Issuu

#446 November 2026 www.furniturenews.net

NATURAL SELECTION Hypnos presents a portfolio refined for retail

BED INDUSTRY AWARDS / BED SHOW LIVING / BEDROOM / DINING TRADE SERVICES

THE NEW DISRUPTORS Innovating towards a circular economy Going behind the scenes at Raft The best in beds look ahead

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Paul Farley Editor-in-chief

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Editor's comment “Some of the industry’s brightest minds are working hard to pave that road with gold Last month, IKEA opened its secondhand marketplace in the UK, giving us another way to buy and sell its used furniture (see p6). For a retailer that’s always championed sustainability, and already gave customers the means to trade old goods in for store credit, creating a peer-to-peer marketplace seems a no-brainer. Now, that Billy bookcase gathering dust in the garage stands an even better chance of finding a new home, rather than being consigned to the tip (if IKEA’s transactional ecosystem is comparable to the likes of eBay, Vinted or Facebook, that is). The resale market has long been anathema to most retailers, who would, quite understandably, rather everyone bought new, every time. But these times are hard, the coffers are starved, and with road to a more sustainable future stretching out before us, we’re increasingly having to do more with what we have. Encouragingly, some of the industry’s brightest minds are working hard to pave that road with gold. This issue features the first of a two-part feature exploring the people and concepts that threaten to disrupt how the furniture industry traditionally does business, with a focus this month on sustainable solutions (from p10). Meet Kirsty Allsopp (no, not that one), who repairs returns and damaged goods for resale, at scale. Marc Downer’s online marketplace is dedicated to used upholstery, and Bradley Hornby offers a nextlevel furniture rental service. Riana LeJeune, meanwhile, is looking to bring the reinvention and sale of used upholstery together in one intelligent software package. In her column on p106, retail expert Clare Bailey encourages independents to look beyond the sale and consider developing their own trade-in schemes (or working with disruptors like those I’ve mentioned to restore and repair furniture for resale). It won’t be easy, she admits, but surely it’s better that the retailers own that market, rather than leaving it for someone else to exploit? Elsewhere in this month’s issue, we visit Raft Furniture, a recovering business with a heritage of eco-friendly strategies, which invited Furniture News to go behind the scenes of its London showroom – an invitation it actually extends to every customer, who can tour its adjoining sofa factory while they shop, really making the provenance of its products hit home (p18). From p51, you’ll find our official feature dedicated to the winners and finalists of this year’s NBF Bed Industry Awards, and sustainability is again very much at the fore – whether that’s Harrison Spinks’ pioneering CSR strategies and competitively priced new collection, Carpenter’s recyclable foam, John Cotton’s focus on the circular economy, or recycling initiatives from MattressOnline, Dreams, Dreamland and Prestige Beds. It’s clear to me that being an industry champion means taking sustainability seriously. And that means being able to give shoppers a convincing answer to the question, ‘What happens to my furniture when I’m done with it?’.

Paul Farley

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Contents 14

NEWS

10 INSIGHT

COVER FEATURE 40 HYPNOS

Riana LeJeune Renewabl Furniture Inc

18 EDITORIAL EDITOR-IN-CHIEF Paul Farley 01424 776101 paul.farley@lewisbusinessmedia.co.uk SALES SALES AND MARKETING DIRECTOR Sam Horscroft 07764 650655 sam@lewisbusinessmedia.co.uk COO Emma Sharp emmas@lewisbusinessmedia.co.uk

The new disruptors (part one)

Raft Furniture

Getting personal

Medite Smartply

In this month …

30 EVENTS 37

Bed Show

51 BED INDUSTRY AWARDS Mick Quinn Raft Furniture

PRODUCTION COPY ADMINISTRATOR Steve Merrick steve@lewisbusinessmedia.co.uk

90 PRODUCTS 92

Living

Bedroom

100 Dining 102 Trade services

DIGITAL MANAGER Nyall McCurrach nyall@lewisbusinessmedia.co.uk ART EDITOR Sarah Crowhurst sarah@lewisbusinessmedia.co.uk DESIGNER Tony Godwin

104 OPINION James Stevenson Zoy Furniture

113

PRODUCTION EDITOR Allan Norbury allan@lewisbusinessmedia.co.uk

106 Clare Bailey 108 Peter Hall 110 Andrew Goodacre

SUBSCRIPTIONS Kay O’Brien kay@lewisbusinessmedia.co.uk

111 Gordon Hecht 113 Partner comment

PUBLISHER AND CEO Simon Lewis SUBSCRIPTIONS (UK-£65, Europe-£85, RoW-£95)

104 Ben Wain

Scarlette Tapp Sustainable Furnishings Council (SFC)

114 Feedback

REPRO, PRINT AND DISTRIBUTION Stephens & George

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Disclaimer: All material submitted for inclusion in Furniture News is done so entirely at the contributor’s own risk. No responsibility is accepted for the safe-keeping of contributors’ materials. Whilst all attempts are made to ensure accurate reproduction, Furniture News accepts no responsibility for variations. Artwork undertaken by our studio remains the copyright of Lewis Business Media (Arts) Ltd and may not be reproduced or stored without prior permission. Some articles in Furniture News have been submitted by companies and organisations. Monies may have been accepted in some instances to offset production costs. All rights reserved. In respect of artwork originated free of charge as part of a booking, clients should know that excessive work (more than one set of corrections, known as ‘authors corrections’) is chargeable at £55 per hour. Data protection statement: Readership data held by Lewis Business Media (Arts) Ltd may be shared with any member of Lewis Business Media (Arts) Ltd and associated companies for the purposes of customer information, direct marketing or publication. Data may also be made available to external parties on a list rental/lease basis for the purposes of direct marketing. If you do not wish data to be made available to external parties for list rental or lease please write to: Lewis Business Media (Arts) Ltd, The Courtyard, River Way, Uckfield, East Sussex TN22 1SL, UK. Subscriptions: Refunds on cancelled subscriptions will only be provided at the publisher’s discretion, unless specifically guaranteed within the terms of the subscription offer. ISSN No: 1475-373 © Lewis Business Media (Arts) Ltd 2026

6 NEWS

IKEA launches UK secondhand marketplace

IKEA has launched its secondhand marketplace in the UK, enabling people to buy and sell preowned IKEA products. The retailer says the new marketplace supports its vision of “creating a better everyday life for the many people by making it easier for customers to access and pass on IKEA products as their needs evolve through different stages of life”. The launch complements IKEA’s existing in-store Buyback & Resell service, which was introduced in 2021, and allows customers to sell eligible products back to IKEA in exchange for in-store credit. The new marketplace enables peer-to-peer transactions, whereby sellers can choose to receive payment in cash or opt for an IKEA digital refund card with a 15% bonus. Together, these services give eligible IKEA products two potential routes to a new owner – resale directly to IKEA or to another customer – creating a distinctive proposition in the resale market. The launch comes at a time when secondhand shopping is becoming an increasingly established part of everyday spending, says IKEA. New consumer research commissioned by the retailer found that 63% of UK consumers bought products through reselling platforms in 2025, up from 51% in 2024, and more than half (52%) had sold something online in the previous 12 months, while 60% buy secondhand to stretch their budgets.

Furniture is already one of the most popular secondhand categories, with 38% of people who shop for secondhand goods having bought furniture this way. This growing appetite is reflected in the wider market’s continued expansion, says IKEA – in 2025, UK marketplaces and peer-to-peer platforms generated £34.1b in gross merchandise value, while the UK’s secondhand home products market is forecast to grow from £4.5b in 2022 to £6.1b by 2027. IKEA Family members can list current or previously sold IKEA home furnishing products on the marketplace, with the exception of mattresses, appliances and food. Sellers can scan an eligible item to create a listing. The platform provides recommended pricing, professional photography and accurate measurements. Greg Lucas, sustainability manager, IKEA UK and Ireland, says: “The way people furnish their homes has changed. Whether they are moving, redecorating or looking for a particular piece, more customers are considering pre-owned furniture alongside new and are actively searching for items that can help create a home that feels personal to them. “IKEA products are designed to be used, maintained and enjoyed over time, and the secondhand marketplace, as well as our in-store buyback service, gives people a straightforward way to pass on items as their needs change, with the practical information they need to buy and sell with confidence.” IKEA says prices will be, on average, 60% lower than comparable new products – and the marketplace could help customers unlock the potential from furniture already sitting unused in their homes. Among the survey respondents who provided an estimate, the average value of unused home and garden furniture was £428.15.

Julian Bowen has announced the appointment of former buying director (and near-20-year staffer) Mark Pickup as CEO, following the departure of Stefan Warhaftig.

Clarion Events, which owns interiors industry events including the January Furniture Show, is to be acquired by international B2B live events group, Informa.

Swyft has opened its fourth London showroom, a 5933ft2 store in Westfield White City’s Home Quarter.

The Very Group, which operates digital retailers Very and Littlewoods, has appointed Beckie Crane-Stanion (ex-Abbott Lyon, Frasers) as marketing director.

Highgrove Beds campaigned for a healthier attitude towards sleep outside this year’s Labour Party Conference in Liverpool.

The Cotswold Company says it plans to open its 17th showroom, in Chester, by the end of the year.

Joseph James Furniture Outlet has acquired the building of its 40,000ft2 St Helens store for £1m.

Glasswells acquires Alstons Alstons, the long established sofa and chair manufacturer, has been purchased by East Anglian furniture retailer Glasswells, following a decision by Alstons’ previous owner TCM Living to exit the UK market. Under its new ownership, Alstons Furniture will continue to operate from its facility in Colchester, ensuring continuity for its workforce, retail partners and supplier network, says Glasswells. The union brings together two long-standing names in the British furniture industry – an awardwinning manufacturer, and a retailer with eight decades of retail experience. “We are incredibly proud to welcome Alstons into the Glasswells family,” says Paul Glasswell, MD of Glasswells. “Alstons has built an exceptional reputation over the decades for manufacturing superb-quality sofas and chairs, backed by an unrivalled commitment to service. “Having worked alongside Alstons as a retail partner for many years, we know the immense

value of their brand, their British heritage, and the talent of their workforce. This investment represents our long-term commitment to supporting British manufacturing and ensuring Alstons continues to thrive for years to come.” The transition promises a seamless handover for stakeholders, he adds. Existing orders, retailer contracts and product warranties remain fully active, and daily operations promise to continue without disruption. “As TCM Living makes its planned exit from the UK market, Glasswells provides an excellent foundation for Alstons’ continued success and growth,” says Andy Kennaugh, CEO of Alstons. “Their 80-year family history of retail excellence gives them a profound understanding of what the consumer wants and how to support the independent retail network that Alstons proudly serves. This is a highly positive move that strengthens our business under British ownership, and we look forward to an exciting future.”

Stressless has expanded its retail presence in Ireland with a new partnership with Harvey Norman.

TwentyCi’s new analysis reveals that over-55s were behind 44.1% of all instructions to sell properties in England during Q3.

DFS has appointed Elizabeth McMeikan as an independent non-executive director and chair designate.

READ MORE ONLINE AT WWW.FURNITURENEWS.NET

The Sleep Group, parent company of Silentnight and Sleepeezee, says it delivered further growth in the year to the end of January 2026, with revenues increasing to £156.5m.

BHID Group has promoted Kevin Holmes to CEO, with responsibility for its three interiors brands, Tom Howley, Neville Johnson, and London Door Company.

JYSK opened a new store in Hull last month, on Kingston Retail Park.

EZ Living Interiors won three awards at the Retail Excellence Ireland Awards, scooping the Large Online Retailer of the Year, Furniture Store of the Year (Sandyford) and Overall National Retailer of the Year accolades.

Oak Furnitureland has raised almost £500,000 for the British Heart Foundation over the last five years, by offering a free collection service for pre-used furniture.

Hypnos’ group MD David Baldry has been appointed to the board of directors of trade association Commercial Interiors UK (CIUK).

Dunelm’s sales were up 1.1% YoY to £433m in Q1 (to 26th September), with stronger trading in the second half as the weather cooled.

The Cotswold Company has launched its first premium interior design consultation service in five of its showrooms.

Sanderson Design Group has agreed a 10-year licensing agreement with Dunelm for Designers Guild, the interiors brand acquired by Dunelm in 2025 (and whose parent company went into administration in September). READ MORE ONLINE AT WWW.FURNITURENEWS.NET

Sofa Club reveals new store concept

Sofa Club continuing its UK expansion this autumn with new stores in Cardiff and Edinburgh.

Spanning 13,500ft2, the new Cardiff location on Hadfield Road is a full-service store that showcases “an elevated new design concept created to reflect the brand’s distinctive aesthetic”, says Sofa Club. Its new Edinburgh store, near Fort Kinnaird Retail Park, spans 9,300ft2, and also boasts the new design concept. Both feature a bespoke sofa atelier and in-store bar area. Thomas O’Neill, co-founder, says: “From our sofa atelier to the bar, every element has been designed to make choosing a sofa feel more inspiring, relaxed and personal.

CMA fines Wayfair £4.8m for misleading consumers The Competition and Markets Authority (CMA) has fined three businesses £6m for misleading sales tactics – including Wayfair UK, which was fined £4.8m for false time-limited offers. Having admitted to breaking the law and agreeing to settle the case early with the CMA, which it says enables it to refund consumers more rapidly, Wayfair – and Appliances Direct and Gold’s Gym – received a 40% reduction in their fines. The CMA’s investigation found that products were advertised on Wayfair’s website through ‘Daily Deals’ and 24-hour ‘Flash Deals’, alongside messages such as ‘Here Today, Gone Tomorrow’ and countdown timers, which implied customers needed to act quickly to get the best deal – yet the CMA’s investigation found that many products remained

available at the same price or lower after the stated deadline, so the time-limited offer was false. Since its strengthened consumer powers came into force – which allow it to fine companies for breaches and secure refunds – the CMA has launched investigations across ticketing, gyms, homewares, online reviews and air travel. Hayley Fletcher, senior director for consumer protection at the CMA, says: “Whether buying a new sofa, a washing machine, or joining a gym, people should see genuine, accurate prices and offers – and decide for themselves whether they want optional extras. “The time is up for this kind of behaviour. Businesses must treat their customers fairly and make sure they comply with the law – or risk hefty fines.”

AIS research reveals retail growth drivers A new survey commissioned by Associated Independent Stores (AIS) has revealed opportunities for independent furniture retailers in the golden quarter. The data shows that 75% of consumers shopped more, or as much, at independent stores over the past 12 months, with shoppers aged 18-34 67% more likely to do so. This trend looks set to continue into 2027, with 39% expecting their spending in independent furniture and homewares stores to increase over the year. The survey examines current attitudes to retail. AIS says the shift towards independent retail appears to be driven by the emergence of a ‘belonging economy’, with consumers prioritising a positive shopping experience and placing emphasis on product quality over price. It found that 64% of consumers believe making more considered purchases that feel good is important during times of financial hardship – rising to 72% among those who most enjoy buying homewares – while 61% consider feel-good retail to be “more about quality than price”. The top three drivers for shopping with independents align with this: 31% cited a desire to support the local community; closely followed by better customer service (29%); and unique or distinctive products (28%).

AIS MD Sue Kemp says: “It’s no secret that times are hard for the high street. However, our research reveals a shift towards a more traditional, more intentional way of shopping. Consumers are rejecting homogeneity in favour of unique shopping experiences that help them enjoy the act of shopping as much as their purchase itself. This presents a huge opportunity for independent stores to take the lead in the next phase of retail. “For furniture and homewares stores, this means maximising the feel-good shopping experience – create test zones for customers in-store and lean into your white-glove service. When making a significant purchase like a sofa, the consultation that you can offer the customer and the level of assurance that this brings is often the difference between winning their business or not.” The survey’s findings have been consolidated into a guide, Winning in the Belonging Economy. Sue concludes: “Perhaps the greatest finding from our research is that the independents are positioned to win without changing who they are. The qualities that consumers are now looking for – uniqueness, experience, and quality service – are exactly what independents do best. It’s about really signposting this to consumers to create customers for life.”

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‘Great minds think alike’ is a lie. The fuel of innovation and evolution is the ability to think differently, and to approach problems from a new angle. In the first of a two-part special feature, Furniture News introduces some of the people and concepts shaking things up in the industry, with a focus this month on the circular economy …

Image courtesy Shutterstock/Carlos Arguelles

The new disruptors

THE NEW DISRUPTORS INSIGHT 11

The furniture rental service Bradley Hornby is the CEO of Homebound, a furniture rental service which aims to improve living spaces and save used products from landfill – enabling homes to evolve without the cost or commitment of ownership.

What’s the concept? Homebound rents furniture by the room or by the whole home. We design the scheme, deliver it, install it, and collect it when the term ends. That covers home staging (dressing properties so they sell or let faster), furnishing for developers, build-torent operators, corporate relocation and short-let landlords, and full interior design packages. What sets it apart is that we own all the stock. When a sofa leaves our warehouse, it isn’t gone for good. It goes out, comes back, gets checked and refurbished, then goes out again. How does it disrupt the status quo? Most of the furniture industry works on a single sale. You make a sofa, sell it, and that’s the last you see of it. A lot follows from that – how it’s specced, how it’s packed, and whether anyone can repair it. Rental changes that. One sofa has to pay for itself over several placements, so ‘good’ means something different to us. We’re not looking for the cheapest piece that survives one delivery. We want frames that can be re-upholstered, legs that can be swapped, and fabrics that can take a few years of tenants. It also changes who’s buying. A developer furnishing 40 flats isn’t making an emotional purchase. It’s an operational decision with a deadline, and the industry isn’t really set up to sell to that person. Then there’s waste. The RSA and SUEZ estimated that around 800,000 tonnes of reusable furniture ends up in UK landfill every year. Every placement we get out of a piece is one less purchase headed that way. How did you identify this niche? We’ve moved around a lot, and every time it was the same problem. You either buy a houseful of furniture you’ll have to sell, store or throw away when you next move, or you end up with whatever the landlord left behind. There wasn’t a good option in between. The more we looked into it, the clearer it got that this wasn’t just a problem for people moving house. Agents need a flat to look lived-in for a few weeks, developers need show homes for a few months, and operators need 40 flats furnished before the first tenants arrive. All of them need furniture for a set period, and all of them were stuck buying it outright. That’s the gap we built Homebound to fill.

“This wasn’t just a problem for people moving house

What support have you received in bringing it about? Three kinds, each important in a different way. The first is suppliers who’d work with us on volume and, more to the point, would talk properly about building for rental rather than retail. The industry isn’t used to that conversation, and the ones who took it on early have grown alongside us. The second is clients who backed us before we had a track record. Agents and developers let us

dress a property on the strength of a conversation, and a lot of our growth since has come through those same people. The third is investors who understand this is a capital-heavy model, and that stock sitting in the warehouse is an asset, not a cost. … and what opposition have you encountered? The one we hear most is that renting is a downgrade, a cheap option for people who can’t afford to buy. Most of our work is commercial, though. Someone renting 40 flats’ worth of furniture is deciding where to put their capital, not cutting corners. Some people in the trade worry that rental eats into retail. We’d argue the opposite – it reaches customers who were never going to buy, like a developer who needs a show home for nine months or a landlord between tenants. Then there’s, ‘Won’t it all come back wrecked?’ Some of it comes back marked, and that’s exactly why we run our own warehouse, inspection and repair, rather than outsourcing it. And there’s the money. You buy the stock before it earns anything. That’s the main reason more people don’t run this model, and it’s why you need tight operations from day one. What the long-term picture? Our aim is for rental to be a normal way to furnish a space, not a niche option people only come across by accident. Developers, operators and agents should be able to furnish 40 flats as easily as they’d book a cleaner. Next year is a big one for us. We’re targeting eightfigure revenue and launching in the US. Build-to-rent and short-let are growing fast there, and the problem looks just like it does here – operators need goodlooking spaces quickly, and buying outright doesn’t make sense for a nine-month showhome or a flat between tenants. We’re also building the tools behind it. The goal is for a client to spec a scheme, see what it’ll look like and book the install in days rather than weeks. The faster that gets, the less rental feels like a compromise. www.homebound.co.uk

12 INSIGHT THE NEW DISRUPTORS

The repair and return hub Kirsty Allsopp is the founder and MD of Gorgeous Little Things for Home, a Leicestershire-based warehouse/showroom which gives furniture a second lease of life before retailing it nationwide.

What’s the concept? We take customer returns, failed deliveries, samples and damaged furniture from leading UK furniture retailers and give those pieces another opportunity to become someone’s much-loved furniture. But we’re much more than an outlet. When we first started, we sold furniture largely as it arrived. What didn’t sit well with me was seeing really high-quality pieces that were too damaged to be desirable in their current condition. They might be bought cheaply for a garage or workshop, or ultimately end up being disposed of. I kept thinking, surely something can be done with this? Initially, I outsourced repairs. Then I realised that if we built those skills in-house, we could fundamentally change what was considered saleable. Today we have specialist repair skills within the business covering paint, woodwork and structural repairs. Smashed panels? We repair them. Broken legs? We repair them. Missing parts? We make them. Smashed corners are our bread and butter. Around 95% of the furniture that comes through our doors can be saved. Veneer remains the bane of our lives, but very little gets written off without us first asking whether there’s a way to save it. We then sell those pieces through a curated retail environment, with nationwide delivery and the customer service and aftercare you’d expect from a traditional furniture retailer.

‘Very little gets written off

How does it disrupt the status quo? Traditional clearance models tend to ask, ‘Can we sell this piece in its current condition?’ We ask: ‘What do we need to do to make this a

piece of furniture somebody would be proud to have in their home?’ That distinction changes what is commercially viable. Suppliers work in different ways. Some stock comes to us graded, so we know its condition in advance. Other deliveries are completely mixed and can contain pieces that other resale routes might reject. Those are often the pieces where our model really comes into its own. Working with us can also enhance rather than dilute a supplier’s brand. We’re not a faceless clearance operation shifting furniture as quickly as possible, and we’re certainly not interested in being a pile-it-high, sell-it-cheap outlet. Every piece is repaired and goes through rigorous QA checks. We don’t use our suppliers’ brand names to sell their furniture – we’re building Gorgeous Little Things for Home as a destination in its own right. Once we’ve bought a piece, the customer relationship is ours too. Customer service and aftercare are incredibly important to us. There’s also a customer-acquisition opportunity that I think is often overlooked. Many of our customers are aspirational buyers. They may not be ready to buy from a premium furniture retailer at full price today, but through us they can experience the quality of that furniture. That can introduce a whole new customer to the quality and craftsmanship available further up the market. And, of course, there is the sustainability argument. The materials, manufacturing, energy and transportation have already gone into making that piece of furniture. Disposing of it because it has a smashed corner or broken leg makes very little sense when somebody has the skills to repair it. How did you identify this niche? Completely by accident! In 2014 I got rather carried away at an auction buying children’s toys and furniture for my own home. I didn’t particularly want to admit to my husband quite how much I’d bought, so I announced that I was going to sell some of it. That slightly panicked excuse became Gorgeous Little Things for Children. I grew the business organically alongside my career as a civil servant, eventually reaching around £250,000 turnover. It proved something important to me – customers trusted me to source products for one of the most important parts of their lives, their children. In 2020, I started asking myself, if people trust me to buy for their children, why wouldn’t they trust me with the rest of their home? So, in the middle of a pandemic, I left the security of the Civil Service – including the final salary pension – and Gorgeous Little Things for Home was born. I went from the corporate world, wearing 5in heels and managing millions of pounds, to steel toe caps and a hi-vis. It was quite a transition!

What support have you received in bringing it about? There hasn’t been a mentor, investor or large pot of external funding behind us. I’ve grown the business organically and continually reinvested what we’ve made back into it. We don’t even have a business overdraft. What I do have is an amazing husband who has listened to an extraordinary amount of rambling about furniture, warehouses and whatever problem I’m trying to solve that week – usually over a glass (or three) of wine. As we’ve grown, I’ve also surrounded myself with people who are far better at their individual specialisms than I am. I don’t ask my team to do anything I wouldn’t be prepared to try myself – although, thankfully, their results are considerably better than mine! Building that team and bringing specialist repair skills in-house has probably been the most important investment I’ve made. … and what opposition have you encountered? Probably all of it! We’re a small, female-founded business operating in what can still be quite a traditional industry, so getting larger businesses to take us seriously wasn’t always easy. Then you have to prove that an outlet won’t damage a supplier’s brand. You have to prove you can handle meaningful volumes, maintain quality as you grow and demonstrate that repairing seriously damaged furniture can actually be commercially viable. Behind that are all the less glamorous realities – finding people with the right repair skills, logistics, warehouse space, cashflow and infrastructure required when stock starts arriving by the 40ft container rather than by the van. I’m also naturally somebody who questions why things are done a particular way. If someone tells me something can’t be done, my instinct tends to be, ‘Why not?’ That’s essentially how our repair operation came about. Any early success stories/satisfied customers? There are a few numbers I’m particularly proud of. Around 95% of the furniture that comes through our doors can be saved. More than 50% of our customers buy from us again, and one of the comments we hear most often is ‘I wish I’d known about you sooner.’ We’ve also built a social media community of more than 50,000 followers. For a business whose starting point is essentially some of the furniture industry’s problem stock, I think that’s quite something. Supplier confidence has grown alongside customer confidence. Our longest-standing supplier has worked with us continuously since Gorgeous Little Things for Home launched in 2020. In the early days we might have received a delivery from them every few months. Today, we’re receiving a 40ft container approximately every 10 days. I think that says more about the model than simply listing the names of companies we work with. Our

supplier relationships are deliberately confidential. Discretion and protecting their brands are part of what we offer. The team has grown too. In 2020 it was essentially me and a couple of part-time staff. Today, 18 people work within the business across full-time, part-time and contractor roles. The Christmas do this year is going to be quite something! What’s the long-term picture? I want Gorgeous Little Things for Home to become the TK Maxx of the furniture returns world. Damaged furniture needs a second home, and I want us to be the business that gives it one. There are other businesses offering returned furniture, but many operate within relatively small geographical areas. We’ve approached it as a national retail proposition. We have a beautiful, curated website, deliver across the UK, have invested in specialist repair capabilities and are growing YoY. My ambition is for retailers and manufacturers with customer returns, failed deliveries, samples or damaged furniture to think of Gorgeous Little Things for Home as a natural route for that stock – because they know we’ll repair it properly, represent it properly and find it a home. I want us to demonstrate that sustainability and commerciality don’t have to compete with one another. Keeping furniture in use is good environmentally, but there also has to be a commercially sustainable model behind it if we’re going to make a meaningful difference at scale. Ultimately, the bigger we become, the more furniture we can save. Returned or damaged doesn’t have to mean undesirable, and damaged furniture doesn’t have to be a problem to dispose of. Sometimes it just needs somebody to look at a smashed corner and see a perfectly good piece of furniture waiting to be saved. www.gorgeouslittlethingsforhome.co.uk

“Sustainability and commerciality don’t have to compete with one another

14 INSIGHT THE NEW DISRUPTORS

The renewal economy platform Award-winning upholstery artisan and applied AI technologist Riana LeJeune is the founder and CEO of Renewabl Furniture Inc, a software-as-a-service (SaaS) solution designed to unite upholstery projects in one connected ecosystem.

