receive more communication from retailers about their deliveries during these times – less than 7% want to hear less. Furthermore, transactional emails garner clickthrough rates 3 x the rates for bulk mailings, and can drive more than 4 x the revenue. Shipping confirmation emails drive the most, followed by order confirmations and then return/exchange emails.

In the post-purchase stage, you are communicating something that’s of value. If you connect shipping communications, which can garner open rates of 300-400%, with relevant content that is clickable, this allows you to be more precise and take this even further.

The time period between placing an order and receiving a package is the

prime opportunity to re-engage the customer through a branded, controlled, relevant experience that adds value for the customer. Retailers need to provide and manage ongoing status updates as and when things change, even if there is a legitimate reason for a delay.

If the experience is carefully managed and based on content that is actually helping, it adds value to the experience.

Consider the customer’s mood. It might be a good moment to say sorry and offer them a coupon. Show that you truly care about them. Things sometimes go wrong, it happens. You can be super specific and personalised to create a certain engagement that gives you the result you are after.

By being proactive with suggestions and value-added, personalised content and communications, retailers can avoid disappointing customers by managing their expectations and capitalising on key moments during this stage of the customer journey.

It all comes down to customer requirements and expectations – making sure you are treating every online customer like you would offline.

Even if things don’t go to plan, you can still get the best out of it. If you start communicating with them yourself, you can start to define how this looks, and can control and define what every customer journey will look like.

You know exactly who the customer is, and what they bought – you might even know that customer from before.

By taking control of this process and monitoring what’s happening, you can become a proactive brand. This turns into trust. Show them you are there for them. It’s not just about the product anymore. You want customers to connect with you as a brand. They remember the experience they had and they come to you because there’s trust, there’s a relationship.

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But one size doesn’t fit all. You need different approaches for different customer segments and different customer groups. Going to every single customer, knowing who they are and what they want – that’s where true personalisation comes into play. It’s about helping the customer.

When you make customers happy, it pays off. Based on data from more than 500 brands that parcelLab works with globally, we found a +90% increase in repurchasing rate, +55% increase in customer satisfaction, and -25% decrease in customer enquiries.

Having a good end-to-end customer experience solution and engagement tool is key to making customers happy

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and creating a loyal customer base, which allows you to iterate on, look at how customers react and build on this. Different areas require different incentives. It comes down to customer requirement and brand requirement – this can be very different depending on what you want to achieve.

It’s so important to take the customer perspective – it might not be relevant if you don’t know what the customer expectations are. Use the information you have to trigger a message. You need to put yourself in the consumers’ position to understand what they want, differentiate and communicate your own brand story and values in post-purchase communications

IT’S SO IMPORTANT TO TAKE THE CUSTOMER PERSPECTIVE

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OPINION

GOOD MORNING, VIETNAM Establishing an overseas export business became a good deal harder when Covid-19 struck, writes Henrik Pontoppidan, recounting his experiences of setting up shop in Vietnam this year.

EVEN IF YOUR CONSULTANTS SPEAK PERFECT ENGLISH, THE RISK OF MISUNDERSTANDINGS IS HUGE

BY HENRIK PONTOPPIDAN henrik@s2udesign.com

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If you overlook Vietnam, you miss a huge opportunity. Vietnam is potentially an extremely lucrative sourcing ground for many industries and products, and its government is keen to create an investor-friendly environment – which is a strong contributing factor to the fact that Vietnam is still one of the few countries with a healthy growing economy, despite the Covid-19 crisis.

But embarking on a business adventure in Vietnam is also littered with pitfalls, as many have discovered. It can be costly – but, with the right network and knowledge, it can also become very successful on a small budget.

There are many sources of information and guidance, but few deal with the aspect of ‘getting your hands dirty’ – how things are done on the ground to find the right people, skills, sourcing partner, prices, technology, components, admin and accounting, whilst remaining in control.

I set up a company in Vietnam with the intention of developing various furniture concepts into market-ready products, on a low budget.

If you search for guidance and information online, it’s likely you’ll find accountancy agencies, consultants, lawyers and solicitors, explaining (with a lot of jargon) how they will make it happen and guide you through the jungle of red tape, why you’ll need a Vietnamese partner (or not), how money transfers are processed, etc ... and it truly is a jungle out there, which is why the fees are usually shameless.