“Renewing, restoring or commissioning a custom piece can feel uncertain and fragmented

What’s the concept? Renewabl is building the digital infrastructure for the furniture-renewal economy through one connected ecosystem comprising two complementary products. Renewabl is the front-end digital showroom. It gives furniture, furnishings and restoration professionals an industry-specific visualisation environment for both existing pieces and entirely new creations. Professionals can apply fabrics and finishes to existing furniture, reimagine pieces through structural or stylistic changes, and create custom concepts from scratch. This includes custom ottomans, headboards, seating and other one-of-a-kind builds. The technology also supports window treatments, drapery, soft furnishings and wood refinishing, allowing professionals to demonstrate changes in fabric, colour, finish and overall design before physical work begins. This makes Renewabl relevant across the broader craft ecosystem – not only to upholsterers, but also to custom furnituremakers, workrooms, windowtreatment specialists, soft-furnishings professionals, woodworkers, refinishers, restorers and designers. It also includes a Project Estimator, which helps professionals calculate pricing using measurable business inputs rather than emotion, guesswork or fear of losing the sale. It considers the labour, materials, complexity, overhead and profitability required to complete the work sustainably. Renewabl OS is the back-end digital workroom. It provides the operational infrastructure for proposals, project management, production planning, scheduling, job costing, financial visibility, workforce development and apprenticeship tracking. The ecosystem also includes the Renewabl Registry, which creates a digital identity and certificate of provenance for renewed furniture. It preserves information about the piece, the professional who renewed it, the materials used and the work completed. The record can remain connected to the furniture and transfer with it through future ownership. We deliberately launched to professionals first. This allows furniture and furnishings professionals to incorporate Renewabl into their sales, visualisation and quoting processes, improve profitability and build the operational capacity required to support apprenticeships and train the next generation. The pro-first launch also populates Renewabl’s professional directory before the wider consumer marketplace opens. When the consumer experience launches, homeowners will be able to create a limited number of visualisations, recognise the potential in furniture they already own or are considering purchasing, and connect with qualified professionals in their area who can complete the physical work. Rather than relying on generalised AI that may not understand the materials, terminology or practical realities of these trades, professionals can work within an ecosystem created specifically around how their

industries sell, price and produce custom work. The technology underlying the Renewabl ecosystem is patent pending, protecting an industryspecific approach that connects visualisation, custom concept creation, mathematical estimating, professional workflows and digital provenance. Renewabl does not simply put new fabric on furniture. It visualises what exists, reimagines what could exist and helps professionals create entirely new custom concepts from scratch. How does it disrupt the status quo? Furniture renewal does not have a demand problem, it has an infrastructure problem. The conventional furniture market makes buying new remarkably easy, while renewing, restoring or commissioning a custom piece can feel uncertain and fragmented. Clients often struggle to visualise the result. Professionals lose hours assembling concepts and quotations, while many skilled workrooms still rely on disconnected software, spreadsheets, paper records and manual processes. Renewabl provides the missing infrastructure between the client’s imagination and the craftsperson’s ability to deliver. Renewabl reduces the ‘imagination gap’ by helping customers see the possibilities and make confident decisions before materials are ordered or work begins. Renewabl OS then helps the professional carry that approved vision into estimating, scheduling, production, financial management and documentation. The disruption extends beyond visualisation. Renewabl’s Project Estimator helps tradespeople replace emotional pricing with mathematical pricing. Instead of deciding what they believe a customer might be willing to pay, professionals can build estimates around the actual labour, materials, complexity, overhead and profit required to complete the work sustainably. The Renewabl Registry addresses another longstanding gap – renewed furniture often loses its story when it changes hands. By creating a transferable digital record of the piece, its materials, its renewal and the craftspeople behind it, the registry gives renewed furniture a documented history and a stronger foundation for long-term value. Our pro-first market strategy also challenges the typical tech model of generating consumer demand before ensuring that the supply side is prepared to fulfil it. We are first helping professionals become more visible, profitable and operationally resilient. That creates the capacity needed to serve future demand while supporting apprenticeships and strengthening the skilled workforce. The ecosystem also challenges the assumption that technology must replace craftsmanship. Renewabl uses AI to make skilled human work more visible, understandable and commercially viable. The

technology supports the artisan – it does not attempt to become the artisan. By connecting visualisation, mathematical pricing, operations, workforce development, a professional marketplace and digital provenance, Renewabl gives furniture renewal the infrastructure it needs to compete with the convenience and clarity of buying new. How did you identify this niche? I identified it from inside the problem. I founded Repinned Upholstery & Restoration in Iowa in 2013, and have spent more than 13 years working directly with clients, craftspeople, suppliers and furniture of every age and construction type. Again and again, I watched clients struggle to picture what was possible. I also saw skilled professionals spending valuable hours creating concepts, preparing estimates, managing projects and explaining processes that conventional business software did not understand. I saw business owners pricing skilled work according to emotion, intuition or what they thought a customer might accept, rather than using mathematical systems that accounted for their true labour, expenses and required profitability. I also saw furniture lose its history. Once a renewed piece left the workroom or changed ownership, information about its materials, craftsmanship and restoration could easily disappear. At the same time, consumers who wanted to save quality furniture often had difficulty finding qualified professionals in their area. The idea for Renewabl began forming in 201819, long before generative AI became mainstream. I understood that the industry needed more than another design application. It needed specialised infrastructure created by someone who understood both the customer’s uncertainty and the complexity of what happens inside the workroom. My academic background is in psychology, which has shaped how I think about perception, decisionmaking and behaviour. I later pursued continuing education in advanced neuromarketing and consumer behaviour at Harvard, and systems thinking at MIT. I’m also a late-diagnosed neurodivergent founder with autism and ADHD. Understanding my neurodiversity helped me recognise that my pattern recognition, nonlinear thinking and intense curiosity are central to how I innovate. Combined with my direct industry experience, these perspectives helped me see that the challenges facing furniture renewal were not isolated inconveniences. They were interconnected failures within the customer, operational, workforce and economic infrastructure surrounding the trade. What support have you received? Renewabl’s technology is patent pending, representing an important milestone in protecting the specialised intellectual property behind the ecosystem. Renewabl has received $75,000 in early nondilutive support through Iowa’s Technology Commercialisation Committee and Proof of Commercial Relevance programmes. I’ve also

received mentorship and support through Iowa State University and the Greater Des Moines Partnership. The ecosystem has benefited from the knowledge and feedback of upholsterers, restorers, workroom professionals and early adopters across multiple countries. Renewabl OS is being tested inside my own restoration company, enabling us to develop and evaluate the infrastructure within a working craft business rather than designing it in isolation. The wider vision has gained recognition through: the MIT AI-Powered Women Summit, where I was named one of its 100 Changemakers; the 2026 Visionaries V-200; and the Technology Association of Iowa’s Prometheus Awards, where Renewabl is a 2026 Startup of the Year finalist. Renewabl has also been selected for two international pitch competitions. In one, it was one of only 24 ventures selected to pitch for additional non-dilutive funding. These accolades are meaningful not simply as recognition for the company. They’re helping bring the furniture industry’s issues – sustainability, skilled workforce shortages, inconsistent pricing, fragmented operations and the need for better renewal infrastructure – onto a national and global stage. The support of the furniture renewal community has been especially important. These professionals understand that the future of the trade depends not only on preserving craft skills, but also on building stronger commercial, operational and workforce infrastructure around those skills.

“The challenges facing furniture renewal were not isolated inconveniences

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16 INSIGHT THE NEW DISRUPTORS

“The longterm goal is for Renewabl to become the global infrastructure for the furniture renewal economy

… and what opposition have you encountered? One challenge has been the perception that furniture renewal is too specialised to justify dedicated technology infrastructure. Yet this ‘niche’ sits within a vast global furnishings market and intersects with urgent challenges involving waste, repairability, skilled workforce shortages and the survival of traditional trades. There is also understandable concern about AI within creative and craft industries. Some fear that it will devalue expertise or replace human judgement. I believe technology must be introduced responsibly and with clearly defined boundaries. Renewabl is intentionally human-centred. It helps professionals communicate their expertise, reduce administrative friction and operate more effectively, while creative judgement and physical craftsmanship remain in skilled human hands. We’ve also encountered the structural barriers faced by many female and neurodivergent founders building industry-specific technology outside traditional technology hubs. It can be easier for investors to understand another mass-market consumer application than infrastructure for a fragmented and historically underserved trade. However, that fragmentation is precisely why the infrastructure is necessary. Any early success stories/satisfied customers? Renewabl is already being utilised in 24 countries, demonstrating that the infrastructure gap we identified is not confined to one region, market or business model. Furniture professionals are using Renewabl to communicate ideas more clearly, compare multiple design directions and help clients move from uncertainty to confident approval. Work that could previously take several hours – finding references, assembling visual concepts and revising options – can now be completed far more efficiently. Inside Repinned Upholstery & Restoration, Renewabl has strengthened our client consultations by allowing us to explore possibilities in real time. Rather than asking clients to imagine a finished piece from a small fabric sample, we can make its potential visible while discussing scale, placement, materials and construction. Renewabl gives professionals a more structured way to approach pricing. Its Project Estimator helps replace guesswork with calculations based on labour, materials, complexity, overhead and profitability. Renewabl OS is being developed and tested against real workroom needs, including project scheduling, estimating, job costing, production visibility and apprenticeship tracking. This ensures that the operational infrastructure remains grounded in the daily realities of the professionals it intends to serve. The international interest we’ve received also validates our belief that furniture renewal faces many of the same challenges across borders – fragmented processes, difficulty communicating value, inconsistent pricing, limited workforce pipelines and no connected system for preserving provenance.

What’s the long-term picture? The long-term goal is for Renewabl to become the global infrastructure for the furniture renewal economy – a trusted hub for all things quality furniture. Our market strategy begins with professionals because a consumer marketplace cannot succeed without the skilled people and businesses capable of completing the work. By helping professionals integrate visualisation, mathematically informed estimating and better operational systems into their businesses first, we can strengthen their profitability, increase their capacity and support apprenticeships that prepare the next generation of craftspeople. At the same time, those professionals populate the Renewabl Directory, creating the supply-side infrastructure required for the consumer launch. In the consumer experience, homeowners will be able to create a limited number of visualisations for furniture they own, inherit or discover secondhand. Once they can see the possibilities, they will be able to connect through the directory with qualified upholsterers, restorers, designers and other professionals in their area who can turn that vision into reality. This creates more than a software ecosystem. It creates a marketplace and circular economy in which furniture, customers, skilled professionals, suppliers, training pathways and documented provenance are connected within one central hub. A homeowner could recognise the potential in an existing piece, visualise its future, locate a qualified professional, receive a mathematically grounded estimate, follow the renewal process and retain a permanent digital record of its materials, craftsmanship and history. The Renewabl Registry will allow renewed pieces to carry those histories through future changes in ownership. A digital identity and certificate of provenance can document the furniture, the professionals who renewed it, the materials used and the work completed – ensuring that its craftsmanship and value are not lost over time. For professionals, the ecosystem will provide better visibility from enquiry to production, stronger financial decision-making, a new source of qualified customers and practical workforce infrastructure for training apprentices. In the longer term, it can support a global network of renewal professionals, strengthen skilled-trade career pathways, generate better industry data and make furniture renewal easier to discover, choose and deliver. Renewabl’s opportunity is not limited to software. We are building the infrastructure, marketplace and professional network needed to make furniture renewal easier to choose, more profitable to provide and more sustainable to scale – without losing the human skills on which the entire industry depends. The next era of furniture will not be defined solely by what we manufacture. It will also be defined by how intelligently we preserve, adapt, circulate and revalue what already exists. www.renewabl.app

The secondhand sofa marketplace Marc Downer is the CEO of Sofalistic, which he co-founded with his wife Carly in 2023. Sofalistic is an AI-powered online marketplace dedicated to used upholstery, which aims to offer competitive prices while saving sofas from landfill and the incinerator.

What’s the concept? Sofalistic is the UK marketplace for preloved sofas. The furniture industry is brilliant at making sofas and has no plan for them years later. We built one. Anyone can list a sofa for free – we collect it for free, deliver it with a two-man team to the buyer’s room of choice, hold the payment and protect the sale. Buying secondhand now takes no more effort than buying new. How does it disrupt the status quo? The furniture trade runs a one-way system – make it, sell it, forget it. Every new sofa sold usually means an old one heads to the incinerator – often a perfectly good one, discarded only because moving it is a hassle. We see that as a logistics failure, not a product failure – and we’ve fixed it. No van, no mates, no hassle. Collection and two-man delivery are built into every sale. Payments are held by the platform, and deliveries are scanned and timestamped. Buyers get 48 hours after delivery to raise an issue, and we mediate. Listings, messages and photos are screened automatically for contact details, so fraudsters can’t lure buyers off-platform. Buyers make offers, sellers counter, and deals close. Generalist marketplaces treat a sofa like a phone case. We built everything around one awkward, heavy, high-value object – and that focus is our edge. How did you identify this niche? By looking at where the value was being lost. Sofas are among the most valuable items in the home – and among the hardest to resell, and the most likely to be dumped. Nobody owned that gap. The big marketplaces didn’t want the logistics headache, and retailers didn’t want to think past the sale. We spent a year on R&D, from September 2023 to September 2024, solving logistics and trust before launching – the two problems that had kept this category broken. What support have you received in bringing it about? The support that mattered most came from the market. More than 100,000 buyers have registered, and this number is growing fast WoW. People were already looking for a better way to buy and sell a sofa.

“Generalist marketplaces treat a sofa like a phone case

… and what opposition have you encountered? The industry’s reflex. ‘Secondhand competes with new’ is the instinct – and we think it’s wrong. Every sofa we rehome frees up space in someone’s living room for a new purchase. We’re part of the sales cycle, not a threat to it. Then there’s fraudsters. Any marketplace that works attracts scammers. We built our own detection tools before they became a problem, and they’ve been shut out. The term ‘pre-loved sofa’ still makes some people wince – clear photos, measurements, and a platform that protects the buyer, quickly change that.

Any early success stories/satisfied customers? Eighteen months after launch, Sofalistic has: more than 10,000 live listings, with thousands more added by users every week; more than 100,000 registered buyers, growing week on week; and over one million page views a month. Our customers say it better than we can. Seller Sue A wrote: “We sold our two-year old DFS leather there-seater recliner &and fixed two-seater with no problems whatsoever. Great communications and smooth collection with two polite young men and a large van. Money in account a couple of days later, much better than Facebook marketplace/eBay sales.” Buyer, Jackie P, wrote: “It’s like Vinted, but for sofas. I have used this company twice now. I first got a sofabed for my mum months ago, which she loves, and just got myself a lovely pre-loved DFS French Connection sofa for just over £300 with delivery. Such a great service, have recommended to friends and will always use this site from now on.” What’s the long-term picture? Within a few years, throwing away a good sofa should feel as outdated as scrapping a working car. The question at the point of sale will change from, ‘How do we get rid of the old one?’ to ‘What’s it worth?’ Sofalistic will be where the answer comes from – the price guide, the marketplace and the logistics network for the UK’s secondhand sofas. Retailers who work with that will win customers. Retailers who ignore it will watch their customers’ old sofas go to the incinerator – while those customers shop elsewhere. www.sofalistic.co.uk Meet more of The New Disruptors in the second part of this feature, in December’s issue.

Factory to floor Sometimes you need to sink to stay afloat. Having redeveloped its London store last year, Raft Furniture went into administration this spring, citing mounting liabilities and operating costs – but now it’s back in business with a retail concept like no other, says co-founder and director Mick Quinn …

INSIGHT 19

Raft’s upholstery is made on-site (and in-store)

A slimmed-down Raft Furniture – the manufacturer/ importer/retailer best known for its reclaimed teak offer and handmade upholstery – now operates from just two retail locations, its 3,500ft2 showroom in St Albans, and the innovative House of Raft, its 20,000ft2 London flagship, which incorporates a showroom, artisan workshop, interior design hub, photography studio and outlet. It is a bold exercise in retail theatre, and while it may occupy the same site as Mick’s first store, 21 years on, it very much represents the brand’s future … Before looking in depth at this overhaul, can you tell us about your former retail offer and the disruption of the past year? Raft has historically operated through a broader network of traditional showrooms, alongside its ecommerce business. However, the furniture-buying journey has changed considerably in recent years. Consumers are increasingly researching products online where they can compare options digitally and use physical stores in a more considered way. That led us to look closely at what we wanted our physical retail presence to achieve in the future. Rather than simply maintaining a traditional store network, we’ve chosen to concentrate on creating more purposeful, experience-led physical spaces, complemented by a stronger ecommerce proposition that allows us to reach customers nationally. The changes of the past year have given us an opportunity to accelerate that thinking and build a business around where we believe the market is heading. How did the administration and restructuring come about, and what’s changed? There’s currently a negative correlation between inperson shopping and the cost of renting physical retail spaces. So, as more customers have started shopping online, landlords are demanding more rent for retail space. It makes no sense. Many landlords want to change manufacturing and shops into residential spaces, so they’re happy to put a squeeze on you. The restructuring provided an opportunity to fundamentally reassess the business and how we wanted to operate for the future. The biggest change is a much clearer focus on the Raft ecommerce proposition and on the channels through which customers want to engage with us. We are concentrating our physical presence around locations that can deliver a genuinely differentiated experience, while continuing to develop and invest in ecommerce as an increasingly important part of the customer journey. It is less about having more physical locations and more about making every customer touchpoint more meaningful. What prompted you to combine showroom and factory? Because the public experience is all important, and what they really want is to know the product

is physically being made in England. The idea that they can see their sofa being sewn, see it being upholstered and see the quality of the frame inside their sofa adds real value to the experience. We wanted to bring customers much closer to the product and the people who make it. Our sofas are handmade locally in London, so having the workshop alongside the showroom gives customers the opportunity to see that craftsmanship first-hand, rather than simply being told that their furniture is made here. When you visit House of Raft, you can see our artisans actually making sofas, and understand the care, skill and materials that go into each piece. It creates a direct connection between the place where a customer discovers their sofa and the place where it’s made. It also reflects how we believe the role of a modern furniture showroom is changing. Customers can discover and research products online, but a physical space can offer something digital can’t – the ability to experience the furniture, meet the people making it and see genuine London craftsmanship in action. ››

“It is less about having more physical locations and more about making every customer touchpoint more meaningful

20 INSIGHT

Front of house meets back of house – Raft’s factory is now accessible from the showroom

when it wasn’t cool (saying this, we know there’s an opportunity there, and have this built into our upcoming ecommerce strategy). Whenever anyone comes in-store, though, they are fascinated to discover the workshop. We are so proud to offer such an authentic experience where customers can see our artisans working, understand the materials and processes involved and speak to our team about the construction and customisation of their furniture.

Did the decision to remodel the building present any key challenges? Physical challenges, yeah – although just boring logistics. Cardboard crushers and bailers had to be raised up two floors to go into old-fashioned factory shutters, and stuff like that. Fortunately, our previous sofa factory was just down the road in Wembley, but it was still a Herculean effort to move everything. In many ways it was pretty straightforward, because there’s a natural symbiosis between a product being manufactured and completed. It’s one and the same, so it flows quite easily. However, there were things to rework and consider carefully, out of respect for our artisans and our customers. We want to provide an immersive experience without overwhelming or putting pressure on our artisans, who have worked in the privacy of our Wembley workshop for years – so the public has to be escorted through the workshop, allowing the procedure to be correctly narrated, and time and space to be given to the workers. When the bigger space opened up we saw a huge opportunity – especially alongside the other redevelopments on Cricklewood Broadway, such as the new Waitrose that opened last month. The key challenge was creating a space where a working workshop and premium showroom could coexist naturally. We wanted to preserve the authenticity of a genuine working environment while creating a comfortable and inspiring experience for customers. Rather than separating the two worlds, the design deliberately allows the manufacturing process to become part of the customer experience.

“With our sofa factory so local, the opportunity Showing the process behind the product will undoubtedly add value to your offer – how to bring it else are you communicating the local literally in-house craftsmanship message? We’ve always done things the right way without was a no-brainer shouting about it – for example, we were green

How do you envisage a typical customer journey taking place? Increasingly, we expect the customer journey to begin online. We are investing significantly in our ecommerce and digital experience to make it easier for customers to discover Raft, explore our collections, understand our craftsmanship and find the right products for their homes. A customer might discover us through search, social media or digital content, explore different sofa styles, fabrics and configurations online, and then decide whether they want to visit House of Raft or St Albans to experience the furniture in person. For a considered purchase such as a sofa, that physical experience remains incredibly valuable – customers can sit on the furniture, feel the materials, speak to our designers and see our sofas being handmade locally in London. One of our biggest touchpoints for customers trying our stuff out in person, rivalling even our stores, is their friends’ homes. We have an excellent customer retention and referral rate. If someone bought a sofa from Raft 20 years ago, chances are they’ll never go anywhere else. This word-of-mouth promotion makes the lifetime value of a customer incredibly significant. The aim is to make Raft accessible to many more potential customers than our physical footprint alone allows. Ecommerce gives us the opportunity to reach customers nationally, while our showrooms provide a deeper, more immersive brand experience for those who want it. The two channels are designed to work together seamlessly but equally – customers don’t necessarily need to visit a showroom at all. We want our digital experience to give customers the information, inspiration and confidence to engage with and ultimately purchase from Raft online, supported by our design team where needed. Which architectural/design partners did you work with, and how did they influence the outcome? We’re a team of designers – this is what we do all the time. There’s no need for external partnerships. The aim was to create somewhere that felt unmistakably Raft, rather than a conventional furniture showroom. My team of in-house interior designers and visual merchandisers were the best people for that. Our artisans also played a big part in influencing the outcome. We wanted the architecture to reflect the tactile and material-led nature of the furniture, while allowing the craftsmanship and manufacturing process

Visitors can see Raft’s craftspeople at work

to become part of the environment. The result is intended to feel more like a destination and less like a traditional retail unit. Was the development inspired by any other similar retail models? I don’t know one other retail shop of our size and position in the market that has a fully functioning workshop bolted onto the side of their retail space – mainly because their manufacturing is either outside of the country or in Long Eaton, but not in London. People underestimate the value of customers seeing the product being made. We’ve got cutters, sewers, frame makers and upholsterers all here. Our decision was a natural one for our brand – as a homegrown business with our sofa factory so local, the opportunity to bring it literally in-house was a no-brainer. How have you incorporated technology? How does the store work as part of a wider multichannel offering? Technology is increasingly important to how consumers research and buy furniture, and we wanted the physical experience to work seamlessly alongside our digital proposition. Customers can discover products online, explore different options, arrange appointments and then visit a showroom to experience the furniture and discuss their requirements with our design team. They can subsequently continue that journey digitally. Webchat is really powerful for us. We don’t use bots – instead, we’ve our trained showroom team monitoring and operating it from our physical stores. We always find that technology works best for us when it’s ultimately human. You don’t want to get lost in the ether of click one, click two, click three, click four … The objective is to remove the distinction between online and offline. Digital provides convenience and reach, while our physical spaces and team provide expertise and the opportunity to engage with the product in a way that simply isn’t possible otherwise. What is the breadth/number of products on show, and why were these selected? How has your offer evolved? House of Raft in London is essentially our entire catalogue without the configurations. All sofas can be customised, from the fabric to the size to the interiors, and even some design features. This is why having such an experienced and knowledgeable team is so important to Raft. We’ve curated a collection that can be made, seen, experienced and discussed all in one place. We have a team of in-house interior designers, but more and more we’re being asked by external interior designers if they can bring their clients in to see their products being made and bespoke items developed to their tastes. The selection demonstrates the breadth of the Raft proposition while giving customers the opportunity to explore different designs, materials, upholstery and bespoke options. Our offer has

“We’ve used a period of significant change as an opportunity to rethink how we want Raft to operate

increasingly evolved around handmade furniture, natural and reclaimed materials, bespoke upholstery and considered pieces designed to last, which are all central to the Raft proposition. What’s been the biggest challenge in presenting the whole experience? The biggest challenge has been making a very comprehensive proposition feel simple and intuitive for the customer. There’s a huge amount happening behind every piece of furniture, from the design, sourcing and material selection to the manufacturing and customisation, but the customer experience needs to feel straightforward. The showroom allows us to bring those elements together in a natural way – see the furniture, experience the materials, understand how it’s made, speak to an expert and make it your own. What aspect of it are you most pleased with? The connection between the product and the process behind it. A customer can see a finished sofa, discuss how it could be adapted for their home, explore different materials and fabrics, and

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22 INSIGHT

Raft’s wooden offer is imported from Indonesia

change as an opportunity to rethink how we want Raft to operate for the long term. We’ve developed a much clearer focus around our core strengths – craftsmanship, design, bespoke furniture and customer experience – while also recognising that consumers increasingly expect to be able to move seamlessly between physical and digital channels. House of Raft is a major expression of that thinking, and our continued investment in ecommerce means we can take that proposition to customers far beyond our physical showroom locations.

potentially see another piece being handmade in the workshop. That creates a much stronger relationship between the customer and the furniture, and gives us an opportunity to communicate the quality and craftsmanship behind the Raft proposition in a very tangible way. I’m also really proud of our made-in-England roots, and how green that makes us.

“The biggest challenge has been making a very comprehensive proposition feel simple and intuitive

Having undergone a difficult restart, what are you most proud of achieving in recent months? The sense of camaraderie between the factory staff, the creative team and the in-store staff has been fantastic. These guys never used to see each other, and now each one of them can learn from the other. This makes the in-store staff much more informed, and ultimately provides our customers with clarity and greater confidence. Our customers having confidence in our business model and product is so important to us, and this restructuring, by strengthening these human connections (designers, sales, artisans and customers), has achieved that in a way that may not have been possible before. I’m proud that we’ve used a period of significant

Are there any other developments in the pipeline? We’re continuing to develop our ecommerce operation, and this includes more focus on multiplatform organic marketing. You’ll be seeing much more of us across social media, as we’ve noticed our human connection to the public is what makes us stand out. With limited time previously allocated to platforms like TikTok, YouTube, Pinterest and Instagram, we relied on sporadic posting leading to viral content. However, when we looked across the UK furniture industry and discovered that we were unique in our TikTok and YouTube shorts engagement rates (especially in relation to how rarely we post), we realised we were missing a trick by letting it be such a sparse operation. That changes this year. The ambition is to have a more purposeful retail network, supported by a digital proposition that allows customers across the UK to discover, explore and buy Raft furniture wherever they are. Ultimately, we believe the future of furniture retail is not about choosing between online and offline. It’s about creating an experience where the two work together seamlessly. www.raftfurniture.co.uk

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24 INSIGHT

GETTING PERSONAL

James Stevenson Utah, Zoy Furniture

James joined Wade Furnishings as assistant manager in 1997, and has worked in the furniture industry ever since, in various roles across retail and supply – including eight years with Baker Furniture, and more recent stints with At The Helm and Kuka Home. In 2022, he went from being self-employed to representing Chinese upholstery manufacturer Zoy, and was appointed the CEO of Zoy Furniture’s UK operation last year.

How might a child describe what you do? He helps sofas travel across the world. They go on a big boat and he tells them where to sit … before people sit on them. What’s the biggest long-term challenge you face? Shipping rates. Stable shipping rates are vital, and unfortunately the past few years have been extremely challenging. If you had 10 x your working budget, what would you spend it on? Exhibitions and showvans, giving our product more exposure to the industry. What would be the title of your autobiography? From Showroom Doors to Factory Floors. What does ‘work/life balance’ mean to you? Balancing work and home life is a big priority for me. I think you must know when to switch off from work and focus on family time – when I was a younger area manager I often used to neglect this and focused everything on work. Who’s been your most influential professional mentor? My first manager, David. I learnt a lot from him. He was the one that gave me the opportunity at 18 to join his sales team, and I’ve never looked back. What’s been your best day in business to date? I think selling my first container. Being in the container business can be daunting when your industry background has been in UK manufacture.

What advice would you give your younger self? Believe in yourself and grab every opportunity that comes along. What’s the biggest myth about our industry? British-made furniture. It implies everything is UK made, when in fact component parts are more than likely produced abroad. What should everyone in our industry either stop or start doing? I think rather than focusing solely on price and joining a race to the bottom, there should be a focus on quality in addition to value. Where do you see the industry going in the next 5-10 years? I think manufacturing in China and the Far East is strong. We are already seeing UK manufacturers outsourcing supply to overseas factories, and I can only see this gaining momentum over the next decade. What question do you wish we’d asked? How would you have answered? Q. Who are Zoy, and what are their long-term plans for the UK? A. Zoy is a manufacturing giant based in Anji, China. We have focused primarily on the volume market, supplying groups globally with promotional models, but have now launched a UK wholesale arm which allows us to offer promotional models to independent retailers at fantastic pricing. www.zoyfurniture.co.uk

“British-made furniture … implies everything is UK made, when in fact component parts are more than likely produced abroad

Telford International Centre, Telford, UK 10 and 11 March 2027

We had a fantastic time exhibiting at the Furniture Component Expo! It was a pleasure connecting with potential clients, catching up with familiar faces, and meeting so many talented fellow exhibitors from across the industry. Vetigraph

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26 INSIGHT

Medite’s credible, dependable promise What brought you to the company? I’ve over 30 years of experience across the construction and building products sectors. Throughout my career, I’ve been passionate about leading teams to deliver sustainable growth, continuous improvement and technical innovation. While my focus today is firmly on the future of Medite Smartply, my career has always been driven by a commitment to the trade and to long-term growth. My role as MD is centred on ensuring that our business, our people and the markets we serve continue to thrive, especially as we navigate significant industry shifts and invest heavily in our manufacturing capabilities. How have you marked Medite’s 50th anniversary? Reaching 50 years of MDF expertise is a proud moment for us, but this milestone is really about looking ahead. We are celebrating this golden anniversary under the banner, ‘Trusted for 50 years. Built for what’s next,’ which signals our unwavering commitment to the future of the trade. The milestone is a testament to our ongoing dedication to product performance, reliability and regulatory readiness. We’ve spent five decades making ideas real for carpenters, joiners and furnituremakers, and are marking the occasion by spotlighting our core lines like Medite Premier, Medite MR, And Medite Tricoya Extreme (MTX).

“Customers want materials that perform consistently, but they also want confidence in where those materials come from

What are the biggest changes you’ve seen in your time with Medite Smartply? One of the biggest has been the evolution of what customers expect from MDF, and where they are prepared to use it. Standard MDF evolved into moisture-resistant and flame-retardant products, broadening the range of applications, while innovations such as MTX took MDF into exterior environments that would once have been considered completely outside the category. At the same time, expectations around sustainability, product performance and regulatory compliance have increased significantly. Customers want materials that perform consistently, but they also want confidence in where those materials come from, how they are manufactured and whether their suppliers are prepared for changing regulations. For manufacturers like us, that means continuing to innovate while investing in the manufacturing capability and technical expertise needed to support customers for the long term. With major industry shifts such as the EU REACH revision currently under way, there’s a much greater need for proactive compliance. Customers are looking for partners who continuously invest in quality and regulatory readiness to provide confidence as the market evolves.

Chris King

Medite Smartply, part of the sustainably certified Irish forestry and forest products manufacturer Coillte Group, produces a range of MDF and OSB products for construction and interior applications across the UK and Europe. As the Medite brand celebrates its 50th anniversary – and with significant investment taking place in Ireland – Furniture News asked Chris King, Medite Smartply’s MD – commercial, for a progress report …

What benefits will the investment in your Clonmel facility bring? We’ve announced a €75m investment programme to replace critical biomass boiler infrastructure at our Clonmel manufacturing facility. This investment is the largest current investment in MDF production in Western Europe. It’s fundamentally about securing the future of the Clonmel facility and ensuring the mill remains operationally resilient for decades to come. The biomass boiler system sits at the heart of the manufacturing process, and this upgrade to Line 1 will eliminate the use of natural gas, transitioning fully to renewable biomass as the primary heat source. By doing so, this project will materially reduce fossil fuelrelated CO₂ emissions and reduce our Scope 1 CO₂ emissions – a key focus for us as a business. Can you share details of Medite Smartply’s latest product innovations? We’ve launched Medite Trimax, a durable, lowmaintenance external cladding solution made from Medite Tricoya Extreme. Available primed or fully finished, it combines the design flexibility of MDF with the durability and dimensional stability needed for demanding exterior applications. For us, innovation is ultimately about solving practical problems – whether that’s improving moisture resistance, durability or opening up entirely new applications for wood-based panels.

Medite Smartply’s Clonmel facility

How are broader environmental concerns – in particular, this summer’s high temperatures and wildfires – informing your strategy? Environmental performance is central, which is why our Clonmel investment supports our long-term environmental targets through the increased use of renewable biomass energy within the manufacturing process. Fully transitioning away from natural gas to renewable biomass on Line 1 directly supports Medite Smartply’s Scope 1 carbon reduction objectives, wider climate action commitments and Coillte’s broader sustainability and circular economy objectives.

Medite masterboard cutting inside the factory

How are material trends changing, and what does that mean for your offer? The construction and interiors industries are placing increasing value on environmentally conscious practices and regulatory readiness. For furnituremakers, this means increased demand for materials from suppliers with long-established expertise who can navigate industry shifts, such as volatile markets and changing regulations. Our continuous investment in quality and compliance ensures our products provide unparalleled reassurance for designers and manufacturers.

“Expectations around What’s in the pipeline? Our immediate pipeline includes delivering on sustainability, our €75m investment programme in Clonmel to modernise several critical manufacturing systems. product Ultimately, by continually investing in product performance performance and compliance, we’re ensuring that the Medite brand remains the most credible, dependable and regulatory choice for our customers as they build for what’s next. How has trading with the UK evolved since Brexit? But this is not just a €75m spend – it’s the compliance Our commitment to our core markets remains beginning of a wider capital investment programme steadfast. Our Clonmel facility operates 24 hours a whereby we’ll be looking to upgrade all our major have increased day, producing approximately 400,000m³ of MDF critical assets across the Medite business. It’s the products annually for the UK, Irish and European largest current investment in MDF production, significantly construction and interiors markets. Our recent and the second-largest investment of any Western investments are designed to ensure the facility remains competitive, reliable and capable of supporting future market demand across these regions for the long term. The UK has always been our largest market, and continues to be so. Brexit has brought about a substantial amount of administrative burden and

cost for both our customers and us. Beyond this, our trading activity looks a lot like it always has.

European panel manufacturer, demonstrating our long-term confidence in the business, our people, and the markets we serve. By investing in the business today, we’re laying the foundation for the next 50 years and beyond. www.mdfosb.com

28 INSIGHT

“Trade shows continued to feel the effect of lockdown, for better or worse

Five years ago (November 2021) In the news, consumer confidence grew, with GfK’s Major Purchase Index up seven points to -3 (up 25 points YoY). Despite expectations that an early start to festive spend might herald a return to growth, online retail sales remained low. The NBF confirmed that, despite a slowing of demand since mid-summer, its members were increasingly optimistic about business, despite concerns around raw material costs and labour shortages. Next reported slowing sales growth, as pent-up post-lockdown demand began to fade, and Wayfair echoed that its pandemic boom had diminished in Q3. The month saw The Cotswold Company open its Leamington Spa store, Sofa-in-a-box pioneer Snug’s first pop-up (at Victoria Leeds), and a glamorous addition to Timothy Oulton’s portfolio, in New York City’s Flatiron District – plus Bensons’ new distribution hub in Tursdale, and Dunelm’s imminent move into its new Daventry warehouse at Prologis RFI DIRFT. Meanwhile, Barker and Stonehouse was given the go-ahead to build a new store on Gateshead’s Metro Centre Retail Park, doubling its existing Gateshead footprint. IKEA warned of imminent price increases due to rising raw material and transport costs, and Sainsbury’s reported strong market share gains – albeit from food rather than general merchandise sales. JYSK prepared to open its 25th UK store in Gainsborough, and M&S returned to profit. ScS reported a strong start to the year, yet added that consumers were shopping earlier for Christmas, with extended product lead times across the furniture and wider retail industry impacting purchasing trends. Trade shows continued to feel the effect of lockdown, for better or worse. The Autumn Furniture Show reported record attendance, and AIS looked forward to delivering its INDX Furniture show in “a more usual show environment” in January, following “terrific” support for its September event. However, German flooring exhibition Domotex was postponed, and China’s CIFF Shanghai, due to take place in December that year, went online due to the “ongoing uncertainties surrounding the pandemic”. In the magazine, we explored how Scunthorpe’s Lebus Upholstery transformed itself into an Employee Owned Trust (EOT), and asked key players in the upholstery sector about pioneering paths to sustainable manufacture. We interviewed Claudio Deidda from Turkish retailer Vivense, and shared reports from the Autumn Furniture Show and the Bed Show – including a round-up of the winners of the Bed Industry Awards.

On the cover – Furmanac

From evolving shopping trends to the UK’s biggest furniture show changing hands, Furniture News puts today’s issues in perspective, looking back at what happened in the industry five and 10 years ago today …

On the cover – Emma Sleep

In this month … Ten years ago (November 2016) In the news, Chancellor Philip Hammond delivered his first Autumn Statement, stating that the UK economy was set to be the fastestgrowing major economy in 2016 – yet the Office for Budget Responsibility forecasted growth to slow and inflation to rise. A survey by The Market Creative found that more than two-thirds of consumers planned to seize Black Friday deals, yet 26% anticipated spending less in December – and 28% of shoppers said Black Friday had made them less interested in the January sales. The BFM predicted employment growth and strong exports – yet GfK’s Consumer Confidence Index reflected growing fears about the economy. A “tough market” led M&S to signal the closure of around 60 clothing and home stores, and Next reported subdued sales. Conversely, IKEA achieved its fifth consecutive year of growth, taking its home furnishings market share to 8.2%. ScS reported a good start to its FY, Furniture Village reported strong trading, and AHF shared revenue growth (yet ultimately made a loss). Dunelm bought ecommerce giant Worldstores (including the Achica and Kiddicare brands) for £8.5m, Hillarys announced the opening of its first showroom (in Bristol), and Woods Furniture opened a new store in Dorchester’s Brewery Square. Administrators were appointed to KBB retailer Betta Living, former BHS owner Dominic Chappell was arrested by HMRC as part of an investigation into unpaid taxes on profits, and a report commissioned by WWF-UK claimed that two thirds of the most prominent UK furniture retailers could be failing to have robust sustainable sourcing policies for the procurement of the timber they used. Mattress brand Mlily entered into a five-year global partnership with Manchester United, Clarion Events acquired January Furniture Show, and La-Z-Boy Inc acquired the licence for the La-Z-Boy brand in the UK and Ireland from Furnico. Sealy UK, together with Loughborough University’s Clinical Sleep Research Unit, said it had conducted “the world’s largest and most comprehensive online sleep study”, revealing a sleep-deprived planet. Rand Europe estimated that a lack of sleep among UK workers was costing the economy up to £40b a year, equating to 1.86% of the country’s GDP. In the magazine, we looked at Dwell’s new retail concept, discovered how wide of the mark the Home Secretary was when she criticised Collins and Hayes’ employment practices, and outlined The Furniture Awards 2017. www.furniturenews.net/magazine

GET IN FRONT OF THE TRADE

Our December issue is your final opportunity to make an impact ahead of the new year, and to get in front of the buyers who matter. CGI Marketing: The latest CGI and visualisation technology helping furniture businesses engage customers, showcase products and drive sales Showtime: Trade shows – get noticed! If you’re planning a 2027 trade event, December’s issue will put it firmly on the industry’s radar We’ll also look ahead to the January Furniture Show ahead of our major January issue preview, alongside our regular features dedicated to Dining, Living and Bedroom furniture, and Trade Services. Don’t wait until 2027 to get noticed.

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30 EVENTS

New collections, new connections

Gascoigne Designs

Hosted by the Long Eaton Guild of Furniture Manufacturers from 14-16th September, the exhibition saw visitor registrations increase by over 40% compared with the spring edition, reflecting its growing reach across the furniture and interiors trade. Guild chairman David Gascoigne says: “One of the most encouraging things for us is seeing the audience continue to broaden, with the event now attracting visitors from across the wider interiors and furniture industry, alongside the core component of furniture retailers. “We introduced a drinks reception on the first evening and this was a real success – certainly something we

John Sankey

“Long Point has always been about bringing the industry together

Duresta

Autumn’s Long Point show brought retailers, interior designers and specifiers together for three days of new collections and industry connections across Long Eaton and surrounding venues …

will build on. It was very well attended and created a great opportunity for exhibitors and visitors to come together in a more informal setting, catch up with existing contacts and make new connections. “Long Point has always been about bringing the industry together in Long Eaton, and it was fantastic to see that continuing at this event.” The breadth of the exhibition remained one of its strengths. More than 20 upholstery companies showcased their collections, complemented by specialist bedroom and cabinet furniture manufacturers, industry suppliers and training providers.

Wallace & Howe

Siren Furniture

Tetrad

David Gundry

Iain James Furniture

Michael Tyler Furniture

Hartmann

New exhibitors and product launches gave visitors plenty to explore, while the showroom-based format provided time to discuss collections, meet the people behind the products and develop relationships – while the addition of the first-evening drinks reception extended those conversations beyond the showrooms. Together, the autumn edition’s diverse offering and broader audience reinforced Long Point’s role as a meeting place for the furniture and interiors industry. Spring Long Point 2027 will take place from 10-12th May, when the guild will once again welcome the trade to Long Eaton. www.longeatonguild.co.uk

“One of the most encouraging things for us is seeing the audience continue to broaden

32 EVENTS

Discover what’s next at JFS ’27 The furniture industry is preparing to come together once again as January Furniture Show (JFS) returns to the NEC Birmingham from 24-27th January 2027, setting the tone for the buying year ahead …

“Identify emerging trends and products

For 37 years, JFS has been a trusted destination for the furniture buying community, connecting retailers, manufacturers and suppliers at a key point in the buying calendar. Bringing together established names, emerging businesses and international brands, the show puts sourcing at its heart, helping buyers discover new products, strengthen supplier relationships and plan for the year ahead. Four halls, endless sourcing opportunities With in excess of 500 brands and more than 50,000 products across four curated halls, JFS promises to offer the scale, variety and commercial choice buyers need.

Hall 1 (Premium Design) brings together designled collections, premium furniture and established international names. From statement upholstery to contemporary living, buyers can explore distinctive designs, quality materials and craftsmanship. Hall 2 (Home, Garden & Lifestyle) offers products to complement core furniture collections, including accessories, lighting, rugs, textiles, occasional furniture and outdoor living. It promises an opportunity for retailers to diversify their ranges and explore new categories. Hall 3 (Living, Dining & Cabinet) focuses on everyday furniture sourcing, with an extensive selection of bedroom, dining, living and cabinet furniture across different styles, price points and manufacturing approaches. Hall 5 (Upholstery & Beds), meanwhile, brings together sofas, chairs, beds, mattresses and sleep solutions, from established bestsellers to new developments in comfort, materials and design. Together, the four halls aim to make it easy to compare collections, explore complementary categories and discover new commercial opportunities. Leading brands and new collections The 2027 exhibitor line-up combines some of the industry’s most recognisable names with emerging suppliers and international manufacturers. Leading exhibitors already confirmed include Whitemeadow, Buoyant, Stressless, La-Z-Boy, Tetrad, Wiemann, Rauch, Julian Bowen, Nicoletti, Premier Furniture, Maxfurn, Hill Interiors, Seconique, Highgrove Beds, Baker Furniture, Taylors Creative, Lebus, Dura Beds, ROM, Image Furnishing, Surya and Wersal, alongside many more.

For buyers, this breadth creates an opportunity to reconnect with trusted suppliers while discovering new brands, collections and manufacturing capabilities. International exhibitors will also play an important role, with brands from Italy, Germany, Denmark, Belgium, Poland, Ireland and beyond bringing their latest collections to Birmingham. From European design and specialist manufacturing to large-scale international production, buyers can explore a wider sourcing landscape, compare potential partners and discover new opportunities without travelling between multiple overseas exhibitions. “With new product launches alongside established ranges, JFS offers retailers the chance to identify emerging trends and products with the potential to become their next bestsellers,” says organiser, The Furniture Shows. Why in person still matters “In an increasingly digital marketplace, the value of experiencing furniture first-hand remains difficult to replicate,” The Furniture Shows continues. “Photographs and specifications can only tell buyers so much. “At JFS, they can sit on sofas, test mattresses, examine materials, assess craftsmanship and speak directly with the manufacturers and suppliers behind the products. These face-to-face conversations also provide opportunities to discuss pricing, lead times, product development and future partnerships. Whether reviewing an existing supplier’s latest collection or exploring a new product category, being able to compare products and ask questions helps retailers make more confident buying decisions.” Where the industry does business Beyond product discovery, JFS remains an important meeting point for the wider furniture community. The show promises to bring together more than 20,000 buyers, including independent retailers, major multiples, department stores, online retailers, buying groups and interior specialists. Its VIP Buyer Programme welcomed more than 1,000 VIP buyers in 2026 – an increase of 28% YoY, reflecting the show’s importance to senior decision-makers and high-value retail accounts. Collectively, says The Furniture Shows, the event’s buyer audience represents £10.5b in purchasing power, highlighting the commercial opportunities created by bringing the industry together: “Whether meeting existing partners, making new contacts or discussing future opportunities, JFS provides the space to build relationships that extend well beyond the show.” More than sourcing The experience extends beyond the exhibition halls, with opportunities to learn, exchange ideas and celebrate industry achievements. The Retail Revealed Stage will host discussions exploring the opportunities and challenges facing

“Explore thousands of products

furniture businesses. From retail strategy and consumer behaviour to emerging trends and innovation, the programme will offer practical insights visitors can take back to their businesses. JFS will also welcome the return of the Excellence in Furniture Awards on Monday 25th January. Following its successful debut, the awards will recognise the brands, retailers, teams and individuals making an impact across the industry, celebrating innovation, craftsmanship and outstanding achievements. Together, these features make JFS a place to share knowledge, recognise success and look towards the future. Start the buying year with confidence “Taking place at the beginning of the year, JFS arrives as retailers review their ranges, identify gaps and consider the products and partnerships needed for the months ahead,” says the show’s organiser. “In four days, buyers can explore thousands of products, discover new suppliers, compare collections and gain a clearer understanding of where the market is heading. “For furniture retailers, manufacturers, buyers and industry professionals, January Furniture Show 2027 is an opportunity to start the year with fresh ideas, stronger connections and new commercial possibilities.” Registration is now open. Secure a free trade badge for JFS 2027 by visiting https://bit.ly/4dO22iA www.thefurnitureshows.com

34 EVENTS

Thirty years of global design and trade The 59th China International Furniture Fair (CIFF Guangzhou) will return to Pazhou, Guangzhou, from 18th-21st and 28th-31st March. Marking an important milestone – 30 years since its foundation – the 2027 edition’s theme will be ‘Power the Next’ …

Across 850,000m2, the fair is set to celebrate three decades of evolution while looking firmly towards the future, “connecting the entire furniture industry through design, new lifestyles, and global business”. This milestone edition builds on the strong results achieved earlier this year, when the 57th CIFF Guangzhou reportedly welcomed 353,106 professional visitors from 185 countries and regions, including a record 64,291 overseas attendees (up 13.2% YoY), alongside over 5,100 brands – providing a solid foundation to take CIFF’s international development further. Phase 1 of the event will focus on Home Furniture, offering a comprehensive overview of contemporary living. Original design remains a major focus,

“CIFF Guangzhou will celebrate its 30-year journey by looking decisively ahead

highlighted by the new Designer Sourcing Zone, which aims to create direct connections between brands, designers and buyers. The fair will also explore fast-evolving lifestyle trends, cultivating new zones for smart furniture, healthy and elderly-friendly living, pet living, and new retail. Additionally, Home Décor & Home Textile, along with Outdoor Furniture, will showcase a broad spectrum of interior and outdoor solutions. Phase 2 will highlight Office and Commercial Space, exploring the transformation of workplaces with a focus on wellbeing, smart technologies and sustainability. From integrated office solutions to a dedicated E-sports Seating Zone and expanded hospitality environments, the exhibition will share new approaches to how people interact with shared spaces. Completing the supply chain, CIFM/interzum Guangzhou – running alongside Phase 2 – will bring together leaders in machinery, hardware and materials. Automation, flexible production and innovative materials will demonstrate how technology is driving more sustainable manufacturing models. That said, intelligence and sustainability will run across the entire 59th edition, from smart homes and workplaces to advanced manufacturing and responsible exhibition design. Behind it all, internationalisation remains at the heart of CIFF’s strategy. Building on record international attendance, CIFF will further develop its relationships with global buyers, associations and media. Through its ‘8+365’ service model, the fair aims to extend beyond the eight exhibition days at Canton Fair Complex and PWTC Expo, providing continuous sourcing, matchmaking and industry insights throughout the year. “With ‘Power the Next,’ the 59th CIFF Guangzhou will celebrate its 30-year journey by looking decisively ahead – towards new design cultures, smarter technologies, and increasingly interconnected global markets,” the show’s organiser concludes. www.ciff-gz.com

36 EVENTS

FURNITURE COMPONENT EXPO www.fcexpo.co.uk

Comfortex at this year’s event

Some events become strategic fixtures because they repeatedly deliver new relationships, sharper insight and tangible returns. When companies return year after year, it points to consistent value rather than short-term visibility, notes the British Furniture Association (BFA), organiser of the Furniture Component Expo, which returns to Telford from 10-11th March 2027. As John Anderson, commercial director of foam specialist Comfortex, notes: “This was our third

year exhibiting and it was the best year to date. We will most certainly be exhibiting next year.” That trajectory – returning, improving, committing again – shows FCE is about building momentum, the BFA explains: “For exhibitors, FCE functions as a strategic market touchpoint. It offers a dependable stage to launch product updates and new ranges before a concentrated audience of manufacturers, procurement teams and technical specialists. It also creates a natural annual moment to reconnect with existing customers, update them on developments and check in on upcoming projects – contact that is hard to replicate elsewhere in an industry where relationships and timing are critical.” The event also enables companies to deepen and broaden their network. Tim Hudson, the UK representative of Italian component manufacturers CIAR and NISI, says: “The event in itself allowed us to leverage existing relationships and develop new relationships through targeted marketing, direct invitation and promotional activities. There is no doubt that FCE ’26 was worth every penny!”

GALLERY’S @HOME VIP PREVIEW EVENT www.gallerydirect.co.uk

Gallery is welcoming trade customers to its Chesterfield showroom this November for its exclusive @Home VIP Preview Event, offering a first look at over 600 new products across its spring/summer 2027 collections. Running from Monday 16th to Friday 27th November, the two-week event provides an opportunity to explore new designs, discover emerging trends and plan for the season ahead. Furniture takes centre stage, with over 270 new furniture and outdoor products spanning living, dining and upholstery. Visitors can explore completely new ranges alongside fresh designs, finishes and colourways across established collections. Gallery will also showcase its expanded Made to Order upholstery offering, providing greater flexibility through a choice of designs, fabrics and finishes. The wider collections introduce over 50 new textiles, including cushions and throws, over 100 home accessories, featuring decorative pieces, candles and diffusers, and over 200 wall decor designs across mirrors, wall art and clocks. Together, these collections promise to offer inspiration for retail displays and upcoming interior projects.

At Gallery’s two-storey Chesterfield showroom, dedicated key account managers will guide visitors through the collections, highlighting key developments and opportunities tailored to their businesses – and alongside the preview, Gallery’s Autumn Event continues, featuring over 600 promotional lines, including more than 500 half-price offers (available whilst stocks last). To book an appointment, visit Gallery’s website or contact the relevant key account manager.

That blend – strengthening partnerships while opening doors to new ones – turns a stand into a strategic asset, the BFA adds: “Consistently attending keeps exhibitors close to market change. Walking the halls as well as staffing their stand allows returning exhibitors to track trends in materials, machinery, mechanisms and components, plus competitor positioning. Over time, this builds a richer picture of where the sector is heading – informing product development, sales strategy and investment decisions well beyond the two days of the show. “Repeat exhibiting reinforces brand presence in ways digital channels alone cannot. Being a familiar, reliable name at FCE signals commitment to the sector and confidence in your offer, keeping your brand in conversation so you are front of mind when new projects arise. For companies looking beyond one-off wins, FCE is evolving from ‘an event we attend’ into ‘a platform we build on’. That’s why so many exhibitors aren’t just booking – they’re planning to come back, year after year.”

BED SHOW EVENTS 37

Beds back in the spotlight The National Bed Federation (NBF) Bed Show returned to Telford International Centre on 22nd-23rd September, gathering the UK bed industry’s great and good under one roof for two days of buying, networking and glamorous hospitality …

“A valuable platform

The Bed Show is the UK bed industry’s linchpin event, offering visitors plentiful opportunities to discover the latest product and gain valuable market insights. Offering a blend of British and Irish bed manufacturers and their suppliers – all of which are verified by the federation’s independent audits – it offers retailers and manufacturers a safe space in which to source, and remains highly representative of the domestic market. Tristine Hargreaves, NBF executive director, says: “The Bed Show is unique in that visitors can do business with complete confidence knowing that every bed manufacturer complies with strict UK regulations on flammability, cleanliness of fillings and trade descriptions.” It also features the annual gala dinner and Bed Industry Awards ceremony (this year hosted by sports broadcaster Clare Balding). The NBF comments: “A huge thank you to everyone who joined us for the 16th Bed Show in Telford, and to our sponsors whose continued support helps make the event the success it is today. “The Bed Show continues to provide a valuable

platform for the bed industry to do business, connect with colleagues and customers, and discover the latest products, ideas and innovations. We were really pleased with the positive feedback from exhibitors and visitors this year, with many commenting on the vibrant look and feel of the halls. “The gala dinner and NBF Bed Industry Awards were another highlight, with BAFTA-winning broadcaster Clare Balding bringing her wit and warmth to an evening that celebrated the achievements of businesses and individuals across bed the industry. “As organisers, we are proud to deliver an event that gives our members the unique opportunity to showcase their businesses, build relationships and drive new opportunities to a captive audience. We will be reaching out to NBF members over the coming months about securing their place at next year’s show, and look forward to welcoming the industry back to Telford International Centre on 21st-22nd September 2027 for another fantastic event.” Read on to discover some of the highlights of this year’s show, and turn to p51 to read our official coverage of the 2026-27 Bed Industry Awards. www.bedshow.co.uk

38 EVENTS BED SHOW

Kyoto gets back to beds Kyoto says the Bed Show proved an outstanding event, providing the perfect platform to showcase its latest collections, strengthen customer relationships and build momentum for the crucial peak 2026-27 trading period …

Georgia

“Availability and reliable fulfilment can be just as important as price

The Bed Show once again brought together retailers, manufacturers, suppliers and industry professionals from across the UK – and for Kyoto, the event was an excellent opportunity to meet face-to-face with valued customers, many of whom have supported the business for years. “In today’s fast-moving business environment, there’s no substitute for personal interaction, and it was fantastic to spend time discussing opportunities, sharing ideas, and demonstrating our latest innovations,” the supplier reports. “A particular highlight was seeing so many of our retail partners showcasing and embracing Kyoto’s new upholstered bed and sofabed collections. The positive reaction to the ranges exceeded expectations, with customers commenting on the quality, design, comfort, and strong commercial appeal of the products. “The collections have been carefully developed to meet changing consumer demands, combining contemporary styling with practical functionality and great value.” The addition of new upholstered bed designs continues to strengthen Kyoto’s bedroom offering, while the latest sofabed models attracted significant attention from retailers seeking versatile furniture solutions that cater to modern homes. “The

encouraging feedback received throughout the exhibition reinforced our confidence that these collections will perform strongly in the months ahead,” says Kyoto. Another key factor behind that positive outlook is Kyoto’s commitment to stock availability and service. With substantial stock arriving ahead of peak trading, the business says it is well positioned to support customer demand throughout the busy autumn/ winter selling season. “Retailers increasingly recognise that availability and reliable fulfilment can be just as important as price, particularly during peak periods when missed sales opportunities can have a significant impact,” the supplier explains. “Our investment in stockholding, warehousing and supply chain planning means customers can enter peak 2026-27 with confidence, knowing that popular product lines will be readily available when they need them most. This proactive approach is expected to help maximise sales opportunities across the retail network during what is anticipated to be a strong trading period.” The success of the show is a reflection not only of Kyoto’s product development and operational planning, but also of the partnerships it has built with its customers. “Their continued support, feedback and commitment play a vital role in shaping the future direction of our business,” says the business. “On behalf of everyone at Kyoto, we would like to extend a sincere thank you to all customers who visited our stand, met with our team, and continue to support the Kyoto brand. Your enthusiasm for our collections and your confidence in our business are greatly appreciated. “We leave Telford feeling optimistic, energised and excited about the opportunities ahead. With a strong product portfolio, excellent stock availability and valued customer partnerships, Kyoto looks forward to a successful peak 2026-27 season and continued growth together with our retail partners.” www.kyoto.co.uk

COVER STORY

40 EVENTS BED SHOW

Celebrating partnerships and progress

Hypnos’ Dave Baldry with Ercol’s MD, David Finch

“Understanding what our retailers need from us is vital to our success

Focused on investing and improving its operations, services and experience for both consumers and retailers, and most recently supporting its retail partners with a new brand and display experience in stores, Hypnos showcased its new portfolio of handcrafted mattresses, dedicated to independent retailers. Launching in stores from next spring, the collections have been developed “to simplify and improve the consumer journey and understanding of the brand, both in-store and online,” says Hypnos. After months of development, consultation and testing, the collections offer natural luxury and ethical, handcrafted comfort. Designed to both impress discerning audiences with specially crafted ranges and to meet Hypnos’ broader consumer appeal, each range offers differing tensions and no-turn, pillowtop and seasonal-turn options. Group MD David Baldry says: “As a trusted partner and renowned British brand and manufacturer, understanding what our retailers need from us is vital to our success. We have worked hard to create mattress ranges that celebrate our values and offer our retailers maximum-value sales opportunities.” The new Luxury Organic Collection celebrates the skills and craftsmanship found at Hypnos, and features luxury organic fibres including peace silk and lambswool. The Modern Heritage Collection encapsulates all that makes Hypnos a desired brand – a blend of craft and comfort featuring British RWS wool sourced through the Woolkeepers initiative, carefully engineered British-made pocket spring systems, and fine comfort fillings and fibres.