If you want to set up shop in Vietnam, you have two choices: be there and do it yourself; or hand over a lot of power (and money) through letters of attorney to your consulting partners, then put your blindfold on and hope for the best (at least, that’s what it can feel like).

At the end of the day, all you want is to get your business activities up and running, without admin and red tape causing delays and draining your cash.

Whichever choice you make, with a bit of patience, it can work. If it doesn’t, it’s usually because you’ve been led to believe something which wasn’t quite so. Sometimes it’s because your

Vietnamese consultants are not playing it straight. More likely, it’s simply down to bad communication. Even if your consultants speak perfect English, the risk of misunderstandings due to cultural differences is huge. If you’re unable to read between the lines of what you’re told, sooner or later you’re bound to encounter problems.

Why set it up yourself?

I set up my Vietnamese company to launch product concepts at the VIFA exhibition in March this year. Little did I know last December, when I touched down in Vietnam after having imported from the country for 10 years, that VIFA, like nearly every other global trade show, would be cancelled.

At the time, my thinking was that in order to offer the right products and services to my future clients, I had to have a company on the ground, an office with Vietnamese staff, and a photography studio so I could offer good marketing help. Aside from the ability to employ and manage people, a physical presence in Vietnam would also enable me to process domestic transactions.

I didn’t have unlimited funds to invest, so I couldn’t risk taking a hit on a bad turn. I was therefore fully committed to doing it all myself – setting up my own base, selecting my own consultants face-to-face, learning by doing, and networking on the ground. The bonus of this approach was that I now have everything I set out to create.

My company’s aspirations have, of course, been hit hard by the pandemic.

Without my launchpad (VIFA) and the ability to travel unhindered, launching a new export business has been hugely challenging. So, like many others, I‘ve had to reinvent it a bit.

I now offer a third choice, which is almost completely free of the disadvantages of the first two. For companies anywhere in the world requiring a physical presence in Vietnam, I can act as that presence – reducing risks, speeding up processes, facilitating transactions and saving clients money. If you’re interested in a discussion, I’d love to hear from you!

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IAFP_2

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At The Helm Join Hydeline’s voyage of discovery BEDROOM / DINING / LIVING IFHS / AUTUMN FAIR / TRADE SERVICES

#367 October 2019 www.furniturenews.net

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The International Alliance of Furnishing Publications (IAFP) comprises 19 of the world’s leading industry trade publications.

As the IAFP’s UK representative, Furniture News can offer exporters and importers market information, contacts and reach through the most effective B2B channels. www.iafpalliance.com

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INFORMING INDUSTRY BUILDING BUSINESS Each monthly issue of Furniture News provides market news, insight and new products.

Subscribe today to receive your physical copy every month, plus a copy of Connect – The Furniture Trade Directory (and VIP online login status).

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OPINION

65

BACKING BRITISH With high demand for British-made beds, the National Bed Federation (NBF) is helping retailers, suppliers and consumers make the most of the opportunity, explains marketing & membership manager, Simon Williams.

THERE’S LOTS OF INCENTIVE FOR BED RETAILERS TO STOCK AND SELL NBF MEMBER BRANDS

What’s more, our Due Diligence Random Testing Programme of both member and non-member products goes a step further, clearly demonstrating the differences in compliance with UK regulations and giving further reassurance that buying a British (or Irish) bed or mattress made by an Approved NBF Member is worth it.

In support of those retailers who buy more than 50% of their UK-sourced floor (or website) models from NBF members, our new Retail Champions scheme provides a free PoS pack plus inclusion on the NBF’s website store finder section.

Those stocking 100% member brands are recognised as Premier Retail Champions. The scheme is already proving very popular, with more than 200 bed retailers signed up in the first six months.

On another matter, the NBF receives a high number of enquiries every year from consumers wanting unbiased, professional advice on all manner of bed-related topics – from the straightforward to the more unusual.

Having analysed our website’s visitor traffic, we will be launching a new consumer-focused website – www. bedadvice.co.uk – which will combine all the NBF’s impartial bed-buying advice, allowing consumers to search not only for their nearest retailer selling NBF member brands, but to also search by product type and find the name of the NBF brands who supply that particular product – for example, mattresses that are foam-free, or FR chemical-free.