The Floc installation brought wool to life

This month’s cover star, British bedmaker Hypnos, used the Bed Show to showcase how it continues to evolve, adapting to market demands while delivering greater value and commercial opportunities for its retail partners …

Hypnos’ Wool Classic collection also features British Woolkeepers wool from trusted farms across the country – while the popular Orthos collection, which is genuinely hand side-stitched, has been reinvented to offer greater choice and support with sustainable and natural fillings. Hypnos champions the use of wool from The Woolkeepers community of over 400 farms. Hypnos highlighted its unique wool story at the show through Floc, an installation by designer Amber Thompson. These cloud-like lights, made from British wool fleece, put the material hidden within Hypnos mattresses centre stage. The Bed Show also saw the preview of a collaboration with one of UK’s best-known furnituremakers, Ercol. Both family-owned brands share over a century of craft heritage, the collaboration celebrating British manufacturing and a synergy of traditional wood craftsmanship and upholstery skills. With polished, classic designs built to last, the collection also features certified Britishgrown ash. David says: “Hypnos presents British manufacturing at its best, extolling the importance of staying true to the craft and value of handcrafted products. The time and care we invest in every Hypnos mattress resonates with today’s consumers, who are looking for high-quality, ethically made products, both in the UK and internationally. “Our resolute commitment to these ideals has seen us continue our success despite the challenging geopolitical and economic conditions currently experienced by the market, proving that in uncertain times, it is important to stay true to your core values, creating a trusted business with huge future potential.” www.hypnosbeds.com

VISIT OUR STA ND AT T H E NB F B E D SH OW 2 2 /2 3 SE PT 2 0 2 6 Net zero committed | Inspired by Nature | 100% Recyclable | hypnosbeds.com

42 EVENTS BED SHOW

Sleepeezee’s vision comes alive

“Striving to always do right by our people, planet and customers

Tranquil Luxury 01

Following the 2026 NBF Bed Show, Sleepeezee says it is celebrating an outstanding event filled with new launches, industry-leading designs and a showcase of the brand’s rich heritage …

The show provided the perfect platform for Sleepeezee to unveil its latest collections and bring its evolving brand vision to life. Attracting significant attention from retailers, visitors and industry experts alike, the Sleepeezee stand showcased the brand’s continued commitment to craftsmanship, innovation and style. The event also provided an opportunity to continue to display Sleepeezee’s brand proposition, ‘The Rest of Your Life’, demonstrating how the brand is striving to evolve while staying true to the quality, expertise and heritage that have defined Sleepeezee for generations. Five new collections were launched at the show, including a newly refreshed Ortho range with enhanced spring counts and firmer support for customers, priced at Sleepeezee’s entry point, offering value for money without compromising on quality. Next was a new memory collection featuring Serene foam, designed to offer more sumptuous comfort, says Sleepeezee: “Serene foam has the soft, cloud-like feel of memory foam but provides better airflow thanks to its microscopic air capsules throughout its design, helping to combat overheating. Unlike traditional memory foam, Serene is not affected by heat, so offers a more consistent overall performance and immediately responds to your body shape as you sleep for enhanced comfort.” Another new development that garnered a lot of positive attention at the show is Tranquil Luxury. This new range features responsive layers of latex and is finished with an internal tufted construction providing a smooth and soft sleep surface. The internal tufts help keep all of the comfort layers in place, meaning no glue has to be used, helping ensure the mattress can be easily broken down and recycled at the end of its life. Alongside these stand-out new launches were two

new ecommerce-specific ranges to help broaden Sleepeezee’s e-tail partner offerings, as well as new headboards that offer consumers more design choice. Sleepeezee says it remains committed to delivering innovative, high-quality sleep solutions that meet the evolving needs of its customers. Marketing director Amy Curtis comments: “We were really pleased to have another successful year at the Bed Show, with amazing feedback from our retail partners to our new collections. We were also proud to have made it as a finalist in the Bed Manufacturer of the Year award category – demonstrating our commitment to crafting quality handmade products, and striving to always do right by our people, planet and customers.” www.sleepeezee.com

44 EVENTS BED SHOW

Going behind Komfi’s big reveal The concept ‘Nexus’ is defined as a central point where multiple elements come together and bond. Inspired by this concept of multi-layered unity, and with 40 years’ experience in the mattress industry, Komfi’s team says it has designed and created a mattress in which six layers of foam, springs and gel work together to deliver “the ultimate sleep experience”. The Nexus Collection is one of three new additions to the Komfi mattress range this autumn, all designed and crafted in the Yorkshire hills.

The Komfi team at this year’s show

In September’s issue, Komfi teased that it would be launching its “most innovative mattress ever” at the Bed Show – so now, with the UK’s biggest bed exhibition wrapped for another year, it’s time to lift the curtain …

Nexus with Cooling GelFlow

“An innovative mattress which caters for a wide range of consumer needs

The launch “The Nexus Collection had a fantastic reaction from both current and new customers at the NBF Bed Show, with orders now on the way to shop floors across the UK and online listings already live,” says Richard Gretton, commercial director at GNG Group. “One of the most discussed points on the Komfi stand were the cooling solutions in the Nexus Collection, which we deliver through multiple, innovative materials – Aircool memory foam and Cooling GelFlow. Combined with the range of pocketspring options, the feedback at the show was that we’ve created an innovative mattress which caters for a wide range of consumer needs and price points – and that’s exactly what we set out to do.”

Innovative engineering means Nexus delivers cooler sleep, says Komfi

The design The core of the Nexus design is two layers of reactive pocket springs, enveloped in sustainable Ecofoam for long-lasting support, and memory foam for comfort. The Aircool models utilise a top layer of AirCool memory foam to deliver cooling pressure relief, with its open-cell structure boosting airflow through the mattress – while the Gelflow models use innovative Cooling GelFlow, an advanced gel foam which actively draws heat away from the body.

Feel the Serenity Komfi also unveiled a second new collection at the show, Serenity. Inspired by feedback from retailers, the three-part Serenity mattress range delivers value, comfort and durability, finished with Komfi’s colour-coded zips for an easier and more enjoyable shopping experience. Sitting between Komfi’s established Unity and Vitality mattress ranges, the new Serenity collection adds another option for consumers looking to upgrade their sleep experience at a competitive price point. Time to talk sofabeds “With the festive season fast approaching, now is the time to plump up your sofabed with a new mattress in preparation for overnight guests,” adds Komfi, which has added a range of sofabed mattresses to its collection, with three designs to give guest beds a new lease of life – from the 5cm deep Eco-Friendly to the 10cm Memory Support. www.komfi.co.uk

Where experience meets comfort. Luxurious comfort and innovative designs for the perfect sleep.

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46 EVENTS BED SHOW

Interaction and investment

New Mattressgard PoS aims to simplify selling

“Events like this are hugely important to our business

The Mattressgard range, displayed on Staingard’s stand

For today’s furniture retailer, the customer relationship is about more than the initial purchase – consumers want reassurance that their investment is protected, while retailers are increasingly looking for ways to add value, generate additional revenue and deliver a positive customer experience, and that’s where Staingard has an important role to play, says the furniture care and protection specialist …

Staingard offers a comprehensive range of care plans and products, helping retailers make care and protection an integral part of the furniture sales journey. “By providing customers with practical solutions to care for and protect their purchases, retailers can build confidence while creating opportunities to strengthen customer relationships beyond the point of sale,” says the supplier. The importance of this proposition was reflected at this year’s Bed Show, which gave Staingard an opportunity to catch up with existing retail partners, meet new contacts and discuss how the business can continue supporting retailers across the industry. Robert Jones, head of sales, says: “The Bed Show was a fantastic success for us. It was great to spend time with our existing retail partners, meet new contacts and discuss how we can continue to support retailers with our care plans and care products. “Events like this are hugely important to our business.

They give us the opportunity to listen to our partners, understand their priorities and demonstrate how we can help them deliver even greater value to their customers. We came away feeling really positive about the conversations we had and the opportunities ahead.” Alongside its focus on retail partnerships, Staingard is investing in digital solutions to make its services more accessible and easier to use. Developments include an enhanced product ordering facility through the Staingard Portal and a new Shopify plug-in designed to simplify the sale of its care plans online. However, the ambition extends beyond a single platform. Staingard is also focused on integrating its care plans with a wider range of online platforms and ecommerce systems, helping retailers incorporate protection into their existing digital customer journeys. The aim is to create more streamlined processes, support online sales and provide solutions that work around the retailer’s existing systems. This reflects Staingard’s wider commitment to combining technology with the personal service and relationships that remain central to its business. “Whether supporting retailers in-store or online, the objective is to make offering care and protection as straightforward and effective as possible,” it says. Staingard says the positive response it encountered at the Bed Show provides further encouragement as it continues to develop its offering, strengthen partnerships and explore new opportunities across the industry. “Ultimately, Staingard believes that successful retail partnerships are built on trust, service and a shared commitment to customer satisfaction,” the supplier concludes. “By continuing to invest in its people, products and technology, the business aims to help retailers meet changing consumer expectations and build lasting customer relationships.” For more information, contact salesteam@staingard.co.uk or call 01244 888658. www.staingard.co.uk

Mattressgard & You The Perfect Fit

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50 EVENTS BED SHOW

Innovation and inspiration from Breasley

EcoBrease Tesselo Cool 27

With a bustling stand and enthusiastic feedback from retailers, the event once again proved a key date in Breasley’s product launch calendar. Innovation took centre stage with the introduction of UNO’s EcoBrease Tesselo Cool 25 and 27 mattresses. More than two years in development, and first previewed as a concept at the 2025 Bed Show, the range represents “an exciting step forward in mattress manufacturing”, says Breasley. At its heart is a patented, glueless interlocking system, developed by Breasley’s in-house team. Eliminating the need for adhesives, the technology securely connects the foam layers while introducing greater versatility in comfort. The manufacturer says that extensive testing has ensured the mattresses deliver the durability, support and quality synonymous with Breasley. “Developing the Tesselo Cool products has been a labour of love and an exciting journey,” comments product developer Jacek Porsolo. “From initial research and development through to rigorous testing, our focus has always been on improving people’s sleep experience. We’re confident this collection delivers something genuinely different.” And the innovation goes beyond construction. Both the Tesselo Cool models offer a choice of comfort through their unique dual-feel configuration, allowing sleepers to select a slightly firmer or softer feel for either half of the body. The Tesselo Cool 27 takes versatility further with a flippable design, offering a firmer sleeping surface on one side or a softer, quilted alternative on the other. Combining UNO’s premium Deluxe Foam with

The show saw the launch of the UNO InspiRed collection

“Products that combine manufacturing expertise with genuine consumer appeal

EcoBrease Tesselo Cool 25

September marked another successful Bed Show for Derbyshirebased manufacturer Breasley, as the company unveiled five new products alongside an impressive showcase of its UNO and Salus collections.

EcoSoft and EcoFirm support foams, alongside the temperature-regulating EcoCool cover, the collection delivers distinctive comfort with a refreshingly different approach to mattress design, says Breasley. Partnership and inspiration were equally prominent at the show, which saw the launch of the UNO InspiRed collection, celebrating Breasley’s continuing relationship with Wrexham AFC’s men’s and women’s teams. Featuring a mattress, pillow and branded travel pillow, the collection draws inspiration from the club’s players and their sleep preferences. The UNO InspiRed Mattress provides firmer, supportive comfort, while the adaptable crumb-filled pillow reflects feedback from players seeking personalised cushioning throughout the night. Completing the stand was Breasley’s established Salus Luxury Wellbeing Collection, alongside its practical Ottoman and Bed in a Box ranges. The latter offers retailers a convenient take-home solution, with an entire bed frame cleverly stored within the headboard – ideal for rooms with restricted access or customers wanting immediate convenience. Breasley’s CEO Pomi Khan concludes: “With innovation, versatility and retailer-focused solutions firmly in our thoughts, the Bed Show 2026 reinforced our commitment to developing products that combine manufacturing expertise with genuine consumer appeal.” Breasley will be attending the January Furniture Show, and says its team looks forward to welcoming visitors to the stand. www.breasley.co.uk

BED INDUSTRY AWARDS 2026-27 A Furniture News supplement delivered in partnership with the NBF

A difference you can feel, naturally. We’re incredibly proud to have been named Bed Manufacturer of the Year and Product of the Year by the NBF. Two awards that celebrate what we do best – combining generations of bedmaking expertise with natural materials, innovative spring technology and an unwavering commitment to handmaking exceptional beds here in Yorkshire. HARRISONSPINKS.CO.UK

BED INDUSTRY AWARDS 53

Welcome! “Do these businesses have a monopoly on good achievements? ‘How can I win a Bed Industry Award?’ As a member of the judging panel since its inauguration, it’s a question I’ve been asked a fair few times (and often by businesses very deserving of the accolade). Each year, alongside my fellow judges from the world of bed retail and manufacture, I’m asked to assess entries from some of the best in the business. That might mean creating a shortlist and (sometimes regretfully) shelving those which aren’t up to scratch. It might mean a lively debate over the merits and flaws of the strongest entries. It might also mean that some of the same companies end up taking the top spot each year. Why is that? Do these businesses have a monopoly on good achievements? I can assure you that the process is all very much above board, and I’ve never had cause to question the integrity of another judge. So, I can only conclude that the winners really know how to make their case (like the closing scene in a good detective movie). They’ll explain their achievements in a manner that’s engaging, speaks to industry professionals from various walks of life, avoids waffle and spurious claims, backs up arguments with numbers, and addresses the market’s most pressing challenges. It also means they’re truly among the best, and setting extremely high standards. This year’s crop is no different. In manufacturing, Harrison Spinks again emerged as a clear winner, this time across two categories. John Cotton and Carpenter again went above and beyond to deliver what goes into our mattresses. MattressOnline recaptured its premier position in the online space, and Dreams outdid its national rivals. Among the independents, thanks to their teams’ energy and industry, the achievements of Prestige Beds and Dreamland have been well publicised, and they really shone through. And let’s not forget the finalists, some of which came within a whisker of triumph – all emerge as examples to the rest of the trade. Well done to every one of them – and, indeed, to all who entered. It may not have been their year, but by submitting an entry, they’ve made it clear that they’re proud of their achievements – and it pays to shout them from the rooftops (Furniture News is always happy to help spread the word). Over the following pages, you’ll see why this year’s winners were selected, plus views and reactions from their principals. You’ll find summaries of each finalist’s entry, shared memories of another glamorous presentation evening, and, underneath it all, the essence of what it takes to prosper in today’s often-challenging trading climate. Good sleep matters, so I’m glad the people behind our beds are taking it so seriously. And my answer to the question, ‘How can I win a Bed Industry Award?’ By being the best, and knowing how to show it.

Paul Farley Editor-in-chief, Furniture News

54 BED INDUSTRY AWARDS

Sleeping giants On Tuesday 22nd September, the bed industry came together in Telford’s International Centre for this year’s Bed Show, and to discover the winners of the 2026-27 Bed Industry Awards. Following a hardfought contest, eight winners from across UK bed manufacture, supply and retail were announced by celebrity host, Clare Balding. Marvellous makers This year’s winners in the NBF member awards were: the Clover 3000 Wildwood mattress by Harrison Spinks for Bed Product of the Year; Serene Soft Foam by Carpenter for Component Product of the Year; Harrison Spinks for Bed Manufacturer of the Year; and John Cotton Nonwovens for Supplier of the Year. The judges for both company awards were Tony Attard OBE DL (BFC and Panaz Group), Michael Bodsworth (SATRA Technology), and Dr Ann Stevenson (Resource Futures and the Department for Environment Food and Rural Affairs). The Bed Product of the Year judges were Steve Adams (MattressOnline), Sue Davies (Sue Davies Design Solutions), James Dunne (Prestige Beds), Paul Farley (Furniture News) and James Wilson (The Sleep Geek, Sleepunity). The Component Product of the Year judges were Natalie Goodwin (Sealy UK), Hayley Hodgson (Silentnight), David Morris (Sleepeezee) and Ross Yeardley (Healthbeds).

The evening’s band, Eddie & The Murphys

“Congratulations to all the worthy winners and finalists

Unrivalled retailers The winners in the retail awards were: Dreams for National Bed Retailer of the Year; MattressOnline for Online Bed Retailer of the Year; Prestige Beds for Medium NBF Retail Champion of the Year; and Dreamland for Small NBF Retail Champion of the Year. These categories were judged by Jessica Alexander (The Furniture Makers’ Company), Jarrod Bird (Interiors Monthly), Richard McMurrough (Propaganda), Dan Squires (Big Furniture Group) and James Winfield (Propaganda).

Clare Balding shared stories from the sporting world

Each year, the National Bed Federation (NBF) Bed Industry Awards recognise the industry’s best and brightest – and Furniture News presents the exclusive lowdown on exactly why the winners and finalists made the podium …

Stand-out performances Matt Richardson, NBF acting president, says: “As we edge towards two decades of the esteemed NBF Bed Industry Awards, they continue to provide a valuable opportunity to recognise the stand-out companies in the UK and Irish bed sector who have truly gone above and beyond over the past year. Congratulations to all the worthy winners and finalists, and those who put themselves forward to be judged.” Following the gala dinner, live band Eddie & The Murphys closed out yet another successful evening. “The NBF Bed Industry Awards ceremony is possibly our favourite night in the industry calendar, and judging by the delighted faces, group hugs and triumphant cheers filling the room in Telford, it may well be the favourite for many of the bed businesses across the UK and Ireland too,” the NBF enthuses. “Several categories this year were described by judges as ‘incredibly close’, while a number of finalists across retail, manufacturing and supplying were awarded Highly Commended recognition. This is a clear reflection of the strength and breadth of talent across our industry, with businesses continually raising the bar in what they deliver. “From developing innovative products and providing exceptional customer service to investing in people, supporting local communities and making progress on sustainability, businesses continue to demonstrate their ambition and resilience, despite the challenges facing the industry and wider economy. “We are incredibly proud of the achievements highlighted in this awards feature, and extend our congratulations to all the winners and finalists. To everyone who entered this year – thank you for sharing your successes with us. The standard continues to rise, so keep up the great work, and we hope to see you on the shortlist next year. You never know!” This year’s Bed Industry Awards ceremony was sponsored by Adjust-A-Bed, the drinks reception by Dura Beds, and the live band by Hypnos. Next year’s awards ceremony will take place on 21st September. In the meantime, read on to discover why this year’s winners and finalists made the cut, and what they have to say to about it … www.bedshow.co.uk/awards

This year’s winners (clockwise from top left): Carpenter UK; Dreams; Harrison Spinks; John Cotton Nonwovens; Prestige Beds; Dreamland; Harrison Spinks again; and MattressOnline

56 BED INDUSTRY AWARDS

Bed Manufacturer of the Year: Winner

Harrison Spinks

The West Yorkshire vertically integrated bed manufacturer celebrated winning ‘three-in-a-row’ titles, confirming its status as ‘The True Bedmakers’ … During a challenging year for the industry, Harrison Spinks continued to invest in sustainable manufacturing, responsible sourcing, people and communities, reinforcing its long-term commitment to “doing business the proper way”. CSR is not a standalone initiative – it underpins every decision Harrison Spinks makes. Sustainability begins on its Yorkshire farm, which achieved Soil Association Organic Certification this year. This recognises years of investment in regenerative farming practices that improve biodiversity, protect soil health and strengthen the traceability of fibres in its mattresses. By growing its own hemp and flax and rearing its own sheep and alpacas, the bedmaker continues to shorten supply chains while supporting British agriculture and keeping environmental impact to a minimum. MD Nick Booth comments: “Our greatest investment remains our people. Throughout the year we delivered wellbeing programmes covering mental health, finance, nutrition and pensions, alongside EDI training and leadership development. We continue to support apprenticeships, and have partnered with Lighthouse to provide supported work experience opportunities for neurodivergent individuals, helping create meaningful pathways into employment.

“Together, these initiatives reflect our belief that responsible manufacturing extends beyond the products we make to the people, communities and environment we support.” Innovation is a driving force behind Harrison Spinks. This year it invested in products and technologies that respond directly to changing consumer expectations while strengthening its long-term competitive advantage. Recognising changing spending habits, it launched Wildwood, a value-focused collection that brings together quality, natural fillings and award-winning spring technology at a more accessible price point. Its lighter-weight construction also reduces transportation and manufacturing impacts throughout the supply chain. Not content with just winning the Bed Manufacturer of the Year award, the new Clover 3,000 mattress from the Wildwood Collection was also crowned 2026’s Bed Product of the Year. Meanwhile, investment in a new fillings line has improved the consistency and durability of Harrison Spinks’ natural filling pads by bonding the fibres together more, which it says reduces settlement over time and enhances long-term mattress performance. Innovation has also extended across its upholstery collections, with the launch of FR chemical treatment-free headboards and divans, complementing its WoolKind mattresses and reinforcing Harrison Spinks’ ambition to lead the industry towards more natural, responsibly manufactured products. Significant investment has also been made in retail environments through new PoS

“We remain committed to investing in what makes us different installations and merchandising designed to better communicate its story. A great example is Cousins, where investment in new showroom PoS and the introduction of a white-label Wildwood has strengthened the retailer’s premium offering and delivered an impressive 17.5% YoY growth. Other leading independent retailers also reported healthy double-digit growth with the brand on the back of the upgraded merchandising programme. Praising Harrison Spinks, awards judge Michael Bosworth says: “In a remarkably competitive category where every finalist demonstrated exceptional strength, Harrison Spinks edged a very tight decision through their commitment to sustainable innovation. Achieving top scores for sustainability and innovation, their vertical integration, from Soil Association Organic farm certification to FR chemical-free WoolKind fabric, demonstrates how luxury British craftsmanship and environmental responsibility can seamlessly coexist.” Fellow judge, Tony Attard OBE DL, adds: “Harrison Spinks would be an exemplary company compared to any modern business. Not only is it a leader in its product field, it is an innovator in all its technologies, cares about its people with significant wellbeing initiatives, and

cares about the environment in which it operates. We were impressed by the conviction of its teams, who understand and relate to the company’s corporate culture and high performance.” A defining theme of 2025-26 has been investment to improve. While many competitors reduced costs, Harrison Spinks invested in its future, ensuring the business is positioned for long-term growth. Despite challenging market conditions, its independent retail business has remained consistent YoY, and key customers including Furniture Village, MattressOnline, Rogers of York and Gillies have seen growth, clearly demonstrating the strength of its retailer partnerships and customer-focused strategy. Investment in manufacturing capability includes new production equipment, springs and products, while also expanding internationally. Harrison Spinks recently soft-launched a mono-brand showroom in Paris – a significant milestone in its European growth strategy and something it hopes to replicate elsewhere. Dr Ann Stevenson, one of the judges, comments: “Despite a tough year, Harrison Spinks have remained committed to their employees, communities, customers and environmental sustainability. Investment in production lines and the opening of

opportunities in the EU, they have remained true to maximising the ability to use sustainable British products. They have improved the wellbeing of employees, provided employment opportunities for disadvantaged people and designed new ‘value-for-money’ products without compromising quality or sustainability.” In summary, every investment has focused on better products, stronger partnerships, people and a more sustainable future, demonstrating the innovation, responsible manufacturing

and British craftsmanship that makes Harrison Spinks a worthy winner of this award. The winning business comments: “We remain committed to investing in what makes us different – our people, innovation, sustainability, craftsmanship and retail partnerships. It is this continued commitment that enables us to keep pushing boundaries and creating luxury beds that are genuinely unique.” www.harrisonspinks.co.uk

Chris Townsley, beds operations director, Harrison Spinks

“Focusing on the things that matter most to our customers and doing things the right way

How do you feel about the win? Very proud. To win Bed Manufacturer of the Year for three years running is a massive achievement. It is an amazing recognition for the hard work and commitment of everyone in the team. Winning the award has also, once again, had a huge impact on morale across the business. What points in your entry do you think swung the victory? It’s a combination of things. Focusing on the

things that matter most to our customers and doing things the right way. First, it’s the focus on quality. The team take immense pride in the quality of our beds and mattresses. There’s a huge amount of complexity involved in making our handcrafted natural, luxury products, and the team are obsessed with the care, quality and attention to detail, and this is something we are all extremely proud of. Second, product innovation. We introduced a number of significant improvements across the business this year, in many cases driven by our customers. For example, we’ve introduced firm edge and breathable cloth to our pocket springs, upgrading our in-house fillings line to develop premium luxury fillings pads. We’ve also enhanced our in-house woven mattress fabric with the launch of Wool Kind, which has a more luxurious feel. And we’ve introduced Wildwood, our new affordable luxury range, which won Bed Product of the Year. Finally, I’d say people initiatives.

Supporting colleagues is my number-one priority, and we continue to invest in a wide range of welfare initiatives. We’re also really proud to partner with the Leedsbased Lighthouse project to provide supported work experience opportunities for neurodivergent individuals, helping create meaningful pathways into employment. How do you plan to capitalise on/ celebrate it? We have a few things planned, such as arranging for the whole factory to have lunch together so we can take a short break to reflect on all the hard work across the business that has gone into winning this award. What’s in the pipeline for the coming year? More of the same. We will focus on making the highest-quality products and continue to innovate where we can, so we can give our customers the best possible quality and service, recognising the amazing work our colleagues do on a daily basis.

58 BED INDUSTRY AWARDS

Bed Manufacturer of the Year: Finalists Adjust-A-Bed (Highly Commended) Adjust-A-Bed has enjoyed a year of extremely impressive growth, cementing its reputation as a leading supplier of quality adjustable sleep systems. Its manufacturing workforce has increased by 50%, creating skilled employment opportunities, enhancing internal capability, and expanding production capacity. In addition, new personnel appointments have provided strong leadership, improved operational focus, and ensured the business is well positioned for sustained future growth. The business prioritises sourcing components from within the UK wherever possible, and now sources most raw materials from within 30 miles of its factory, helping to shorten supply chains and support British suppliers and manufacturing partners. Its key investment has been directly into retailer showrooms with impressive, branded galleries which ensure its products are displayed in inspiring retail environments that help customers experience the benefits of adjustable beds. By providing professional merchandising and marketing expertise, Adjust-A-Bed has created stronger partnerships built on shared success, which is clearly working. The judges were impressed by Adjust-A-Bed’s entry, with one commenting: “Having only set up six years ago, I would commend Adjust-A-Bed for being unashamedly specialist and rapidly expanding in the UK and ROI whilst sourcing 80% of what they make from within 30 miles of their factory. They are committed to designing products that last, upskilling disadvantaged people, working closely with their retail customer base and significantly investing in improving manufacturing processes.” Silentnight 2026 sees Silentnight celebrating 80 years of British bedmaking. Over the past eight decades,

Silentnight has evolved alongside changing consumer lifestyles and expectations, continually adapting its products and operations to meet new demands. In recent years, this has included significant investment in sustainable manufacturing, circular economy initiatives and employee development. This year, Silentnight reached a landmark milestone on its CSR journey by becoming the first large manufacturer in the UK bed industry to be B-Corp Certified – recognition of its commitment to balancing purpose with profit and responsible manufacturing. Product innovation remains central to Silentnight’s growth, with a focus on temperature regulation and personalisation via doublesided, dual-tension mattress constructions, allowing each sleeper to retain their preferred comfort without compromising on their sleep side. Silentnight continues to lead the industry in marketing and advertising campaigns targeting new and repeat customers, with the ‘sleep great, Britain’ campaign continuing to perform exceptionally well, strengthening its position as Britain’s most trusted sleep brand. Sleepeezee Sleepeezee had an impressive last 12 months, with excellent financial results. Through implementation of the Japanese business philosophy Kaizen, every part of the organisation is now working towards the same objectives. This has accelerated operational improvements, strengthened collaboration and engagement among teams, and been instrumental in advancing its business performance, resulting in stand-out savings of £650,000 versus budget, and offering quicker lead times for its customers. A new brand visual identity has been created under ‘the rest of your life’ – demonstrating Sleepeezee’s commitment to comfort through all stages of life. Brand awareness figures

increased by 4% points in the last year. With a strong focus on customer experience, a refreshed website was launched to enhance the purchasing journey and browsing experience, making it as seamless and intuitive as possible for end-consumers. A focus on improving customer experience transitioned offline

too, with physical stores getting a rollout of new PoS displays, giving the brand a greater presence and elevated look and feel on the floor, in line with the refreshed visual identity. www.adjust-a-bed.co.uk www.silentnight.co.uk www.sleepeezee.com

60 BED INDUSTRY AWARDS

Supplier of the Year: Winner

John Cotton Nonwovens In 2026, John Cotton Nonwovens commenced an investment of £3.5m in advanced end-of-line automation systems – and this integration into the manufacturing process is already showing improvements across efficiency, product quality and customer service … This new automation process has also contributed to the improvements John Cotton Nonwovens is making to create a cleaner, safer and less dusty working environment for its employees. Indeed, sustainability is embedded throughout the business. The Nonwovens division has transitioned entirely to white products manufactured from post-consumer waste, including used quilts and recovered mattress materials. These deliver a cleaner manufacturing process with significantly less dust for employees and customers, while also being easier to recycle at their end of life, supporting circularity and helping customers achieve their own sustainability goals. Replacing polypropylene with low-melt fibres within these products has reduced bonding temperatures, significantly lowering energy consumption and chimney emissions. Through the addition of its new 100% white product, Earthkind, John Cotton has created a closed-loop recycling system that transforms used mattress fillings and customer waste into high-quality new products, reducing reliance on virgin materials and helping tackle one of the bedding industry’s biggest circularity challenges. At the beginning of 2026, John Cotton began the development of Memory Fibre, a first-ofits-kind needled polyester product requiring no thermal bonding and offering “exceptional” resilience without deformation when rolled. Designed as a sustainable alternative to conventional foam comfort layers, Memory Fibre promises outstanding pressure relief, support and recovery while simplifying end-of-life

recycling through its single-polymer construction. John Cotton is confident that Memory Fibre has the potential to become one of the bedding industry’s leading sustainable alternatives to traditional foam comfort layers, combining enhanced comfort and durability with improved environmental performance. The judges were impressed, commenting: “The world is a changing place, and John Cotton has approached the future issues of the changing environment in a positive and proactive manner. “It’s a very difficult task to take fibres from

waste streams and to repurpose them into new consistent and usable products. The significant investment made by the company in postconsumer waste processing not only utilises waste streams but does so with less dust, thus creating a healthier environment for personnel. John Cotton remains a family-run business with an ethos of ‘designing things in the right way’.” A new partnership with marketing agency Reborn has significantly strengthened its marketing strategy and brand identity. Alongside the marketing plans to grow its digital presence through consistent and engaging

“John Cotton remains a family-run business with an ethos of ‘designing things in the right way’

social media campaigns, Reborn has been instrumental in developing a fresh suite of product marketing materials for new products such as Memory Fibre, while also creating impactful new graphics for the John Cotton stand (as seen at the Bed Show). Additionally, the supplier is implementing an automated Dynamics 365 order-processing system that converts customer emails directly into an ERP system, improving order accuracy and response times. Within this new system there is also the possibility to send customers automated information about new products using the new marketing materials created by Reborn, altogether creating an enhanced and improved customer experience. John Cotton also made significant

investments in its technical laboratory, expanding its team with highly skilled professionals. The increased knowledge base has directly contributed to faster innovation cycles and more robust, evidence-led solutions for its partners. It says these achievements not only demonstrate its drive to support customers through cutting-edge technology, but also reinforce its position as a leader in quality and technical capability within the industry. And if that was not enough evidence to warrant its award as Supplier of the Year, John Cotton has also designed and built the UK’s first proprietary testing machine for adjustable mattresses, and is now supporting leading manufacturers including Dreams, Bensons and Sealy with advanced product

development and testing. It says this advanced equipment is setting a new benchmark for how mattress performance is assessed in real-world conditions, enhancing the industry’s understanding of durability, recovery, support and long-term comfort. Commenting on its win, the business says: “Winning the NBF Supplier of the Year award reflects the commitment of our whole team to innovation, quality, sustainability and, above all, supporting our customers. As a long-standing member of the UK bed industry, recognition from the NBF and our industry peers reinforces our commitment to continually investing in the future of UK manufacturing.”

“There is a lot happening

What’s the biggest challenge facing your business? One of the biggest challenges is balancing increasing cost pressures with the need to continue investing in innovation and more sustainable manufacturing. Customers rightly expect high-performing, competitively priced products, but there is also an increasing requirement to reduce environmental impact and design products with their end of life in mind – which is both a challenge and an opportunity, meaning we need to continually invest in technology and research commercially viable ways to incorporate recycled materials and designing products that perform exceptionally well without making sustainability unaffordable.

Mark Baron, sales and marketing director

while reducing energy consumption and emissions within manufacturing. At the same time, we’re investing £3.5m in end-of-line automation and continuing to develop genuinely innovative products such as Memory Fibre Ultra. We’ve also invested heavily in our technical capabilities, including developing the UK’s first proprietary testing machine for adjustable mattresses. Together, these demonstrate that we’re continually looking at how we can improve both for our customers and the wider industry.

How do you feel about the win? We’re absolutely delighted to be named NBF Supplier of the Year. It is a fantastic achievement for the whole John Cotton Nonwovens team and recognition of the hard work that takes place across every area of the business. What makes it particularly special is that the award recognises us not simply for one product or initiative, but for our overall contribution as a supplier, from innovation and sustainability to investment, customer service and the commitment of our strong team of people.

How do you plan to capitalise on/ celebrate it? We’ll be proudly using the Supplier of the Year title throughout our communications and marketing over the coming year. From a commercial perspective, it gives us another opportunity to demonstrate to existing and prospective customers the expertise, innovation and investment behind John Cotton. It’s a fantastic endorsement of what we do, but it also motivates us all to keep putting in the hard work.

What’s in the pipeline for the coming year? There is a lot happening. One of our biggest areas of focus will be the continued development and commercialisation of What points in your entry do you think Memory Fibre Ultra, our innovative needled swung the victory? polyester comfort material, designed as an I think it was the combination of continued alternative to traditional foam layers. It offers investment and innovation alongside strong excellent pressure relief, support and recovery, commercial performance. We’ve made significant progress in sustainability, including can withstand compression and rolling without permanent deformation, and requires incorporating more post-consumer waste and used mattress materials in our products, no thermal bonding during manufacture.

www.johncotton-nonwovens.co.uk

…and today’s bed industry in general? One of the biggest challenges for the wider industry is moving towards genuine circularity while maintaining the safety, quality, comfort and affordability consumers expect. Mattresses are complex products containing multiple materials, which can make recovery and recycling difficult. There is also the continuing challenge of non-compliant imported mattresses entering the UK market. UK manufacturers invest significantly in meeting stringent flammability, quality and safety requirements, so ensuring a level playing field is important for both responsible manufacturers and consumers. Ultimately, the industry needs greater collaboration across the entire supply chain. Manufacturers, component suppliers, retailers and recyclers all have a role to play in designing better products, recovering more materials and developing commercially viable routes for keeping those materials in circulation.

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Supplier of the Year: Finalists Enkev UK A business that has undergone a complete reversal in a matter of years, from one on the brink of failure to one that, in the last 12 months, can boast impressive results in turnover and profitability. As MD Chris Francis highlights: “It’s about an amazing group of staff that have given everything to turn the business around. It’s about the customers who have trusted us, given us the support and time to turn the business around. It’s about the business becoming team focused, with a belief that we can do, rather than can’t do. It’s about the customer, our service, and helping develop natural range solutions with our customers.” Investment can be hard to source when looking to rescue a business. However, Enkev UK undertook a full site replacement of lighting to LEDs, new roofing and guttering on two sections of the facility, a new electric Sprinter van to be able to meet more customer delivery demands, and two new electric forklift trucks. It passed ISO 9001 with zero nonconformities, and the same with its NBF audit, maintaining ‘A’ grade status. Additionally, it maintained GOTS Organic Certification and employed three new part-time production staff, one new admin team member, and a new sales manager as it looks to strengthen the team and continue to grow the business. Chris concludes: “But possibly the stand-out moment for the team was, on getting the business back into profit, celebrating together at their first Christmas party in four years!” Spinks Sustainability and responsible manufacturing remain central to the Spinks strategy. It says it became the first company in the industry to develop a carbon calculator tool, providing customers with greater transparency and helping them understand product environmental impact. Spinks continues to design

and build much of its own manufacturing equipment, ensuring energy efficiency is embedded within operations. By developing machinery in-house, it reduces energy consumption, minimises waste and improves manufacturing and product performance. Vertical integration and implementing machine digitisation improved efficiency by reducing scrap and enhancing product quality, resulting in a very healthy uptick in net profit, all achieved while delivering 98% ‘right first time’ to its customers. Alongside apprenticeship

programmes, Spinks continues to invest in leadership development programmes. Employee wellbeing is equally important – it supports mental health awareness through Andy’s Man Club and a trained mental health responder. Employees also benefited from initiatives covering nutrition, financial wellbeing and Diversity, Equity and Inclusion training. The year also saw the launch of a refreshed brand identity under the ‘Wired for Comfort’ positioning. This included a new brand video, redesigned website and updated brand brochure, creating a

consistent customer experience across all channels. Spinks says: “Being named a finalist for Supplier of the Year is a fantastic achievement for us, and we’re delighted to have been recognised. We had a brilliant show, with the opportunity to see existing customers, build new relationships and catch up with many across the industry. It was a great few days, and we’d like to thank everyone who took the time to visit us.” www.enkev.com www.spinks.co.uk

ENKEV UK Enkev UK’s recognition as a finalist for NBF Supplier of the Year 2026 celebrates the people and partnerships behind the business’ progress. At its heart is a dedicated team whose hard work, shared belief and determination have helped grow the UK business. Equally important are the customers who have placed their trust in Enkev, giving the team the support and time to move forward. “That progress is built on a simple principle – working together,” says Enkev. “Across the business, the focus is on what can be achieved, with customer service, reliable supply and practical support guiding everyday decisions.” As an NBF A-Grade supplier, Enkev UK works closely with bed and mattress manufacturers to develop natural fibre solutions for their collections. Combining material expertise with an understanding of customers’ needs, the team helps bring ideas into production. This commitment to development was reflected at this year’s NBF Bed Show with the launch of the Botanical Collection, blending organic British wool or organic cotton with fibres

From left: Enkev UK MD Chris Francis, acting NBF president Matt Richardson, and Jill Armstrong, a member of the Enkev UK administration team

www.enkev.com

derived from lavender, dandelions and daisies. “The finalist recognition is a shared achievement,” Enkev concludes. “Thank you to

our team, customers and partners for helping build a stronger business. Together, we are shaping the next chapter for Enkev.”

PROUD TO BE A FINALIST!

MEDIUM NBF RETAIL CHAMPION OF THE YEAR 2026 We’re delighted to be recognised as a finalist in this year’s NBF Bed Industry Awards. This recognition reflects our continued investment in our showrooms, our commitment to offering quality products from leading NBF member bed manufacturers, and the knowledge, dedication and customer service of our teams. Thank you to our staff, suppliers and industry partners for their support, and congratulations to all this year’s winners!

Collingwood Batchellor y o u r

h o m e

STORES IN SURREY & SUSSEX

www.collingwoodstores.co.uk

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Bed Product of the Year: Winner

Wildwood Clover 3,000 Born out of customer feedback, the Wildwood Clover 3,000 mattress makes Harrison Spinks’ natural comfort and spring expertise accessible to a much wider audience, delivering the qualities consumers value most in a Harrison Spinks mattress at a compelling sub -£1,000 price point. Launched in May, the Clover 3,000 sits at the top of a new three-model Wildwood collection. Rather than simply reducing the specification of an existing Harrison Spinks mattress, the development team approached the product differently – identifying what genuinely contributes to comfort, support and better sleep, then purposefully simplifying its construction to create outstanding value. At its heart is an individually responsive pocket spring system complemented by layers of micro springs, creating responsive support across the mattress. This is combined with traceable British wool, BCI cotton, homegrown hemp and flax – natural fibres selected for their comfort, breathability, resilience and temperature-regulating properties. Both the sleeping surface and border are crafted using Harrison Spinks’ own wool-rich mattress fabric, woven in-house using British wool and finished on a new state-of-the-art finishing line to create an “exceptionally soft, premium look and feel”. The team challenged themselves to create a lighter, simpler Harrison Spinks mattress using fewer components than their typical premium models, without compromising the fundamentals that create a comfortable night’s sleep. This purposeful simplification reduces material use, makes the mattress easier to

manufacture, handle and transport, and creates efficiencies throughout production. Its single-sided design also makes ongoing care easier for consumers, while its construction has been engineered for efficient manufacture in Harrison Spinks’ Yorkshire factory. The Clover 3,000 has been created with end of life in mind, and can be fully recycled. Before launch, the business undertook home sleep trials using a number of internal personnel to understand real-world consumer experience. After seven nights, 100% of participants rated the comfort an average of 4.7/5. Almost everyone asked said the thing they liked most was its comfort. Fundamentally, Clover addresses an important gap for Harrison Spinks and its

“Pound for pound, the stand-out candidate, and a worthy winner retailers. At a suggested king-size retail price of £949 on promotion and £1,049 outside promotion, it gives consumers an opportunity to experience a Harrison Spinks mattress at a more accessible price point. Rather than replacing established Harrison Spinks models on retailers’ floors, Wildwood was specifically developed to create incremental opportunities, including placement on third-party bed frames and online. Its simplified proposition translates particularly effectively to ecommerce, while retailers can also white-label the product to create exclusivity and reduce direct price comparison. And early results indicate the strategy is working. Since launch, 26 retailers have taken Wildwood, and repeat business has been reportedly excellent. Retailer feedback indicates sales are being won from competitor brands rather than cannibalising existing Harrison Spinks business. Stacey, a member of Rodgers of York’s bedroom department, testifies: “The Wildwood range has made a really encouraging start for us. We sold four mattresses in the first weekend alone and, from the conversations we had with those customers, we believe those sales would otherwise have gone to competitor brands. It’s

given us a Harrison Spinks product at a price point that allows us to compete for sales we may previously have missed.” Clover is supported by a clear consumer proposition centred on 3,000 springs, natural fillings, British craftsmanship and accessible value, providing retailers with a straightforward

Which aspects of your entry do you think secured the win? We placed our retail customers at the heart of the development process. Our key priority was to achieve an accessible retail price while retaining the quality and natural luxury expected from Harrison Spinks. We also focused on practical instore considerations, including keeping the mattress at a manageable depth and minimising its weight. How do you plan to build on and celebrate the win? The award provides valuable independent recognition that our vision for the Wildwood collection was well founded. Commercially, the response has been fantastic, with uptake continuing to grow each day. We have also thanked the entire Harrison Spinks team for the contribution they made to this success. What’s in the pipeline for the year ahead? Our product development team is working on an exciting programme of launches scheduled throughout 2027. Harrison Spinks is uniquely equipped to innovate, with on-site weaving, our own fillings plant and in-house spring-making machinery, all supported by the expertise of our talented workforce. We have new developments planned across several areas. Everything we do is inspired by our vision to be leaders in natural handcrafted luxury – 2027 promises to be an exciting year. What’s the biggest challenge facing your business? Being the world’s most vertically integrated bed manufacturer, a major challenge is ensuring a focus on continuous improvements and innovations across all

areas of the business. We are investing in staff and machinery to enable future innovations in luxury sleep, from new crops on our 300-acre farm, which may feature in fillings, to machinery upgrades in our weaving dept to allow us to produce our FR chemical-free and traceable British wool WoolKind mattress fabrics.

“Commercially, the response has been fantastic

feedback from people sleeping on the product to create a mattress that will give most people a great sleep product at a competitive price. Pound for pound, the stand-out candidate, and a worthy winner.” www.harrisonspinks.co.uk

Ian Atkins, head of product design and innovation

How do you feel about the win? I am incredibly proud and delighted by this win, and grateful for the combined efforts of everyone involved. A product only comes to life when our production, marketing and sales teams work together, and this achievement reflects their collective contribution.

story that works both in-store and online. The mattress proves that outstanding natural comfort, responsive support and British craftsmanship do not need to be unnecessarily complicated, or inaccessible. The judges say: “They started with a problem, thought about a price point and used

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Bed Product of the Year: Finalists i-Motion with Premium Natural 3000 mattress, Adjust-A-Bed The i-Motion with Premium Natural 3,000 mattress combines intelligent sleep technology with traditional mattress craftsmanship to create a complete, personalised sleep system. The combination brings together an exclusive, in-house-engineered adjustable platform and a premium natural mattress, giving consumers greater choice, comfort and control over their sleep, while giving retailers a product that is easy to demonstrate and understand. Dual massage, wireless control, Zero-gravity positioning, USB charging, under-bed lighting and integrated child locks work together as part of a cohesive system rather than as a collection of individual features. As one of the judges comments: “There’s a lot of features here in one bed.” The technology has been designed to be intuitive and easy for retailers to demonstrate on the shop floor. The Premium Natural 3000 is available in soft, medium and firm tensions, allowing customers to select the comfort and support that best suits their individual preference. For retailers, the proposition is designed to be simple to demonstrate, communicate and sell. The i-Motion provides

an engaging demonstration experience, allowing customers to see and feel the technology rather than relying on a sales explanation alone. PoS materials including full galleries, digital content and social media assets provide marketing support to help retailers communicate the proposition consistently, and are provided free of charge. Grange House Natural Fusion Elevation 4,000, Dura Beds The Grange House Natural Fusion

Elevation 4,000 has been created to redefine what consumers should expect from a premium mattress retailing for under £1,000 in a standard double size. As the flagship model in the range, it combines responsibly selected natural materials, advanced sleep technologies and considered British craftsmanship to create a well-balanced sleep system. Every material, technology and construction detail has been selected with one objective, says Dura – to deliver a healthier, cooler

and more restorative night’s sleep. Featuring a luxurious box-top construction, 4,000 individually pocketed springs and the richest blend of natural comfort materials in the range, it delivers the most sophisticated sleep experience in the collection. Natural comfort is where the Elevation truly differentiates itself. Hemp, flax, bamboo, cotton and kapok have been selected not simply because they are natural, but because each performs a specific role within the complete sleep system. Together they enhance breathability, airflow, moisture management, durability, temperature regulation and comfort, creating a healthier and more balanced sleep environment. Supported by premium PoS materials, educational technology graphics, lifestyle imagery, brochures, digital marketing assets and retailer training, the Elevation has been developed not only to perform exceptionally in the home but to commercially on the showroom floor, says Dura: “It delivers meaningful benefits for consumers and strong commercial opportunities for retailers.” www.adjust-a-bed.co.uk www.durabeds.co.uk

Refreshing company – ahead of the gala dinner, guests enjoyed drinks in the foyer, courtesy of sponsor Dura Beds

68 BED INDUSTRY AWARDS

Dura Beds raises its ambitions Dura’s sales director Paul Mason and chairman Imran Akhtar, acting NBF president Matt Richardson, and Dura sales agent Paul Owen

Dura Beds says full family ownership, a fresh commercial vision and NBF finalist recognition put product development and retail partnership at the heart of its next chapter …

“If we can help our retail partners grow, we’ll continue to grow alongside them

Coppercare collection

“A mattress earns its place on the showroom floor twice,” says Dura Beds – first by catching the customer’s attention, then by giving the salesperson a convincing story to tell. Dura’s latest developments address both sides of that equation, combining a more distinctive product offer with an ambition to help retailers present and sell it effectively. The backdrop is a significant ownership milestone. Following Imran Akhtar’s acquisition of full ownership, Dura Beds has entered a new chapter under family control. Its stated priorities span manufacturing, logistics, customer service and product development, with continuous investment and long-term customer partnerships central to the vision. Its Grange House Natural Fusion range provides a tangible expression of that ambition. The flagship Elevation 4000 secured finalist recognition in the Bed Product of the Year category, placing the mattress among the industry’s shortlisted developments. For retailers, however, the collection’s appeal begins with what customers can see, feel and understand. Across four progressively specified models, Natural Fusion brings together plant-based fillings and contemporary comfort technology. The Elevation’s box-top construction, viscose sleeping surface and refined detailing establish its premium character before the customer even lies down, says Dura. Beneath that surface, hemp, flax, bamboo, cotton and kapok contribute softness, breathability,

resilience and cushioning. Individually responsive pocket springs provide the supporting foundation, complemented by BreatheCore open-cell comfort foam and DuraEdge foam encapsulation. Together, these elements give sales teams several ways into the conversation – materials, comfort, support and finish. “The opportunity is to translate construction into benefits customers can appreciate during a demonstration, making the premium tradeup feel considered and accessible,” Dura explains. That connection between product and presentation runs through sales director Paul Mason’s commercial vision. Having joined Dura Beds in April with more than 30 years of industry experience, Paul has outlined plans for continued product investment, exclusive retail collections, stronger merchandising and greater emphasis on training and customer service. His ambitions extend into research, materials and new showroom concepts. Future development is being shaped around changing consumer expectations, with comfort, appearance and the way retailers introduce products all receiving attention. The implication for stockists is clear – the launch story should arrive alongside the mattress, giving teams the knowledge and resources to present it confidently. Paul captures the partnership approach directly: “If we can help our retail partners grow, we’ll continue to grow alongside them.” It is a statement that gives the development programme a practical measure of success – new collections must earn attention, justify showroom space and support the retailer’s business. With full family ownership behind it, and Natural Fusion demonstrating its product direction, Dura Beds says it has a compelling platform for what comes next. “The task ahead is to carry that momentum from industry recognition into everyday retail success – one well-presented product, informed conversation and lasting partnership at a time,” concludes Paul. www.durabeds.co.uk

Nature. Comfort. Innovation

Together at Last

Serentity 1000

Harmony 2000

Balance 3000 Elevation 4000

Discover Natural Fusion For Your Store sales@durabeds.co.uk www.durabeds.co.uk

70 BED INDUSTRY AWARDS

Component Product of the Year: Winner

Serene Soft Foam Carpenter’s Serene Soft Foam was recognised by the judges as “the next generation of fillings” and an improved evolution of memory foam, combining innovative performance with strong commercial potential, eco-design credentials and an “outstanding marketing package”... Developed in response to customer feedback, the new foam demonstrates Carpenter’s focus on continually refining its products to meet changing expectations around comfort and performance. Serene Soft Foam uses Carpenter’s Supportive Air Technology, incorporating billions of microscopic air capsules within its unique cell structure. The result is a soft, responsive comfort layer, designed to provide adaptive support and pressure relief while delivering an immediate comfort response across a wide range of temperatures. Unlike traditional visco-elastic foam, its performance is less temperature-sensitive, helping to maintain a consistent feel in both warm and cold conditions, says Carpenter. The product also addresses motion transfer, helping to minimise disturbance between sleeping partners, while offering versatility across different sleep solutions. Available in multiple thicknesses, Serene Soft Foam can be used in mattresses, toppers and pillows, and combined with other Carpenter materials to create different comfort profiles. It can be paired with memory foam for a more indulgent feel, or high-resilience Aurora Foam for a firmer, more responsive experience. Its development was driven by real-world feedback. Following the launch of a firmer Serene Foam grade, trials showed an opportunity to create a softer version that better met customer requirements. Serene Soft Foam, with a density of 55kg/m³ and hardness of 55 newtons (compared with 85 newtons for the original version), was developed to deliver the desired softer feel while retaining the technology’s performance benefits. Ecodesign was another key strength highlighted by the judges. Serene Soft Foam can form part of Carpenter’s Mass Balance initiative, through which recycled or biobased waste materials are used to replace a proportion of traditional fossil fuel feedstocks in the chemicals used for foam production. Carpenter’s ISCC+ certification provides traceability for the sustainable raw materials used, while Serene Soft Foam is also recyclable at its end of life.

The foam’s value proposition further strengthens its commercial appeal, offering a premium comfort experience and highperformance characteristics without the price positioning traditionally associated with luxury materials. This gives manufacturers and retailers flexibility to incorporate advanced comfort technology into a broad range of products. Carpenter has supported the launch with a comprehensive package for customers, including technical information, photography, product leaflets and hand samples. Its sales team works closely with partners throughout the development process, while customers can access Carpenter’s R&D testing capabilities to demonstrate the foam’s performance. A dedicated comparison box enables partners to showcase the differences between Serene Soft Foam and alternative comfort materials. For Carpenter, the award recognises years of development and the work of its wider team in bringing the product to market. For the judges, Serene Soft Foam demonstrated how innovation, commercial viability, responsible design and effective marketing can come together in a component designed to shape the next generation of bedding comfort. Carpenter comments: “This recognition

“The next generation of fillings highlights Carpenter’s commitment to innovation and excellence, reflecting the hard work and passion of everyone involved in bringing Serene Soft Foam to market.” www.carpenter.com

What points in your entry do you think swung the victory? I believe the appeal lay in the unique and luxurious feel of the foam. Serene Soft Foam is engineered to deliver exceptional comfort and support, creating a truly premium sleep experience. Enhanced with billions of microscopic air capsules, it gently cradles the body, improves support levels and helps relieve pressure on sensitive areas. Unlike traditional memory foam, it is not temperature-sensitive, and also minimises motion transfer. These qualities make Serene Soft Foam an outstanding comfort layer for mattresses and bedding products. How do you plan to capitalise on/ celebrate it? This award is a testament to the innovation and performance that set Serene Soft Foam apart. As a recognised leader in comfort technology, we look forward to building on this achievement and bringing its unique benefits to even more consumers. What’s in the pipeline for the coming year? Over the last two years, we’ve invested significantly in innovation, technical expertise and training. Customers increasingly want evidence behind product claims, and our R&D team provides the testing and technical support needed to give them confidence in the solutions we offer. We’ve also invested in our people through additional training in health and safety, sustainability and product development, ensuring that everyone across the business is working towards the same goals and delivering the highest standards for our customers. We are committed to investing in a more

sustainable future. A newly installed solar panel field at our Glossop site is expected to reduce carbon emissions by more than 287,000kg of CO₂ annually while supplying a significant proportion of the site’s electricity requirements. By generating renewable power on-site, this investment helps support lowercarbon manufacturing and demonstrates our continued commitment to reducing the environmental impact of our operations. Next year we’ll be expanding our range of graphite-infused foams to meet the growing demand for cooler-feel comfort products. Recent machinery upgrades will also allow us to introduce ventilation channels into foam, improving airflow and enhancing consumer comfort. Innovation, sustainability and customer support will remain at the heart of everything we do. Winning this award is a tremendous honour and motivates us to continue investing in new products, new technologies and, most importantly, our people. If you’d like to see some of our latest innovations, we’ll be exhibiting at the Furniture

Alan Hibbert, UK divisional manager

How do you feel about the win? Carpenter is delighted to have won. Awards are always special, but recognition from industry professionals makes this honour particularly meaningful. It tells us that the hard work we put into developing quality products, delivering excellent service and supporting our customers is valued by the people we work with every day. The award is a reflection of the people behind Carpenter. From our production teams and R&D specialists to customer service, logistics and sales, every team member has played a part in helping us achieve this success. I’m extremely proud of what the team has accomplished and what we continue to achieve together.

Component Expo next March, and at interzum in Cologne. We look forward to seeing you there.