There will also be a step-by-step Bed Buyers’ Guide and a section dedicated to answering the most frequently asked consumer questions about beds and mattresses, plus social media channels on Facebook and Twitter (follow @ BedadviceUK)

INDUSTRY PARTNERS

BY SIMON WILLIAMS www.bedfed.org.uk

One of the consequences of the Covid-19 pandemic has been a return of economic patriotism, with many EU countries reverting to the old mantra of buy local. In the UK this has certainly been evident in the food sector, where a Waitrose poll has found that demand for home-grown produce is rapidly growing, with almost 75% of consumers wanting to see more retailers source food from British farmers.

But what about retailers selling more British beds? The NBF worked closely with the British Furniture Confederation (BFC) and other trade associations to develop the Buy British Furniture promotion, which launched in midSeptember – with the backing of MPs in the All Party Parliamentary Furniture Group. The aim of the campaign, with its slogan ‘Buy the Best – Buy British – Save Jobs’, is to get consumers to think more about where the furniture and beds they buy come from.

The results from the consumer survey we conducted revealed that more than three quarters would be more inclined to buy British if they knew it would save jobs, a third being more inclined to buy British than they were before the pandemic, and nearly a quarter not knowing where the furniture they had bought recently was made.

So there’s clearly an increased demand from UK consumers for British-made beds, and lots of incentive here for bed retailers to stock and sell NBF member brands – all of whom are British (or Irish) manufacturers, and all of whom have undergone rigorous independent auditing as part of the NBF’s Code of Practice to certify they have robust procedures in place to ensure their products comply with regulatory requirements for flammability, cleanliness of fillings and trade descriptions.

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OPINION

THIS MONTH, WE’RE ASKING …

Mike Murray (Land of Beds) Facebook is the best channel for our target market

Peter Harding (Fairway Furniture) We use Facebook, Twitter and Instagram, but do the most work with Facebook

Steve Adams (MattressOnline) Facebook, it’s more transactional and easier to quantify ROI

Simon Ainge (Kettle Interiors) B2B social media doesn’t seem to be that strong in the cabinet furniture sector, but we continue to use it as a channel to speak to our customers, mostly via LinkedIn

Kate Pilling (January/Manchester Furniture Show) We get a lot of engagement on Facebook in the run-up to the show, but have the most followers on Twitter.

Our Instagram presence is steadily growing and is important for the younger age group. Recently, we’ve picked up LinkedIn again, and are seeing a lot of engagement there too

#374 November 2020 www.furniturenews.net

WORKING WONDERS Gallery Direct launches Home Office

Steve Pickering (Sussex Beds) Facebook is by far our most important social stream, for both consumer interaction and direct sales

Thomas Small (TCS) We use them all, but probably LinkedIn – as a B2B, we get most of our new connections through it

Tom Bourne (Select First) The channels we run for our clients – but Instagram and Facebook are certainly the dominant forces in terms of engagement

WHAT’S THE BEST SOCIAL MEDIA CHANNEL FOR YOUR BUSINESS?

Rob Scarlett (Scarlett Furniture & Print) Personally I like Twitter, but Instagram is good too. I like to stay visual and let the furniture do the talking

Gavin Boden (Rhenus Home Delivery) Facebook and Instagram

Jerry Cheshire (Surry Beds) YouTube, by a country mile

Paul Galley (Symmetry CGI) Most probably LinkedIn

Rachel Marshall (Bensons for Beds, Harveys) Instagram is the best channel for both Bensons and Harveys. Through Instagram we see more engagement and positivity and it’s a more visual and inspiring channel where we can showcase lifestyle imagery and interior design. It is also a more influential channel

WE WANT TO HEAR FROM YOU JOIN THE CONVERSATION ON TWITTER @FURNITURENEWSED MESSAGE THE EDITOR AT PAUL@GEARINGMEDIAGROUP.COM FOR ADVERTISING AND SUBSCRIPTION ENQUIRIES, SEE P3

Spacecraft and submarines Inside Timothy Oulton’s Chelsea flagship GREAT BRITISH BEDS / BEDROOM LIVING / DINING / TRADE SERVICES

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Meet the agent – Mike Marshall Is the hard sell a thing of the past?

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