“We’ve invested significantly in innovation, technical expertise and training

72 BED INDUSTRY AWARDS

Component Product of the Year: Finalists Memory Fibre Ultra, John Cotton Nonwovens (Highly Commended) John Cotton Nonwovens’ Memory Fibre Ultra was highly commended by the judges as a “fantastic product with a great feel and fantastic potential”. They described it as an improved needled nonwoven that, given time, could develop into a scalable comfort and support product. The innovation replaces conventional thermal bonding with a proprietary specialised needling process, combining highly spiralled conjugate fibres to create resilience, rebound and recovery without bi-component binder fibres or thermal processing. The result is a soft, sponge-like feel even at densities above 35kg/m³, delivering performance more commonly associated with foam and latex. Crucially, its construction also allows the material to recover its original shape and softness after compression and rolling, providing manufacturers with a rollable fibrous alternative. Circularity has been considered from the outset. Memory Fibre Ultra is manufactured mainly from traceable recycled PET, while its chemical-free construction simplifies end-of-life recovery. Through John Cotton’s EarthKind recycling system, the material can be re-fibrised and returned to applications including new mattress components or loft insulation, creating the potential for

a closed-loop material system. The product also avoids volatile organic compounds (VOCs) and flame-retardant chemicals, while eliminating energy-intensive thermal bonding. Supported by a dedicated marketing campaign from Reborn, and John Cotton’s technical expertise, Memory Fibre Ultra offers manufacturers a combination of comfort, performance, recycled content and a clear pathway towards more circular mattress construction. Micro Copper, Spinks Spinks’ Micro Copper represents a new generation of microcoil technology, combining advanced spring engineering with the functional benefits of copper in an entirely new application for the bedding industry. The innovation originated from cross-industry thinking, with Spinks identifying a hydrophilic nonwoven technology used in medical applications and integrating it with copper into a microcoil to create what it describes as the world’s first copper-infused microcoil fabric. The result combines responsive comfort and support with antimicrobial and antifungal functionality, helping manufacturers address growing consumer interest in hygiene and healthier sleep environments. Bringing copper into the microcoil fabric also places the technology closer to the sleep surface, while retaining the core

performance characteristics of the spring system. Responsible design was central to the development. Micro Copper is manufactured without glue, enabling the finished component to be fully recyclable, while its polypropylene copper-infused nonwoven component can be recycled alongside other standard polypropylene materials. This allows enhanced functionality without compromising end-of-life considerations. Micro Copper also offers manufacturers a clear commercial proposition. Its modest premium over conventional microcoils creates opportunities for product differentiation and premium positioning, says Spinks, with a tangible consumer story around comfort, hygiene, durability and

peace of mind. Recognised with a High Product Quality award at interzum 2025, Micro Copper has already secured early adoption among major mattress manufacturers in North America and Asia, and is now entering the UK market. Spinks supports the launch with independent test data, certifications, technical information, photography and award assets, giving manufacturers the tools to communicate its innovation and benefits confidently and responsibly. Spinks says: “Launching Micro Copper to the UK market at the NBF Bed Show was a real highlight for us, and we were delighted with the response to the product throughout the show. To see Micro Copper recognised as a finalist for Component of the Year was fantastic and a great endorsement of the innovation behind the product. “Micro Copper is an innovative microcoil fabric that brings the antimicrobial and hygiene benefits of copper technology to mattress manufacturing. It’s been a great opportunity to showcase the product to the UK market, and we’re really pleased with the interest and feedback we received. We’re looking forward to seeing how Micro Copper develops in the UK market.” www.johncotton-nonwovens.co.uk www.spinks.co.uk

BRINGING INNOVATION TO LIFE FROM THE HEART OF THE PEAK DISTRICT

AWARD-WINNING SERENE SOFT FOAM ®

What a show. What a result.

Thank you to ever yone who visited us at The Bed Show and helped make it such a huge success. We’re proud that Serene ® Soft Foam was named NBF Component Product of the Year 2026–2027.

STATE-OF-THE-ART INNOVATION

FOAMS DESIGNED FOR ENHANCED COMFORT

STRONG FOCUS ON ENVIRONMENTAL STEWARDSHIP

CUSTOM FOAM SOLUTIONS

For more information about our innovative products contact us on 01457 861141 or Email : sales.uk@carpenter.com The Carpenter logo and We bring comfort to your life® are registered trademarks of Carpenter Co. Serene® Foam is a registered trademark of Carpenter Co.

www.carpenter.com

74 BED INDUSTRY AWARDS

National Bed Retailer of the Year: Winner

Dreams

Described by the judges as a “clear winner” with a “very strong entry across the board”, Dreams demonstrated how strong commercial performance can be combined with investment in customers, colleagues, innovation and sustainability … During the past year, sales increased by 9.5%, while the retailer continued to strengthen its position through product development, compelling marketing and deeper relationships with NBF members. Supporting NBF-member brands is central to Dreams’ proposition, with more than half of its product range manufactured by them. Partnerships with Sleepeezee, Sealy, Silentnight, Carpenter and Hypnos delivered exclusive products and new innovations, including the Pure Natural Regency Collection with Hypnos, Sealy’s next-generation Posturepedic range and Silentnight’s Sleep Response Collection. These partnerships contributed to 8% growth across finished products supplied by NBF members. At the Dreams Bed Factory, refreshed ranges featuring innovative spring systems, fillings and sustainable materials helped drive production beyond 435,000 units. Marketing was another stand-out achievement. The ‘Finding You a Bed That Loves You Back’ campaign continued to make bed shopping engaging through mascots Beddie and Snusan, while digital content generated strong engagement across social platforms. The retailer also returned as Official Sleep Partner of Team GB for the Milano Cortina 2026 Winter Games. Working with Team

“It celebrates a year of strong progress GB skeleton world champion Matt Weston, Dreams developed a performance-led sleep and recovery mattress combining advanced cooling technology with specialist design, demonstrating how sleep expertise can be brought to a wider audience. The retailer’s customer focus was reflected

in an Excellent 4.8 Trustpilot rating and a record 92% result through its Pillow Talk customer satisfaction programme. Dreams also continued to invest in its people, with 48 internal promotions, apprenticeships and leadership development, alongside training for more than 220 store managers. Its growing retail footprint, including five new Dreams stores, five relocations and two new Feather & Black stores, has further expanded access to specialist sleep advice. Sustainability was particularly impressive. Through its Force for Good strategy, Dreams has aligned its environmental commitments with the NBF’s Pledge for Our Planet, with 93% of its 2.15 million components and products manufactured during the year classified as ‘sustainable’ under its internal framework. The business also retained full FSC certification across all wooden products manufactured at Dreams Bed Factory, while fabrics used on bed frames are now made using recycled ocean plastic. Its nationwide recycling scheme diverted more than 152,000 mattresses from landfill and recycled 2,161 tonnes of materials, demonstrating a tangible commitment to circularity alongside responsible sourcing.

Community impact remained important too, with its partnership with Shelter raising more than £450,000, including £80,000 in donated products, before the launch of a new three-year partnership with Mind and SAMH. Commenting on the win, Dreams says: “Being named National Bed Retailer of the Year is a proud moment for everyone at Dreams. It celebrates a year of strong progress, from investing in our colleagues and customers to supporting NBF member brands, UK manufacturing and more sustainable practices. This recognition belongs to our teams, partners and suppliers, whose dedication helps us provide a better night’s sleep for all.” www.dreams.co.uk

Siobhan King, CMO

product right through to delivering it to a customer’s home. I think our close relationships with the wider industry was another strength of our entry. More than half of our product range is manufactured by NBF members, and we’ve partnered with brands including Sleepeezee, Sealy and Silentnight to bring new products and innovations to our customers. Our entry showed the progress we’ve made over a number of years, while continuing to invest in the people, skills, craftmanship and innovation that will move Dreams forward. Importantly, that success isn’t just about what we do ourselves, but how we work with the wider industry too.

How do you feel about the win? The hard work of our colleagues across the business is what makes the Dreams magic happen, and so we’re so pleased to see them recognised. To be acknowledged by our own industry means a huge amount, and it’s something the whole Dreams team is excited about. What points in your entry do you think swung the victory? I think it was the progress we’ve consistently made across all areas of our business. We’ve continued to grow and invest in our stores, manufacturing, product range and customer experience, while keeping the craftmanship and expertise for which Dreams is famous front and centre. Something that really sets us apart is our integrated model. We’re the only bed retailer in the UK to design, make, sell and deliver our beds ourselves, so we have real expertise at every stage – from making a

“That success isn’t just about what we do ourselves Beyond that, we want to keep helping customers understand not just their sleep needs and the solutions which are right for them, but the difference a good night’s rest can make to how they feel every day.

How do you plan to capitalise on/ celebrate it? We’ll definitely be celebrating with our colleagues! They’re the heart of our business and the ones who have made it possible. For us, though, the real opportunity now is to build on that momentum – we want to keep raising the bar and doing more of what earned us this recognition in the first place.

What’s the biggest challenge facing your business? Consumers are continuing to be thoughtful about what they spend, seeking out value, not just deals. This is especially true when it comes to bigger-ticket purchases. Our job is to continue offering exceptional service and great-quality products at a range of price points. Maintaining that combination in a challenging consumer environment is incredibly important.

What’s in the pipeline for the coming year? There’s lots to be excited about. We’ll keep investing across the business, from our store estate to our digital offer to our products and the experience we give customers. This end-to-end experience is a big part of what makes Dreams different. We’re with our customers every step of the way, from crafting our products and providing expert advice through to delivering a new bed or mattress and recycling the old one. Looking to next year, a key priority will be continuing to keep up with changing consumer needs and ensuring this journey remains as easy and seamless as possible.

… and today’s bed industry in general? The wider industry is navigating many of the same pressures we are, particularly around changing consumer expectations and what value looks like in today’s economy. That means retailers across the market are having to work harder to give customers a compelling reason to invest and to demonstrate what sets them apart. We naturally keep a close eye on how the market is evolving, but our focus is firmly on our own game plan. We know what makes Dreams distinctive, and our priority is to keep investing in those strengths and delivering for our customers.

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National Bed Retailer of the Year: Finalists Bensons for Beds Against a challenging backdrop for UK bed retail, Bensons delivered its strongest commercial performance since 2019, with gross ordered sales up 4%, and 13 consecutive quarters of growth. Crucially, that performance has been accompanied by continued investment across the business, from product innovation and customer service to colleague wellbeing and sustainability. New and upgraded collections delivered strong results, including 39% sales growth for the enhanced Staples & Co Artisan range and 27% for Slumberland Air Memory. Customer experience also strengthened, with on-time, infull delivery reaching 97%, delivery NPS rising to 90.4 and Trustpilot maintaining a 4.7 rating from more than 321,000 reviews. Bensons has continued to build its position within the NBF community, combining its own brands from its manufacturing division with products from NBF members and incorporating recycled and responsibly sourced materials into its ranges. Marketing has also delivered significant impact. The UK’s first Sleep Forecast, developed in response to research into consumers’ sleep habits, generated 81.7 million total reach, while its Slumber Games campaign and employee-

DFS Despite challenging market conditions and softer consumer

DFS is enjoying good growth in beds

“Only 33 of its 117 stores display beds and mattresses, but DFS is achieving impressive growth in this segment

generated content brought a fresh dimension to the brand’s ‘Sleep is Our Obsession’ platform. Alongside commercial growth, Bensons is investing in its people and purpose, achieving Great Place to Work certification and raising a record £32,114 for Crisis through its Putting Homelessness to Bed campaign. Its sustainability programme also processed 75,790 mattresses for recycling, recovering more than 2 million kg of materials.

demand, DFS delivered growth across its beds and mattresses categories, with store sales up 20% for beds and 10% for mattresses, and its winter sale performing particularly well. This performance is particularly notable given that only 33 of its 117 stores have beds and mattresses on display, demonstrating the impact of improved product ranges, colleague education and competitive pricing. Its commitment to the NBF is equally strong – NBF-member products accounted for a significant portion of total beds and mattresses revenue. The retailer

continued to work closely with NBF partners, such as Sweet Dreams, to refresh key ranges and maintain a dedicated focus on promoting the value of the NBF to customers. This is reinforced with a dedicated webpage, and, where relevant, clear information and NBF branding on its product pages for products made by NBFapproved members. Customer experience has been strengthened through productlevel customer reviews, an ottoman bed safety guide and enhanced colleague training, giving store teams greater confidence in discussing product features and provenance. Marketing activity also delivered significant reach. Beds and mattress category traffic increased, while a Sleep Retreat featuring 10 influencers generated 1.1 million views, and wider PR activity secured 173 pieces of coverage across titles including The Independent, HomeStyle and Prima. DFS continues to develop its sustainability credentials, with 95.3% of relevant products now using certified FSC/PEFC timber, while its wider CSR activity supports initiatives including BBC Children in Need, Zarach and Homewards. www.bensonsforbeds.co.uk www.dfs.co.uk

LINTHORPE BEDS Linthorpe Beds says it is incredibly proud to have been Highly Commended in the Small NBF Retail Champion of the Year category at this year’s awards: “This recognition means a great deal to everyone at Linthorpe Beds and celebrates the hard work, dedication and passion that goes into everything we do. “It’s been a fantastic year of growth, investment and community support. We’ve expanded our warehousing by 225%, allowing us to hold over £400,000 of stock – primarily from NBF member brands – while continuing to champion quality British manufacturing and provide honest, knowledgeable advice. “Our marketing reached millions, website sessions grew by 53.8% and turnover increased by 4.41%, with Darlington seeing an impressive 26.67% growth. Alongside this, we continued supporting our community through partnerships, sustainability initiatives and our Christmas NHS donation drive, collecting over 1,150 festive treats and chocolates for patients spending Christmas in hospital. “This achievement is a testament to our brilliant team, from our showroom and

Linthorpe Beds’ MD Cherelle Curtis, acting NBF president Matt Richardson, and Linthorpe’s senior manager Tara Corcoran

www.linthorpebeds.co.uk

warehouse staff to our online team and everyone working behind the scenes. We’re also incredibly grateful to our loyal customers and supplier partners for their continued trust and support.

“We’re delighted to have our hard work recognised by the NBF, and look forward to building on this success as we head into an exciting 2027!”

Stockton-On-Tees

Darlington

Portrack Lane, TS18 2RB

45 Russell Street, DL1 1PT

01642 613684

linthorpebeds.co.uk

78 BED INDUSTRY AWARDS

Medium NBF Retail Champion of the Year: Winner

Prestige Beds Prestige Beds has combined strong commercial performance with significant investment and community impact during a year that saw the family-run retailer operate with one fewer store for five months … Despite this, turnover increased YoY and gross profit improved, with particularly strong performances from its Preston and Blackburn stores. Preston delivered a record year, while the business’ decision to close its Burnley store formed part of a planned strategy to streamline operations and reinvest for the future. That approach was evident in Preston, where profits were reinvested in a comprehensive refurbishment and a new delivery vehicle, creating a more modern customer environment. The retailer also expanded its footprint with the purchase of a new Leyland store set to open before Christmas. NBF-member suppliers remain central to the business, accounting for 66% of turnover. New displays from Harrison Spinks, Hypnos and Relyon, alongside exclusive propositions Simply Prestige and Sogni D’Oro, have strengthened the range while reinforcing Prestige’s commitment to quality and British manufacturing. Its NBF Retail Champion identity is visible across the business, with staff uniforms carrying the logo, and teams explaining the benefits of buying from NBFapproved members. Prestige has also continued to broaden its proposition, launching Prestige Fragrance and a research-led Sleep Therapy collection to address the wider sleep environment. A completely rebuilt website, launched in June, provides a stronger platform for ecommerce, integrating CRM and stock systems and introducing an interactive bed-builder visualiser. Marketing has evolved alongside the business, combining educational content, social media, local collaborations and National Bed Month activity (the annual campaign led by the NBF). A partnership with local Michelinstarred Northcote hotel further strengthened the retailer’s premium positioning, with sales of Hypnos beds, whose beds are used at Northcote, surpassing the previous year’s total in less than six months. Customer experience remains a key strength. More than 2,900 five-star Trustpilot reviews have contributed to a 4.9 TrustScore, while enticing free old-bed recycling, two-person delivery and installation with guaranteed one-hour slots add practical value. During the

“This award means so much to us year, 2,179 mattresses were recycled, saving approximately 140 tonnes of CO2. The retailer’s community contribution is equally significant. Prestige donated 43 beds to Embassy Village, a Manchester charity, which featured on BBC’s The One Show, and 59 to Nightsafe, supporting vulnerable people across the region, while raising £2,730 for East Lancashire Hospice. Prestige Beds comments: “This award means so much to us as an independent, family-

run company, recognising a year of growth, investment, community support and hard work. It reflects the dedication of our entire team and our continued commitment to giving every customer expert advice and personal service. We’re grateful to our customers and suppliers, whose support made this achievement possible.” www.prestigebeds.co.uk

James Dunne, operations director

How do you feel about the win? We’re absolutely delighted. To receive national recognition from the NBF is something we’re incredibly proud of, particularly as a third-generation family business that has been part of the industry for more than 65 years. There are so many excellent independent retailers across the country, so to be named Medium NBF Retail Champion of the Year means a huge amount to us. Most importantly, it’s recognition for our whole team and the hard work they put in every day. What points in your entry do you think swung the victory? I’d like to think it was the overall strength of the business rather than one particular thing. We’ve always tried to combine the values of a traditional family retailer, providing genuine advice, great service, looking after customers properly and giving back to our community, with a willingness to keep evolving and investing in the business. Our team, our customer experience, the quality of NBF-approved brands we work with and services such as free delivery, installation and responsible recycling all contribute to that. We’re proud of our heritage, but we’re always looking forward. How do you plan to capitalise on/ celebrate it? First and foremost, we want to celebrate it with the team because they’ve played such a big part in achieving it. From a business perspective, we’ll certainly be making the most of the recognition across our stores,

website, uniform, social media and all other marketing. An NBF award carries real credibility within our industry, and we want our customers to understand what it represents. Hopefully it gives both existing and new customers even greater confidence in choosing an independent specialist like Prestige Beds.

“As an industry, we need to keep educating customers

What’s in the pipeline for the coming year? There’s plenty happening. We’re continuing to invest in our stores and ranges, with our new Leyland store expected to open before Christmas, while also putting a much greater emphasis on growing our online business following the launch of our new website back in June. We want to reach more customers across the North West without compromising on service and the personal approach that we’re known for. We’re also continually looking at new products, exclusive ranges and opportunities to improve the customer experience. The aim is controlled, sustainable growth while staying true to what has made the business successful.

understandably very conscious of what they’re spending. As an independent retailer, you have to be extremely disciplined, but you also can’t allow that pressure to dilute the customer experience. Our challenge is to keep investing in our people, products and service while remaining competitive on price.

What’s the biggest challenge facing your business? Probably balancing rising costs with continuing to offer genuine value to customers. Operating costs have increased considerably, while consumers are

… and today’s bed industry in general? I think one of the biggest challenges is communicating the value of a genuinely good bed and mattress in an increasingly price-driven marketplace. Consumers are faced with an enormous amount of choice online, and it isn’t always easy to understand the differences in quality, construction or longevity. As an industry, we need to keep educating customers about the importance of sleep and encourage them to look beyond price alone. That’s also where specialist retailers and organisations such as the NBF have an important role to play, by giving consumers trusted advice, quality products and confidence in what they’re buying.

80 BED INDUSTRY AWARDS

Medium NBF Retail Champion of the Year: Finalists World of Beds proudly displays its NBF Retail Champion logo

The M6 Bed Warehouse The M6 Bed Warehouse’s stand-out achievement from the past year was opening its third showroom in Macclesfield, designed as a premium destination

Collingwood Batchellor actively promotes the NBF across its stores

Collingwood Batchellor Collingwood Batchellor has built on previous successes with continued investment in its bed department, delivering growth in a challenging trading environment and strengthening its partnerships with NBF members. Sales of Highgrove beds increased 10% YoY, while Sealy sales have already surpassed the previous 12 months’ total. The retailer actively promotes NBF members online and across its stores, with its NBF Retail Champion status prominently displayed throughout the business. Expert advice remains central to its approach, with staff completing NBF training, visiting supplier factories and receiving regular product updates. A dedicated customer care team, delivery, installation and removal services support an overall 4.5 Google rating. Sustainability also remains a priority, with collected mattresses and packaging recycled, while the retailer continues to explore more sustainable ticketing. Collingwood Batchellor comments: “This recognition reflects our team’s passion for improving customers’ sleep, not just selling beds, and our commitment to championing trusted NBF-approved suppliers.”

showcasing leading NBF-member brands. The showroom provides customers with an inspiring environment to compare products, understand their craftsmanship, and receive expert advice. Investment in people has also been a priority, with a new employee mentorship programme pairing new colleagues with experienced team members for ongoing coaching and product development to help build confidence and expertise. The retailer’s community commitment is equally significant.

A £10,200 donation funded an inclusive outdoor play area for SEND children at a local primary school, while a second school benefited from a new quiet area. Through continued collaboration with NBF-approved members and a focus on knowledgeable, personal service, M6 Beds is strengthening its position as an independent retailer. M6 Beds said the recognition reflects “the hard work and commitment of our whole team, particularly during an exciting period of growth for the business”.

World of Beds World of Beds has delivered a year of confident growth, combining the opening of its sixth showroom with significant investment in its people, customer experience and future development. The new store created two jobs and generated £70,000 in its first six months, while turnover across the business increased. NBF-member brands are central to its proposition, with dedicated showroom zones, supplier factory visits and training helping staff turn product knowledge into expert customer advice. It displays the NBF-approval logo and Bed Buyers’ Guide across its showrooms, while all colleagues receive training on the NBF Code of Practice. Customer service remains a key strength, reflected in a 4.9-star rating from 789 reviews, alongside free sleep consultations and oldmattress removal. Investment in people included £10,000 of training and new career pathways, contributing to zero staff turnover and two internal promotions. Community impact is equally important, with owner Steve Blunsten completing a 225mile charity walk that raised £4,677 for The Feed, alongside ongoing mattress donations and recycling. www.collingwoodstores.co.uk www.m6beds.co.uk www.worldofbeds.co.uk

We Are National Bed Federation Award Winners We’re incredibly proud to be named the National Bed Federation’s Medium Retail Champion of the Year. This award means so much to us as an independent, family-run company, recognising a year of growth, investment, community support and hard work. It reﬂects the dedication of our entire team and our continued commitment to giving every customer expert advice and personal service to help them sleep better. We’re grateful to our customers and suppliers, whose support made this achievement possible. Free Delivery One Hour Slot

Free Assembly

Free Old Bed Recycling

PRESTIGE BEDS www.prestigebeds.co.uk

3rd Generation Family Business

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Visit our showrooms at

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Over 2500 5 Star Reviews

82 BED INDUSTRY AWARDS

Small NBF Retail Champion of the Year: Winner

Dreamland

Dreamland’s GM Matt Randle, acting NBF president Matt Richardson, and Dreamland proprietor, Mike Brown – an “emotional” moment for the latter

Celebrating 50 years of independent retailing, Dreamland has marked its anniversary with its strongest business performance to date, delivering record turnover and profit..

“It recognises far more than what happens inside our showroom

Judges praised the business’ “very robust financial performance” but highlighted that Dreamland’s achievements extend well beyond the numbers – its commitment to its people, customers and community has remained central to its success. The Brierley Hill retailer exclusively stocks NBF-member products, but its commitment to the federation goes beyond selling NBFmember brands, with the NBF Retail Champion logo displayed throughout its showroom and embroidered on all staff uniforms. Staff explain the benefits of buying from NBFapproved brands, while educational infographics help customers understand the importance of quality, compliance and responsible manufacturing. Dreamland continues to actively

promote the NBF through industry and public initiatives, such as speaking about the trade association’s work at a House of Commons event. Customer service is equally embedded in the business. Dreamland maintained 100% five-star reviews across all review platforms during the qualifying period, with its sales approach centred on understanding individual sleep needs, rather than simply completing a transaction. The judges were particularly impressed by Dreamland’s “very detailed learning and development programme”. Every colleague receives structured induction, supplier training, factory visits, regular reviews and ongoing product development, with personality profiling used to tailor development to individual learning styles. The business also provides 360° management feedback and actively supports apprenticeships and careers in retail through its involvement with the National Apprenticeship Ambassador Programme. Its 50th anniversary campaign reinforced Dreamland’s independent identity through a mix of digital marketing, giveaways and community engagement, generating more than 40% growth compared with the previous year’s equivalent campaign. Rather than relying on

heavy discounting, the campaign focused on trust, expertise and customer education. The retailer’s corporate social responsibility was also noteworthy to the judges. The panel highlighted Dreamland’s “comprehensive community impact strategy”, which has now raised more than £350,000 for its local hospice. During the year, the retailer supported a charity Sleep Out, collected more than 450 Easter eggs for vulnerable families, supported bereavement services and hosted an inclusive live music event for neurodivergent visitors. Environmentally, no mattresses, divans or bed frames went to landfill. Commenting on its win, Dreamland says: “Winning the NBF award means a great deal to us because it recognises far more than what happens inside our showroom. It recognises the way we approach the business as a whole, from our people and relationships with suppliers, to the service we give customers and the role we play in our community. “In our 50th year, it feels particularly significant to have that approach recognised by our industry for a second time in three years.” www.dreamlandbedding.co.uk

Mike Brown, proprietor

the environment, these are things that we have always been passionate about. For me, running a business has never just been about selling beds. Dreamland has been part of this community for 50 years, and I think that brings with it a responsibility to give something back. Those values have become a big part of what Dreamland is today, and I believe that came through in the entry. It is not something we have simply put together for an award – it’s the way we have chosen to run the business over many years.

How do you feel about the win? This really isn’t easy to put into words. The gala dinner is always one of the highlights of my year. I couldn’t make it this time, but my GM called me straight away to let me know that we had won again. With everything I have had going on at home, and with retirement now getting closer, I wasn’t sure whether I would be able to attend the show at all. My wife said to me, “Really, you have to go,” so I listened to her and attended on the second day. I’m so glad I did. It was one of the most memorable shows I can remember. Seeing so many of the suppliers, representatives and agents I have dealt with over the last 50 years was very special. I have built some wonderful friendships and relationships over that time, and I made a point of having photographs taken with many of them so I could remember the occasion and this particular milestone. Having my photograph taken with the award was quite emotional. When you’ve spent so many years putting everything you have into a business, to see that work recognised in this way means an awful lot. Looking back over 50 years, there have been plenty of ups and downs, but days like this make you realise just how worthwhile it has all been. I wouldn’t have missed being there for the world. What points in your entry do you think swung the victory? I think what makes Dreamland stand out from our competitors is not only our commitment to continually improving the way we run the business, but also the way we care about the community around us. Whether it is supporting the local area, helping local charities or doing what we can to look after

How do you plan to capitalise on/ celebrate it? As this is my final year before I retire and hand Dreamland over to the new owners, it will be a particularly special one for me. I’m planning a retirement party towards the end of the year to celebrate everything we have achieved over the years. I want to bring together the staff, our trade customers, suppliers, friends and family, the people who have all played a part in the Dreamland story. Before then, though, I want the staff to have the opportunity to celebrate this win together. They have all played their part in getting us to where we are today, so it is important to me that they enjoy the recognition as much as I do. We’ve also got some interviews with the local press and radio coming up, which will be a nice opportunity to talk about the award and, more importantly, about Dreamland and what we have achieved over the years. With retirement getting closer, I think it’s rather nice that I get to finish my time at Dreamland with a few celebrations along the way. What’s in the pipeline for the coming year? The coming year will really be the beginning of a new era for Dreamland. After 50 years, and with me now preparing to retire and hand the business over to the new owners, it will be strange to see things moving forward without me. I am sure the high standards that we have set over the years will continue, and I very much hope the team will carry on everything that has made Dreamland what it is today. All I can really do now is wish the team and the new owners all the very best for the future. I have put a great deal of my life into Dreamland, so naturally I want to see it continue to do well for many years to come. I will be leaving with a lot of fond memories, and I hope there are plenty more good memories to be made by the people who take it forward.

“After 50 years, I still believe you have to keep looking ahead

What’s the biggest challenge facing your business? I have faced many challenges during my 50 years with Dreamland, but if there’s one thing I have learnt, it is that you simply cannot stand still. You have to be prepared to change, to try new things and, sometimes, to take a few risks. Over the last few years in particular, the business has changed considerably, and we have had to change with it. I look at some businesses that were there when I started, but perhaps haven’t adapted with the times, and sadly some of them are no longer here, or have struggled to move forward. I think that’s probably one of the biggest challenges for any business – knowing when you need to change, having the courage to do it, and not being afraid to try something different. After 50 years, I still believe you have to keep looking ahead. … and today’s bed industry in general? I think our industry is something to be proud of. It’s always striving to improve, whether that is in the fillings and materials we use, the way beds are made, or the work being done around sustainability. I also believe that specialist bed retailers will continue to have an important place in the industry. The internet certainly has its role when it comes to buying, but I still believe there are many people who would not want to purchase a bed without seeing it, trying it and having someone there to give them proper advice. Personal service still means a great deal. That’s certainly something we have found at Dreamland over the years, and I think it’s one of the reasons people continue to come through our doors. Finally, I would just like to say thank you to everyone who has made this year such a special one for me. After 50 years with Dreamland, to be able to finish my time with the business with such a wonderful year of recognition is something I will always remember.

84 BED INDUSTRY AWARDS

Small NBF Retail Champion of the Year: Finalists

Carters Bed City store manager and buyer Craig Emms with NBF executive director, Tristine Hargreaves

Carters Bed City For more than 50 years, threegeneration family business Carters Bed City has built its reputation

on trust, product knowledge and a genuinely personal approach to bed retailing. Its showroom offers an extensive range of leading brands, with Harrison Spinks and Somnus particularly prominent, including what the business describes as the largest display of the brands in the country. That commitment to quality is reflected in an exceptional 5/5 Trustpilot rating and a conversion rate exceeding 95%, despite challenging trading conditions and declining footfall. Behind this performance is a highly experienced team, with decades of combined service, supported by regular manufacturer training, monthly in-house development and the NBF Introduction to Beds course for new employees. Carters also continues to strengthen its marketing through digital activity, local media and

Acting NBF president Matt Richardson with Now to Bed’s co-founder, Thomas Burnet

Linthorpe Beds (Highly Commended) Linthorpe Beds puts family values, honesty and relationships at the heart of its approach. As a proud NBF Retail Champion, it actively promotes NBF-member brands across its showrooms, websites, advertising and customer communications, while its warehouse has grown by 225% to hold predominantly NBFmember stock. Expert, responsible advice is central to the customer experience. Every team member completes NBF training, alongside brand and industry education and factory visits, while dementia-friendly training, which was admired by judges, helps ensure an inclusive shopping environment. Marketing has driven strong digital engagement, with website sessions up 53.8% and user engagement up 30.6%. Meanwhile, optimised delivery, recycling and reuse initiatives underpin its sustainability commitments, complemented by community partnerships and ongoing support for Zarach and local causes. Linthorpe says: “In a highly competitive category, this recognition validates our absolute dedication to delivering strong family values, an outstanding customer experience, and supporting quality British manufacturing.”

a planned TV campaign, while sustainability remains a priority, through mattress recycling and comprehensive waste segregation. Its community-focused, advice-led approach continues to underpin the business after 51 years. Now to Bed Now to Bed demonstrates how independent bed retailing can combine significant investment with a distinctly personal approach. In July 2025, the family-run business opened a new showroom following a £750,000 investment in its first freehold premises, creating a modern, customer-focused destination with energy-efficient LED lighting and air-source heating. One of its most distinctive initiatives is a partnership with a North Wales family farm, whose flock of around 1,000

sheep supplies Welsh wool for the exclusive Enchanted House mattress collection. The relationship creates a direct link between local agriculture, British manufacturing and independent retail, giving customers a compelling story behind the products they buy. Expert advice remains central, supported by regular factory visits and manufacturer training. This approach has contributed to a 23% increase in in-store business and a strong rise in AOV. Alongside its commitment to NBF members, Now to Bed continues to support local charities including St Kentigern Hospice, while championing British-made beds and mattresses. www.linthorpebeds.co.uk www.cartersfurnitureonline.co.uk www.nowtobed.co.uk

Now to Bed shines through Now to Bed, a finalist in the Small NBF Retail Champion of the Year category, continues to combine traditional expertise with innovation and a commitment to helping customers sleep better …

“Helping customers enjoy a better night’s sleep

A distinctive example is its Enchanted House mattress range, featuring wool sourced from local farmers for use in mattress fillings. “This approach celebrates the natural qualities of wool while supporting local agriculture and strengthening connections with the surrounding community, says director Paul Burnet.

At Now to Bed’s newly renovated showroom on Castle View Retail Park, Rhuddlan, customers will also find beds and mattresses from manufacturers including Harrison Spinks, Relyon and Dunlopillo. “The refreshed premises offer customers the opportunity to explore different comfort levels, materials and sleep solutions, supported by knowledgeable staff and friendly, personal service,” adds Paul. Now to Bed’s long-standing experience, focus on quality and commitment to its customers saw the business named a finalist in the Small NBF Retail Champion of the Year category. “This recognition celebrates the dedication behind the business and its continued contribution to independent bed retail,” says Paul. “Now to Bed looks forward to building on its proud heritage while championing innovation, supporting local farmers and helping customers enjoy a better night’s sleep.” www.nowtobed.co.uk

86 BED INDUSTRY AWARDS

Online Bed Retailer of the Year: Winner

MattressOnline

MattressNextDay’s Whitstable HQ

This year, the Online Retailer of the Year category was “exceptionally close”, according to the judges. While all entrants significantly upped their game, MattressOnline clinched the title after another year of growth and development, while retaining the agile and collaborative approach that lies at the heart of its operation. Orders, units sold and revenue saw healthy increases. Despite rising costs and continued investment in its people, the business delivered a breakeven result while continuing to prioritise long-term growth and customer experience. Digital development remained a major focus, with judges acknowledging its “considered and significant focus on website experience enhancements. This included refining the website around customer needs, with changes including a homepage mattress-size selector, clearer firmness icons, real-time postcode-level delivery information, improved basket management and a mobile returns tracking tool. The business also removed on-site countdown clocks and reviewed its sale messaging to create a clearer, more transparent shopping experience, with

“We’re determined to keep doing the right thing for our customers both changes improving conversion. Product choice and support for NBF members remains a priority, with the launch of 68 new products, 73% of which come from NBF-approved members. This now means 83% of its mattress range is made by NBF-approved members. The presentation of products has also evolved, with CGI bi-section imagery giving customers a detailed view inside mattresses and highlighting the benefits of individual layers. CGI and lifestyle imagery was also created for the in-house Novo Victoria and Cawthorne collections. Video has become an increasingly important part of the marketing strategy. AI-generated campaigns delivered more than 12.5 million impressions and 3.26 million video views, with almost half of viewers watching at least 75% of the best-performing advert. Organic short-form content across Reels, TikTok and YouTube Shorts has further strengthened engagement, supported by expert-led content featuring

Hannah Shore and Jenni Trent Hughes. This expertise grew during the year, with Dr Kimberly Lemke, a CBT-I specialist, and NHS sleep scientist Chester Maglo joining the expert panel. Marketing activity expanded through the company’s first national radio campaign, local radio, outdoor advertising and an increasingly video-led paid social strategy. Email performance also improved, with significant growth in subscribers and average open rates. Customer trust remains strong, with a Trustpilot score of 4.8/5, and, positively, seven of its 10 best-reviewed brands are NBF-approved. Sustainability and community remain central to the business. Since 2015, more than 164,000 mattresses have been saved from landfill, with almost 27% of customers now opting for mattress recycling. Almost 18,000 collections were completed during the period, up 17.6% YoY, while 82 products now contain recycled material.

The business also delivered almost 1,800 items to more than 400 South Yorkshire families through its support for SYMCA Baby Basics, helping tackle bed poverty. It continues to support Zarach, The Sleep Charity and

Rotherham Hospice, alongside grassroots sports, Blue Light discounts and employee wellbeing initiatives. MattressOnline describes its win as “a huge moment. To be recognised by the NBF, the

voice of our industry, tells us we’re getting that right. We’re very proud and determined to keep doing the right thing for our customers”. www.mattressonline.co.uk

“We had invested in considerable enhancements to the customer journey

Steve Adams, CEO

What points in your entry do you think swung the victory? We had invested in considerable enhancements to the customer journey throughout the website, maintaining a very good Trustpilot score and seeing healthy order increases and AOV. We championed NBF-approved products, and significantly, supported our local bed poverty programme with over 400 deliveries and counting.

How do you feel about the win? We’re all very proud of the work we do here at MattressOnline. To be recognised by the NBF, the voice of our industry – and the judging panel – rubber stamps everything we’re doing to improve our offering and stay committed to our customers getting the best night’s sleep.

How do you plan to capitalise on/ celebrate it? Internally we’ve celebrated with treats for the whole team, to convey our gratitude for their unwavering efforts throughout the year. Externally, we’re sharing the news with our local and n ational partners and introducing new PoS and trust signal assets on our customer-facing platforms.

What’s in the pipeline for the coming year? Since winning the award we’ve already released some new website features, including an expert-led mattress finder tool that uses a scientifically built algorithm to help simplify the customer buying process. We have a few more plans in the background that we’re excited to share in the coming months. What’s the biggest challenge facing your business? Like my peers in business, we’ve seen significant increases in the cost of being an employer, with national insurance and minimum wages raised in the last 12 months. … and today’s bed industry in general? There are always shared market challenges, and something I like about our industry is that our relationships with manufacturers, suppliers and competitors are anchored in understanding each other’s highs and lows.

88 BED INDUSTRY AWARDS

Online Bed Retailer of the Year: Finalists MattressNextDay It has been a year of controlled growth and significant investment for MattressNextDay, strengthening the business while enhancing the customer journey and its wider industry contribution. Turnover remained strong, and gross profit rose and AOV increased. Described by judges as a “very responsive website and easy to use”, MattressNextDay’s saw sessions grow by 59%, reflecting the “continued shift towards digital engagement”. More than 380 updates and 38 UX-focused A/B tests helped turn this growth into measurable improvements, while AI-powered demand planning reduced stockouts by 15% and supported the retailer’s next-day delivery proposition. Technology has also been used to make the online experience more accessible, with the website developed to international web accessibility standards and full W3C compliance. Improvements included enhanced search, and personalised features that increased engagement and purchases. The retailer’s commitment to the NBF remains strong, with 69% of product listings made by NBF members and its full divan and adjustable bed range manufactured by NBF member Highgrove. Its Retail Champion status has been promoted across customer touchpoints, alongside a nationwide Sky AdSmart campaign featuring the NBF. Sustainability was another highlight, with MattressNextDay recycling its 100,000th mattress and reaching its 2027 #SustainableSnooze target ahead of schedule. With 41% of customers opting for mattress recycling during the year, alongside a fully paperless warehouse, the business continues to turn its sustainability ambitions into practical action. Customer trust, charity partnerships and employee wellbeing completed a year focused on sustainable growth and continual improvement.

MattressNextDay comments: “By championing NBF standards, we ensure our growth is backed by trusted British quality and customer confidence. We celebrate this achievement together as a team and look forward to continuously driving ecommerce innovation.” Land of Beds For more than 50 years, family-run business Land of Beds has built its reputation on helping customers choose the right bed through expert advice. Today, with 80% of sales made online, that principle remains at the heart of the business – but the way it delivers that advice has evolved significantly. Website traffic increased by 65%, while AOV and conversion enjoyed “exceptional” growth.

More than £500,000 in revenue was attributed to traffic from AI platforms, highlighting the growing importance of trusted expertise in an increasingly AIdriven search landscape. That commitment to expertise extends across its customer journey – 85% of its brands are NBF approved, while staff undertake NBF Introduction to Beds training, while Land of Beds’ website combines expert advice, user-generated content, video and accessible design, with trained specialists available through live chat rather than an outsourced call centre. Technology is increasingly supporting this approach, from a new CRM to a CAP Code-compliant AI mattress recommendation tool designed around individual sleep needs. This

sits alongside sleep trials, next-day delivery, assembly, recycling and IFC, helping remove traditional barriers to buying a bed online. Judges commended Land of Beds for considerably upping its strategic social media approach, with the leverage of its TikTok channel particularly noteworthy. With almost 10,000 Trustpilot reviews, a 96% CSAT score and a nine-in-10 recommendation rate, the results demonstrate that its adviceled approach continues to resonate. While technology has changed, Land of Beds’ commitment to expert advice remains firmly at the centre of the business. It comments: “We couldn’t have done it without our fantastic staff and loyal customers.” www.mattressnextday.co.uk www.landofbeds.co.uk

Congratulations to the 2026 NBF Bed Industry Awards Winners! NBF Member Awards

Retail Awards

Bed Product of the Year

Small NBF Retail Champion of the Year

Harrison Spinks Clover 3000 Wildwood mattress Component Product of the Year

Carpenter - Serene Soft Foam Bed Manufacturer of the Year

Harrison Spinks Supplier of the Year

John Cotton Nonwovens

Find out more about all of this year’s winners and ﬁnalists at bedshow.co.uk

Dreamland

Medium NBF Retail Champion of the Year

Prestige Beds

National Bed Retailer of the Year

Dreams

Online Bed Retailer of the Year

MattressOnline

Thank you to headline awards sponsor, Adjust-A-Bed

@TheBedFed

90 PRODUCTS

WIEMANN

www.louisdepoortere.com

www.wiemannuk.co.uk

Louis De Poortere has introduced a custom size and shape programme on selected Ecorugs designs. While most customers can find the right fit from the standard sizes, the Custom Size Program is ideal for open-plan living where rugs can be used to define areas, or in unusually shaped or sized rooms where a specific size is needed. Available on the signature Coral, Baobab and Berber designs, the programme uses 3m rolls to allow custom rectangular sizes or organic circular and pebble shapes to be cut into a one-off rug. Sales director Alan Russell says: “Our new Custom Size Program responds to the demand for bespoke sizes in three designs which complement modern and classic interiors. It also gives an opportunity for our retailers to add value through the service they can provide to their customers, working closely with them to ensure their new rugs respond perfectly to the needs of their home.”

Wiemann says its innovative, new-for-2026 Ambiero wardrobe attracted a lot of attention this autumn. Ambiero is a striking, chic product featuring hinged and hinged-combi door options with a distinctive quilted effect, horizontal glass panel. “It’s a fresh and unique look which has excited buyers all year,” says Wiemann. This season, the German bedroom manufacturer also unveiled a new slider in its popular Monaco system of contemporary bedroom furniture. Monaco is a versatile modular system combining innovative design with practical storage, offering a huge choice of sizes, colours and finishes to suit any space or style. Ambiero

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92 PRODUCTS LIVING

Think Rugs unveils Laura Ashley collection British rug specialist Think Rugs has been appointed Laura Ashley’s licensed rug partner, with an initial launch of 25 designs for Spring/ Summer 2027 opening to buyers in its showroom this November, and further ranges to follow through 2027 and beyond …

Laura Ashley’s London showcase in September

“This isn’t a one-off capsule

Think Rugs has been appointed licensed rug partner for Laura Ashley, with a fresh collection drawn from the brand’s archive and best-loved prints. The 25 Spring/Summer 2027 designs are an initial launch, going on show to buyers in the Think Rugs showroom from November, with pre-orders open now and stock available from March 2027. Two more ranges will follow during 2027 – a core range based on Laura Ashley’s bestselling prints, in stock in June and July, and an Autumn/Winter 2027 range, in stock from August. Founded in 1953, Laura Ashley built its name on English florals, delicate trails and country-house style. Those signatures run through the new collection, which carries them onto the floor in hand-tufted wool, handloom viscose, handwoven jute and printed constructions. “Laura Ashley is one of the few brands people can picture the moment you say its name,” says Sam Tippett, MD of Think Rugs. “Our job has been to translate that look onto the floor properly. That means choosing the right construction for each design, not simply copying a print onto a rug.” The Spring/Summer 2027 range runs to 25 designs in 42 colourways, a total of 250 SKUs across all sizes, spanning entry-level printed rugs through to premium handloom pieces. At the top of the range sit two handloom viscose designs. Lovell sets a full-blown rose-and-leaf pattern inside a trailing floral border, in aqua or pink on ivory, while Brunswick brings a classic Laura Ashley pattern to the same lustrous quality. Hand-tufted wool carries some of the most recognisable looks, including

Kayleigh Trail, Aris Trellis, Abberley Scroll and Zelia Floral, in soft, dense wool pile. Printed rugs make the archive accessible. Maribel Peonies, Orleans, Perry Mead and Shalden Grove are pitloom printed, and Mailey Garden and Moorend Garden bring two of the brand’s garden florals into printed form. Shalden Grove is offered in both printed and hand-tufted wool versions, giving retailers two ways into the same design. Natural rugs complete the picture. Jute Diamond, Jute Floral Border and Stripe Jute are handwoven in jute, and Lewes, a handloom wool rug, comes in 11 colours from blue seaspray to red cranberry. Sizes run from small mats to large room sizes, with runners across much of the range. Much of the colour is tonal or two-tone – soft greens, faded roses, sage, ivory and natural grounds. It is a deliberately calm palette that sits easily in both traditional and contemporary rooms. “We wanted a retailer to be able to build a complete Laura Ashley rug offer from one range,” says Sam. “That might be a hard-wearing jute for a hallway, a printed rug for a busy family room, or a handloom viscose piece that becomes the focal point of a living room.” Spring/Summer 2027 is the first of three ranges planned for next year, and in February, Think Rugs will show the collection at Spring Fair. Buyers will also get a first look at two further ranges, with samples available to view from that point – a core range drawn from Laura Ashley’s bestselling prints, due in stock in June and July, and an Autumn/Winter 2027 range built on the brand’s new seasonal trend stories, in stock from August. “This isn’t a one-off capsule,” says Sam. “Retailers can see Spring/Summer now and get orders in early. Then in February they can see what’s coming for the rest of the year. Our aim is a year-round Laura Ashley rug programme that a retailer can plan around, with new designs each season and a core range that stays.” Guests had an early look at the rugs at Laura Ashley’s exclusive showcase in London on 10th September, and the Spring/Summer 2027 collection will be on long-term display in the Think Rugs showroom, with buyers and retailers are welcome to visit from this month. The range is supplied to retailers through wholesale, with stock held in the UK for fast delivery once it lands. “The best way to understand these rugs is to stand on them,” Sam concludes. “Photographs show the prints, but the showroom shows the quality – the lustre of the viscose, the depth of the wool, the weave of the jute. We’d encourage every buyer to come and see the collection, and we’ll be ready to talk about the ranges that follow.” To arrange a showroom visit, contact laura.jones@thinkrugs.co.uk. www.thinkrugs.co.uk

The UK’s Best Rug Supplier

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94 PRODUCTS LIVING

Beehive introduces Dorchester and Denver Beehive Furniture Wholesalers has expanded its upholstery collection with two new models offering different approaches to comfort and contemporary design …

Dorchester

“Regular new arrivals and an extensive upholstery collection

The Dorchester, available in both corner and 3+2+1 configurations, focuses on generous cushioning and relaxed styling. The Denver, meanwhile, introduces electric reclining functionality in a modern corner sofa, with a choice of colours and layouts to suit different living spaces. Both ranges offer retailers attractive additions to their showroom collections, supported by Beehive’s established nationwide distribution network, says the supplier. Generous comfort, timeless appeal The Dorchester brings a softer, more relaxed look to the Beehive collection. Pictured in charcoal and also available in grey, its deep seating, generously filled cushions and rounded armrests create an inviting design suited to contemporary family homes. The collection is available as a 3+2+1 suite or corner sofa, giving customers the flexibility to choose

a configuration that best suits their living space. “Its distinctive design features broad seat cushions, supportive backrests and co-ordinating scatter cushions, creating a comfortable and welcoming appearance,” says Beehive’s sales director, Sami Farooq. “The textured upholstery adds depth to the finish, while the understated colour options allow the range to complement a variety of interiors. “The Dorchester is particularly well suited to customers seeking a substantial, comfortable sofa with a relaxed appearance rather than a structured, formal design.” For retailers, the choice of two configurations provides greater flexibility when presenting the range, accommodating customers looking for either a complete matching suite or a spacious corner arrangement. Electric recline with contemporary style The Denver offers a different seating experience, combining the convenience of electric reclining with a compact, contemporary corner design. Pictured in green, the model is also available in grey or black, providing three versatile colour options. Available in both left- and right-hand corner configurations, Denver can accommodate different room layouts, making it suitable for a wide range of homes. The design features broad seating, supportive back cushions and neatly upholstered armrests. Its clean lines and tailored fabric finish give the sofa a modern appearance, while the reclining function provides additional comfort without the need for separate reclining chairs. Sami states: “Denver is an appealing option for customers who want the practicality of an electric recliner while retaining the seating capacity and appearance of a corner sofa.”

Denver

Reliable trade supply With over 20 years of industry experience behind it, Beehive Furniture Wholesalers supplies independent furniture retailers and online businesses throughout the UK. Trade customers benefit from fast nationwide delivery, no MOQs, and a comprehensive dropshipping service, including DHD. Beehive’s online trade portal provides live stock availability and incoming restock information, while API integration enables retailers to synchronise inventory with their own websites and systems. “With regular new arrivals and an extensive upholstery collection, Beehive continues to provide retailers with a dependable source of furniture for their customers,” Sami concludes. “Discover the Dorchester, Denver and the wider collection at Beehive Furniture Wholesalers.” www.beehivefurniture.co.uk

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96 PRODUCTS LIVING

Feedback brightens Sherborne’s outlook

Chester two-seater fixed sofa and chair

Chester recliner

“The extra confirmation really underpins what a great product this can be

Chester fireside chair

“With its head and lumbar features combining well with the cloud-style powered recliner action, we can only see Dakota becoming stronger as time goes on,” Sherborne enthuses. But the manufacturer did not stop there. Since that January NEC show, it has launched various new products, all developed with its retail partners in mind. “We know it’s been a tough few years in the trade, and our new competitive riser recliners launched in April and July have really hit the spot,” Sherborne explains. “The Newbury, Ryedale and Chester, in both scroll and knuckle versions, use the same structural framework as the ever-popular Cartmel ranges, ensuring streamlined production processes, and purchasing efficiency that allows us to maintain price points that are advantageous to our retail partners.”

Sherborne Upholstery says it has enjoyed a busy year since launching its contemporary Dakota range at the January Furniture Show (JFS) – which, now in both fabric and leather options, continues to go from strength to strength, with strong sales every week …

The Chester and Chester knuckle range has now been extended to include a fixed chair, fixed twoseater and recliner, and the powered recliner version includes the head adjust feature. To sit alongside this, Sherborne has also added a Chester fireside in three heights and three leg choices. All of these products are available in both fabric and leather, giving customers a broad choice. “What’s really pleasing to us is the positive feedback we’ve received,” Sherborne continues. “This is the mark of a product that will perform really well. “The compliments on the comfort levels of the Chester, throughout the ranges, has been very important and valuable to us. The whole process was to find the right blend of supportive seating to work alongside a sprung back, and then combine this with a button configuration designed to contour the back and maximise the comfort. We were sure we had this right, but the extra confirmation really underpins what a great product this can be moving forwards. “We’ve also looked at where we could improve our Aquaclean swatch, and have replaced the Lugano, Pacific and Tasman with three new products – Aegean, Sargasso and Biscay. These were very well received on their first showing at the Minerva Autumn Furniture Show, and our representatives will be visiting soon to change these fabrics over – we’re sure you will see the improvement.” Looking to the future, Sherborne is getting busier and working hard to get every order out on time for Christmas – before JFS comes around once again. “We’ve all been working very hard in the background to bring some exciting new products to show our customers in 2027,” concludes the manufacturer, which can be found on stand 5-D10 at the upcoming show. www.sherborneupholstery.co.uk

Leather Launch at Sherborne Upholstery After the successful launch of the Modern Dakota range which features soft padded arms, cloud power recliner functionality and a contemporary design we have now added this popular addition to our leather range.

In January we launched the Modern Dakota range which features soft padded arms, cloud power recliner functionality and a contemporary design, making it a ver popular addition to our selections.

See us at JFS Stand: 5-D10

The most recently launched Riser Recliner models were s proved very popular. The Chester and Ryedale ranges are available in Fabric and Leather; they also feature options competitive pricing we know these ranges will be very po

The ever-popular Cartmel range in both scroll and knuckle versions have now been extended in the Leather range to include the fixed two-seater settee, fixed chair and recliner, the recliner is also available in a powered option with the head adjust feature. The fireside Cartmel in both versions have also been launched and sit within this range very nicely. Both scroll or knuckle are also available in 3 leg options and 3 heights.

The two sizes of riser recliner are also available in leather.

98 PRODUCTS BEDROOM

Highgrove goes beyond Black Friday With more consumers researching sleep products online, and value remaining a key driver, Highgrove Beds says it is giving its retail partners the tools, content and support they need to make the most of the peak trading period and beyond …

“Helping retail partners turn that opportunity into sales

The bed market remains one of the most competitive areas in furniture retail, with consumers more informed, more demanding and increasingly researchdriven. For retailers, that makes the final quarter of the year both a huge opportunity and a critical test. Highgrove Beds says its focus is firmly on helping its retail partners turn that opportunity into sales, with a strong programme of marketing support, product content and retailer-friendly assets designed to drive footfall, online engagement and in-store conversion during Black Friday, Christmas and the January sales. Investment is continuing in high-quality product imagery, lifestyle photography, website banners, social media content, PoS materials and product videos, helping retailers present Highgrove Beds consistently across their own channels.

Alongside this, innovation remains at the heart of the Highgrove Beds range, with the award-winning Elements Collection continuing to generate strong consumer interest, and the PowerAdjust adjustable collection providing retailers with an opportunity in a growing category. A new Highgrove Beds website is also currently in development, designed to make the range easier for consumers to explore and understand the different mattress, base, headboard and fabric options available. The site will continue to direct consumers towards Highgrove Beds retailers, and forms part of the wider strategy to support retail partners both online and in-store. The manufacturer is also continuing to invest in video and retailer-led content, including interviews and product-focused assets designed to give stockists more material to use across social and digital channels throughout the year. With peak trading approaching and major shows on the horizon, Highgrove Beds says its focus remains firmly on giving retailers commercially strong products, alongside the marketing tools and support needed to sell them with confidence. www.highgrovebeds.co.uk

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100 PRODUCTS DINING

Growing the range without growing the risk

High Rock

Cortina

“Growing a range should create opportunity, not simply increase exposure

“A broader offer can attract new customers, but carrying that breadth in stock brings its own commitments,” states the supplier. “Every new collection requires more than a buying decision. There is warehouse space to consider, cash tied up in inventory, and the possibility that demand will move elsewhere. For independent retailers and online businesses alike, the question is practical – how do you offer customers more choice without taking on unnecessary stock? “At Furniture To Go, we make that possible through UK-held stock, 98% stock availability and next-day delivery. From our Portsmouth warehouse, we deliver directly to retailers’ customers, helping businesses expand their ranges without tying up cash in inventory. More choice, faster fulfilment and no stockholding commitment give retailers greater flexibility. “That flexibility matters when retailers want to explore a new category, introduce a colourway or complement an existing collection. Rather than committing warehouse space to an untested range, they can introduce products to their customers and

Heaven

For furniture retailers, growth is not simply about offering more products – it is about choosing where to invest, protecting cash and making sure every addition to the range earns its place, writes Furniture To Go …

use sales to guide future decisions. Growth becomes something they can manage more selectively.” However, the supplier qualifies, access to a broad catalogue is only one part of the equation: “Retailers also need the information and support to turn products into sales. Clear dimensions, useful imagery and accurate descriptions help customers understand what they are buying, while stock visibility helps retailers set expectations before an order is placed. “The delivery experience is equally important. Customers judge the retailer they purchased from, even when a supplier fulfils the order. That makes dependable fulfilment a commercial consideration as well as an operational one. The product, the information and the handover all need to support the promise made at the point of sale.” Dining provides a timely example. As attention turns towards Christmas gatherings, retailers have an opportunity to present tables and chairs that suit different homes and budgets – but, says Furniture To Go, the strongest offer looks beyond a single occasion, showing how furniture fits everyday meals, shared spaces and the way households actually live. “A dining collection can also open the door to complementary purchases,” it continues. “Sideboards, display cabinets and occasional furniture help retailers present a more complete room. With a supplier holding the stock, they can offer that wider choice without needing to make an equivalent investment in their own storage and inventory. “For Furniture To Go, the role of a supplier is to make those opportunities easier to access. UKheld stock, a broad selection of ranges and direct customer delivery give retailers a practical foundation. Their focus can remain on understanding their customers, presenting the right products and building a business that encourages repeat purchases. “Growing a range should create opportunity, not simply increase exposure. By working with a supplier that supports both choice and fulfilment, retailers can take a measured approach to expansion. They can respond to demand, explore new possibilities and keep control of the resources they need to grow with confidence.” www.furniture-to-go.co.uk

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102 PRODUCTS TRADE SERVICES

Connected software is the trade’s advantage Image courtesy Shutterstock/Lomb

A furniture sale is rarely just a sale. Behind every sofa, mattress or dining table is a chain of decisions and processes, from product configuration and supplier ordering to stock allocation, delivery scheduling and customer communication – and when those processes sit in different systems, even a successful sale can create unnecessary work, explains Ordorite …

“For furniture and bedding retailers, the question is no longer simply whether they have retail software. It is whether their technology understands how their business actually operates,” says the retail management and ERP software expert. “Ordorite was developed specifically for furniture, bedding and related retailers, rather than adapting a generic PoS system to fit an unusually complex industry.” And that distinction matters on the showroom floor, Ordorite explains: “A customer may choose a sofa in a particular fabric and configuration, pay a deposit and expect delivery several weeks later. A mattress purchase might involve several related products, while a large order could draw on stock from different locations or require items to be ordered from suppliers. “Ordorite brings these moving parts into one connected platform, covering PoS, product configuration, purchasing, inventory, warehouse operations, delivery and reporting. Instead of repeatedly entering information or chasing updates between departments, teams can work from a more consistent view of each order.”

“The case for one purposebuilt, connected platform is compelling

One order, one connected journey The value of integration becomes clear after the customer leaves the showroom, Ordorite continues: “Sales teams need confidence in product and order information. Buyers need visibility of incoming stock and supplier commitments. Warehouse teams need to know what is ready for dispatch. Delivery planners need accurate schedules, and managers need a clear picture of performance.

“Disconnected tools create gaps between these activities. A connected retail management platform helps reduce those gaps, making it easier to identify issues earlier, co-ordinate the next step and keep customers informed. “It also gives retailers a stronger foundation for decisions about stock investment, margins and operational efficiency. Rather than relying on separate spreadsheets and delayed updates, managers can use reporting linked to day-to-day activity across the business.” Specialist software, built to evolve For independent retailers and growing multi-store businesses alike, technology should support how they sell today while helping them prepare for tomorrow – and, as a software-as-a-service (SaaS) platform, Ordorite continues to develop alongside the changing demands of the sector. Its broader capabilities, including marketing tools and practical AI functionality, reflect a focus on helping retailers do more with the information already flowing through their businesses. “But the real measure of retail technology is not the number of features on a list,” Ordorite argues. “It is the difference those features make to the people using them – fewer disconnected processes, better visibility and more confidence from showroom to doorstep.” For furniture and bedding retailers looking to simplify complexity without compromising the customer experience, the case for one purpose-built, connected platform is compelling. www.ordorite.com

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104 OPINION

Why the sale isn’t finished yet

By Ben Wain

As this issue lands, furniture retailers will be preparing to enter one of the year’s most important trading periods. Showrooms will start to have one eye on the winter sale, Christmas delivery messages will be reaching their final cut-offs and sales teams will be focused on securing every last opportunity before footfall starts to slow. It is an exciting time, but it is also the point at which one of retail’s biggest mistakes becomes more dangerous – treating the order as the finish line. A pre-Christmas sale isn’t successful simply because the customer has paid a deposit. It is successful when the correct product arrives when promised, is installed properly and leaves the customer feeling as confident about the retailer as they did in the showroom. Customers buying at this time of year are often buying for a moment. They picture the family sitting around a new dining table, relaxing on a new sofa or opening presents on a newly fitted carpet. When we promise delivery before Christmas, we are attaching ourselves to that moment. If we get it wrong, we don’t just delay a piece of furniture. We disrupt something the customer has been planning and looking forward to. I learned that lesson many years ago while responsible for sales across a large UK furniture retailer. In one of the stores I looked after, an exceptional salesperson secured an order worth almost £9,000 for a specialist sofa configuration in an unusual colour, with delivery due just before Christmas. The supplier raised concerns that the powered components wouldn’t work correctly in the chosen layout, but the salesperson was convinced that a solution could be found. That belief was the first mistake. Fourteen weeks later, the product arrived. The original conversation was now a distant memory, the promise hadn’t been properly documented and the delivery team couldn’t assemble the sofa. The salesperson eventually visited the customer and attempted to connect it using parts bought from a local DIY store, but the product never performed as it should. The customer, who had been delighted at the point of sale, eventually felt they had been mis-sold. The business refunded almost £9,000 and collected a bespoke sofa that was difficult to resell. Add the delivery, collection, attempted repairs, management time and damage to the relationship, and the true

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In his ongoing series exploring the fundamentals of independent furniture retail, sales and operations consultant Ben Wain, the founder of Wain Consultancy & Coaching, explains why retailers must see every order through to their conclusion – and especially at this time of year …

cost went far beyond the refund. Worst of all, although almost every other order arrived before Christmas without a problem, this one left us knowing we had broken a promise right before the big day. We had won the order, but we lost the customer. The failure wasn’t solely the salesperson’s. The supplier had raised the alarm, but the warning didn’t result in a proper intervention. Those of us leading the store allowed ourselves to believe that it could be made to work. The exception wasn’t owned, the promise wasn’t transferred and the delivery team inherited a problem they knew nothing about. That is the risk every retailer needs to examine before peak volume puts more pressure on its processes. A furniture order passes through three critical stages. The promise is made in the showroom, protected through administration and customer service, and fulfilled by the delivery team. The customer doesn’t see three departments. They see one retailer. At the first stage, the salesperson must make a promise the business can keep. The order needs to be accurate, the specification checked and any unusual commitment clearly recorded and approved. I believe great salespeople should spend most of their time selling rather than chasing suppliers and administering historic orders. But they earn that clean handover by leaving the next person with everything required to fulfil what they have sold. If they create an exception, they cannot simply pass it over the wall. At the second stage, somebody must clearly

“This isn’t about adding bureaucracy or asking salespeople to become administrators. It is about protecting the promise, the profit and the reputation attached to every order

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own the order. That may be a customer service department, an administrator or, in a smaller independent, one person carrying several responsibilities. The job title matters less than the clarity. Who checks the supplier acknowledgement? Who identifies a changed lead time? Who updates the customer? Who makes sure a special instruction reaches the warehouse and delivery team? One rule I have always valued is that every time somebody touches a customer’s account, they leave a note explaining why. It doesn’t matter whether the business uses sophisticated retail software, email, a shared calendar or a paper diary. Anyone opening that order should be able to understand what has happened, what has been promised and what needs to happen next. When a problem could inconvenience the customer, make contact early. If an internal issue can be fixed without affecting the agreed delivery, fix it. But the moment the customer’s expectations may need to change, they should hear it from the retailer rather than discover it for themselves. Trust rarely disappears in one dramatic moment. It drains away through missed updates, unanswered calls and having to repeat the same story to several people. The final stage is the delivery, and it can become the part the customer remembers most. We enter customers’ homes every day, but they don’t invite retailers into their homes every day. A rushed delivery, damaged wall or careless attitude can undo months

of excellent work – it is vital that the final mile goes just as smoothly as the day the purchase was made. Call when you are approximately an hour away. Introduce yourself warmly and thank the customer for their order. Check the route into the room, protect the product and the home, assemble everything correctly and remove the packaging where that service is included. Leave the furniture as it looked in the showroom – positioned properly, cushions plumped and ready to enjoy. Then spend a few minutes making sure the customer is happy before leaving. Those extra minutes can make all the difference. So, as you read this, and before the Christmas rush reaches full speed, choose a selection of live orders and follow them from the sales paperwork through to the planned delivery. Check the acknowledgements, promised dates, customer notes, special instructions and access information. Pay particular attention to anything unusual. Ask whether every order has a clear owner and whether the next person in the journey has everything they need. This isn’t about adding bureaucracy or asking salespeople to become administrators. It is about protecting the promise, the profit and the reputation attached to every order. The till records the sale. The customer decides whether it was a good one when they finally sit down.

“We had won the order, but we lost the customer

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106 OPINION

Who gets the second sale? The growing interest in recycled, reclaimed and preowned furniture isn’t simply a sustainability story. This month, Clare Bailey, founder of The Retail Champion and host of the Retail Reckoning podcast, explores why independent retailers should be looking beyond the first transaction … By Clare Bailey

We throw away an extraordinary amount of furniture in the UK. According to WRAP, around 22 million items are discarded every year. That’s a staggering amount of useful life, and potentially useful value, heading out of the door. While the conversation quite rightly focuses on environmental impact, I think the furniture industry should be asking another question – who gets to make money from what happens next? We’ve already seen second-hand goods move firmly into the mainstream. Pre-owned fashion is no longer just about charity shops – refurbished technology has become an accepted choice, and luxury resale is big business. Consumers are increasingly comfortable with buying something that isn’t brand new, provided the quality, value and trust are there. Furniture has its complications. A sofa isn’t as easy to resell as a handbag. Collection, storage, refurbishment and delivery all have to stack up commercially. Yet the opportunity is hard to ignore. WRAP estimates that keeping currently discarded household goods in use could save UK households between £2b and £8b a year. For independent retailers, though, simply sticking a sustainability label on a product won’t cut it. The British Furniture Confederation’s 2024 industry survey found that 93% of respondents considered sustainability practices important. That’s encouraging – but importance doesn’t automatically translate into willingness to pay more. Customers still want something desirable, well made, convenient and fairly priced. Sustainability might strengthen the proposition, but it rarely rescues a poor one. Retail fundamentals haven’t suddenly changed because we’ve started talking about circularity. Where things get interesting is when we stop thinking only about the initial sale and start considering the entire life of the product. What happens to the sofa, dining table or bedroom furniture you sell today in five, 10 or 15 years? Traditionally, once it leaves the shop, the relationship largely ends. The customer eventually needs something else, and the next retailer gets the opportunity. Why should that be the default? IKEA’s Buyback service offers an interesting alternative. Customers can return eligible furniture for store credit, with suitable pieces resold. The environmental benefit is obvious, but there’s a commercial benefit too. IKEA creates a reason for customers to return, encourages another purchase and keeps the relationship alive beyond the original transaction. Independent retailers don’t need IKEA’s scale to

borrow the thinking. A trade-in scheme might work for selected products. Ex-display pieces, customer returns and discontinued ranges could have a planned second life rather than simply acquiring increasingly desperate red stickers. Partnerships with local upholsterers, restorers and repair specialists could open up services that generate revenue while keeping furniture in use. Could you help customers resell quality pieces they originally bought from you? Offer repair or reupholstery? Introduce carefully chosen reclaimed or vintage furniture alongside new collections? Not every model will work for every business, and the logistics need proper consideration, but these are commercial possibilities worth exploring, not just environmental gestures. There’s another opportunity hiding in plain sight – longevity. We don’t always need to sell sustainability as sustainability. Telling customers to buy something because it’s better for the planet won’t persuade everyone. Explaining that a piece is beautifully made, designed to last, repairable and capable of serving another generation is a much more tangible expression of value. That matters in a market where price comparisons are easy, and independent retailers can’t always compete with the buying power or advertising budgets of the biggest players. Expertise, service and a distinctive offer are advantages. Helping customers protect the value of what they’ve bought could become part of that difference. I’m not suggesting every independent furniture retailer should suddenly become a second-hand dealer. Nor should anyone underestimate the costs of collecting, assessing, storing and reselling bulky goods. The model has to work commercially, not just look good in a sustainability report. But the traditional approach of ‘sell it, forget about it and wait for the customer to need another one’ deserves challenging. Millions of pieces of furniture leave UK homes every year. Someone will find a way to capture the value that remains. The question is whether independent retailers will help shape that market, or leave somebody else to build the customer relationship. The first sale puts furniture in the home. The second could bring the customer back. I’d rather independent retailers were in the running for both. Subscribe to Clare’s Retail Reckoning podcast at https://bit.ly/3MEqSXR. www.retailchampion.co.uk

“Sustainability might strengthen the proposition, but it rarely rescues a poor one

108 OPINION

Today’s searches, next year’s trends Search data is usually left with marketing – but Peter Hall, director of Manchesterbased digital marketing agency Perpetual10, says it belongs in the buying meeting too, “because it shows what customers are trying to find before those needs appear in sales” … By Peter Hall

When searches occur for a specific phrase such as ‘two-seater green Chesterfield sofa’, buyers get an early signal to review the range before next season’s orders are fixed. In many furniture businesses, however, that information never leaves the marketing dashboard – so buyers continue working from sales history and supplier presentations, missing potential unmet demand as buyer behaviour changes. This doesn’t mean search data should dictate buying decisions, but it does give buyers a reason to question whether the current plan reflects what customers are asking for. Your sales report starts too late Completed orders tell buyers what sold. They don’t reveal what people wanted but couldn’t find. Imagine that compact corner sofa sales remain steady. Meanwhile, visitors repeatedly search for ‘corner sofa under 200cm’, see no suitable products and leave. Nothing reaches the basket, so the sales report records no loss. The site search log does, however. And this data is locked in a report marketing owns, but don’t think to provide to the buying team. Really, marketing should provide a report of noresult searches and compare this with the ranges on the site. Patterns around missing measurements or covers reveal demand that completed orders miss. If customers keep searching for something the range doesn’t offer, buyers can act before next season’s orders are placed. They can show suppliers the exact terms and ask whether a new option is realistic, or check whether a suitable product already exists but is difficult to find online. The distinction is simple. Sales data shows what the current range allowed people to buy. Search data shows what they tried to buy. Read the words around ‘sofa’ Broad terms estimate demand, but the useful detail sits around ‘sofa’. ‘Corner sofa’ names a category. ‘Left-hand corner sofa with washable covers under 220cm’ describes orientation, care and size. Add ‘in stock’, and availability becomes part of the request. Similar words don’t always describe the same need. ‘Compact’ may refer to the overall look, while ‘shallow’ points to seat depth. ‘Under 180cm’ sets a firm width. Grouping all three together could hide a real gap in the range.

Other phrases are interchangeable. ‘Couch’ and ‘sofa’ don’t require separate products. Marketing must separate alternative wording from a genuinely different requirement before passing the insight to buyers. Record what shoppers aren’t finding Buyers need a clear record of what customers repeatedly search for, and whether the current range meets that demand. Several tools provide different parts of the picture: Google Ads Keyword Planner shows related terms and estimated monthly demand, helping marketing test whether a showroom request reflects wider interest; Google Trends shows whether interest is growing or seasonal (it doesn’t provide exact search numbers, though); Search Console shows which searches already display the retailer on Google – high impressions may reveal demand the business isn’t capturing; and website search logs and Google Analytics record what visitors type into the retailer’s search box – repeated searches with no suitable result reveal what customers expect but cannot find. Showroom staff add language that tools may miss. I’d ask them to record repeated requests they cannot satisfy, using the customer’s own words. ‘Dog-proof sofa’, for example, gives marketing a useful starting point. Marketing can then check how often related terms appear and compare them with the current range. Before calling something a product gap, the team must establish whether a suitable sofa already exists under different wording. Buyers then receive the customer need, the direction of search interest and any suitable option already in the range. Test the signal before changing the range Search terms should begin an investigation, not trigger a large order. If ‘washable cover sofa’ keeps appearing, check whether suitable models already exist but are difficult to find. Group them clearly online and watch whether interest continues. If the gap is genuine, buyers have stronger evidence for discussing a small trial with a supplier. Timing determines if demand belongs in next season’s range. Compare website searches over several months with the Keyword Planner and Google Trends. A one-week spike may disappear quickly when looking at long-term data. Prioritise data which shows steady growth or a returning seasonal pattern.

“The distinction is simple. Sales data shows what the current range allowed people to buy. Search data shows what they tried to buy

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Image courtesy Shutterstock/DimaBerlin

“Each term still needs to be judged against lasting demand and commercial reality

Question if demand will last long enough to match sourcing and production lead times. Sustained interest supports a range decision. A brief spike is better used to guide current marketing or merchandising. Use data without surrendering judgement People search out of curiosity as well as purchase intent. They look at colours they admire but won’t live with, and styles outside their budget. That’s why each term still needs to be judged against lasting demand and commercial reality.

Used well, search evidence doesn’t weaken a buyer’s judgement. It provides a quicker, less filtered view of what customers want. Next season’s range will still depend on design instinct, supplier knowledge and production limits. But when shoppers repeatedly describe a sofa the business doesn’t offer, their words belong in the range review. Hearing them only after sales fall is one season too late. www.perpetual10.co.uk

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110 OPINION

Bira’s Budget wishlist Image courtesy Shutterstock/Andrii Yalanskyi

This month, Andrew Goodacre, CEO of the British Independent Retailers Association (Bira), talks about what independent retailers need from the Autumn Budget, and why now’s the time to make your voice heard … By Andrew Goodacre

High streets are back in the national spotlight. The Prime Minister has been touring towns and cities to hear about the challenges facing local communities, and that renewed focus is welcome. But attention is not the same as action. The Autumn Budget, to be delivered by Chancellor John Healey, is the opportunity for that interest in our high streets to turn into something that makes a real difference to independent businesses. Bira has now submitted its response to the Treasury’s annual Budget consultation on behalf of the sector, ahead of the Budget, which is set to take place on 28th October. Business rates sit at the top of our list. We are calling for a return to the 75% business rates discount that retailers previously enjoyed, worth up to £110,000, and we want a commitment that no independent retailer faces a higher rates bill next year. Beyond that, the system itself needs meaningful longterm reform. Retailers deserve a tax they can plan around with confidence. Employment costs are the second major concern. We have proposed that the Employers’ National Insurance allowance rises to £15,000, to help offset the impact of the previous increases in contributions. For a small shop with a handful of staff, that difference matters, particularly heading into the busiest trading weeks of the year. Then there is the question of fairness between the high street and overseas online sellers. We are asking the Government to bring forward plans to close the low-value imports loophole. Changes are currently

scheduled for 2028, and we would like to see them in place by 2027. We are also urging ministers to tackle VAT fraud by overseas online sellers by April 2027. Independent retailers play by the rules, and they should not be undercut by sellers who do not. Two further priorities are closer to the daily experience of running a shop. Retail crime remains a serious concern, and we are calling for continued investment in community and neighbourhood policing to tackle theft and anti-social behaviour in town centres. We have also proposed a national approach to reducing the cost of town centre parking, because affordable parking can play an important role in encouraging shoppers back to their local high streets. If we want people to choose the high street over the click of a button, getting there needs to be as easy as possible. None of us will know what the Budget contains until the Chancellor stands up, and I won’t pretend to predict it. What I can say is that the priorities for independent retailers are clear, and Bira will keep making that case as strongly as we can. Our submission is in, but the work does not stop there. We will be sharing our key recommendations with members, and I would encourage you to speak to your local MP as well. Explain in your own words what these measures would mean for your shop. A message from a business owner in their own constituency carries real weight, and the more voices they hear from the high street, the harder it is to ignore. www.bira.co.uk

“The priorities for independent retailers are clear, and Bira will keep making that case as strongly as we can

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First-class retail coaching While some people are born teachers, many more would benefit from honing their approach to retail sales training – and this starts at the candidate interview stage, explains our US correspondent Gordon Hecht, writing for trade magazine Your Source News … By Gordon Hecht

A common expression associated with recruiting is ‘hire for attitude, train for aptitude’. The intent, especially in the selling profession, is that product and people knowledge can be trained, but passion and enthusiasm must be a part of a candidate’s DNA. The flaw in that theory is that the conversion of raw talent into successful production is achievable only with ongoing coaching. It’s the kind of mentoring based on ‘practice doesn’t make perfect, only perfect practice makes perfect’. In our retail world, the job of coaching falls upon the shoulders of the store manager or owner. Larger sales teams may have a sales manager who acts as a coach. In either scenario, to be successful the coach has to be in the game, which means being active on the showroom floor. Good coaches help your sales team grab that one extra sale, or two extra add-on items that take an average sales day and turn it into a winning day. Great coaching cannot be done from a back office, or offsite location. And it needs to be done in a way that the methods and information become internalised into the sales presentation. Coach on the fly Successful business coaches are active in the situation. That means seeing how shoppers are greeted at the door. Also, how their sales team transitions to discovery, demonstration and closing. When it’s proper, they interact with their team discreetly during the sales presentation to provide guidance on how to convert the shopper to customer. Make it a rule to provide feedback on an individual basis, rather than saving it for a team meeting. This doesn’t mean stepping in and closing the sale. The goal is to teach the salesperson to fish, not give them a fish. The answer is always a question Unsuccessful coaches become the Shell Answer Man, the 1980s commercial that provided all the answers. Great coaches train their teams to think for themselves. They respond to almost any query with a reflexive question. For example, a salesperson asks a manager, “Can I give a discount to close this sale?” or “How fast can we get a merchandise shipment for a customer?” The coach can reply, “If you owned the business and had to pay the bills, what would you do?” or “Where do you think we could get that info?” It becomes incumbent on the salesperson to make their business case for reducing price, and in charge of finding readily available information. The result is training your team how to think and not how to do.

The role of roleplaying Great coaches make sure their players are ready to take the field. Sports, acting, singing or debating, it doesn’t make a difference. The winners don’t go out cold. They stretch their limbs, rehearse their lines, test the vocal cords, and polish their arguments. It’s the same for selling. Pre-store warm-ups include rehearsing sales pitches, greetings and demonstrations. It’s more productive for coaches to correct performance during roleplaying than to risk making errors with live, paying shoppers. It starts with expectations Set the rules before the game starts. Part of the interviewing process is to find your candidate’s level for accepting coaching and internalising new skills. Next, ask them about their experience with roleplaying. Let them know that they will be provided with constant constructive feedback in the interest of great customer service. Expectations need to be set upwards, too. Senior management needs to understand that store activity supersedes any reporting, CRM management, or other paper-shuffling exercises. There’s no bonus for answering the most emails in a day, or a gold medal for the fastest to reply. The coach’s job is to maximise revenue in a legal and ethical fashion. That’s the benchmark for performance. Coaches need coaching too! Not all managers are born coaches. There’s a need for strong operational leaders in retail too. But people can be taught to become mentors on the sales side. Senior leaders looking to create revenue need to allocate time, training and rewards to create a solid coaching team, while providing the environment that allows store leaders time on the showroom floor to coach. The side bonus of team building Employee retention is a key issue in keeping your business profitable. Coaching, training and mentoring means maximising the customer’s experience, but also means your team closes more sales, makes more money and becomes more successful. Feedback is instant, and showroom skills become sharper. And that’s the type of store where people never quit. This article was originally published by Your Source News. Gordon can be reached at gordon.hecht@aol.com.

“The goal is to teach the salesperson to fish, not give them a fish

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As the January Furniture Show’s Lead Media Partner, Furniture News has again been commissioned to publish the exclusive JFS VIP Buyers Preview Magazine, in which key exhibitors and products are highlighted ahead of the show. The magazine is mailed to all pre-registered VIP buyers and other key retailers to hit desks before Christmas, then distributed digitally to the exhibition’s wider visitor database ahead of the show. We’re inviting key exhibitors to get a front-row seat, with a limited number of advert and product slots available. Get in touch before 16th November to secure your spot! Contact Sam Horscroft on 07764 650655 or email sam@lewisbusinessmedia.co.uk

PARTNER COMMENT OPINION 113

SUSTAINABLE FURNISHINGS COUNCIL (SFC)

Sustainability has reached a turning point The furniture industry has changed significantly over the last two decades, and its take on sustainability has gone from one of niche interest to integral necessity – which is why it’s no longer enough to work in isolation, writes Scarlette Tapp, executive director of the US Sustainable Furnishings Council (SFC, now owned by Cascale) … By Scarlette Tapp

When sustainability first began gaining attention in home furnishings, it was often viewed as a niche concern, with conversations tending to focus on environmentally preferable products or ‘green’ marketing claims rather than how an entire business operated. A relatively small group of companies believed furniture could be produced in ways that were better for people and the planet, but those ideas were far from mainstream. Today, the picture looks very different, with sustainability now a business issue that touches every part of the value chain. Companies are navigating questions around responsible sourcing, supply chain transparency, chemicals management, carbon emissions, waste reduction, circularity and human health. Concerns about substances such as PFAS, growing demands for product and supply chain data, and increasing regulatory expectations have pushed sustainability from the margins into the heart of business decision-making. It is remarkable how much progress the industry has made in a relatively short time, but it’s equally clear that the next chapter will require something different. If the past 20 years were about building awareness and creating practical tools, the next 20 will be about implementation and collective action. The industry has become far more sophisticated in measuring and managing sustainability performance, with companies today able to access frameworks and benchmarking tools. But having more sophisticated data only forms part of the solution – our challenge now is to tackle the fragmentation across companies’ data. Many are already taking action, but often in different ways, using different frameworks and responding to different stakeholder demands. That can create complexity for businesses and suppliers alike, particularly when resources are limited and expectations continue to grow. Across Europe and North America, sustainability requirements are reshaping how furniture businesses operate – from the European Union Deforestation Regulation (EUDR) to the recently implemented Empowering Consumers for the Green Transition (ECGT) Directive, created to protect consumers from misleading and unsubstantiated environmental claims. Businesses are facing growing expectations around transparency, traceability and environmental performance – and for companies

operating across multiple markets, keeping pace with an increasingly complex patchwork of rules is becoming a challenge in itself, with more than 2,400 ESG and sustainability-related regulations now in force across over 80 jurisdictions worldwide. The pressure is not just coming from policymakers – major retailers are now asking suppliers to demonstrate stronger decarbonisation performance and provide greater transparency into their operations and supply chains. That shift is helping to raise standards across the industry. However, retailers also need to consider how suppliers are supported through that transition. The reality is that many of the challenges facing the furniture industry cannot be solved by companies acting alone. Furniture supply chains are highly interconnected, with manufacturers often sharing suppliers, and retailers sourcing from overlapping networks. One company can improve sourcing practices, while another can invest in better data or reduce emissions within its own operations. All of these actions matter. But meaningful change only comes with scale to align across the wider system. That is particularly important in the furniture sector, where only 44% of UK furniture manufacturers actively measure their carbon emissions, and 38% remain unaware of the distinction between Scope 1, 2 and 3 emissions. This is where pre-competitive collaboration becomes essential. Many sustainability issues, from emissions and chemicals management to responsible sourcing and supply chain transparency, cut across product categories. The furniture sector has always been resourceful and innovative. It has adapted to economic shocks, shifting consumer expectations and changing market conditions. Sustainability presents another period of transformation, but one that requires a more collective response than many previous challenges. As I reflect on how far the industry has come, there is much to be encouraged by, as organisations increasingly treat sustainability as a core business resilience issue. But anniversaries should not only be about looking back. The next 20 years will be defined by which industries can work together precompetitively to solve shared challenges. After all, no company can single-handedly decarbonise a supply chain it shares with its competitors. www.sustainablefurnishings.org

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114 OPINION FEEDBACK

THIS MONTH, WE’RE ASKING …

Which industry disruptor should be on the trade’s radar? Wellness – but not as a marketing word. The home is quietly becoming the place people go to recover from their lives. The firm that learns to sell seating as restoration rather than furniture will redraw the category Tim Hudson, CIAR and Nisi Group

While I may be slightly biased as I think Paul Lake is one of the nicest people within our industry, what Purecare is doing with Purelay is genuinely impressive. It’s a relatively new proposition, but it brings to the market a differentiated, wellbeing- and innovation-led approach, that challenges more traditional product thinking Matt Randle, Dreamland Bedding Centre

I’m obviously going to say Zoy – we are new to the UK marketplace, but we’re a global furniture industry giant James Stevenson, Zoy Furniture

Escalating supplier price increases and surcharges stemming from the conflict with Iran, creating cost pressures across the supply chain Jemma Frame, AIS

The new breed of national assembly and service providers. Retailers are finally recognising that the delivery and installation experience is the moment of truth for customers, and specialist partners like Furniture Flow are disrupting the old model by offering consistency, professionalism and nationwide coverage that retailers simply can’t replicate internally

Customers are tired of long lead times, vague delivery windows and over‑promised service. The retailers gaining ground are the ones who hold real stock, offer fast delivery and keep pricing honest. It sounds simple, but it’s quietly reshaping expectations. The disruptors aren’t the loudest brands – they’re the ones removing friction from the buying journey and proving that reliability is a competitive advantage Lloyd Bellis, Furniture Outlet

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