A diverse catering offering is essential Products Top trends in toys and games
Emma Kelly
Poinsettias
Garden Center Advice offers expert guidance on garden center management, providing consultation services for business growth, efficient operations, and effective marketing strategies. We help garden centers enhance customer experience, optimise inventory, and boost sales through tailored solutions and industry best practices.
Welcome
Welcome to the September issue of Garden Centre Retail magazine.
This season is traditionally a busy one for this sector, and as the weather has improved, so has the activity in the market.
There have been two huge bits of news in the sector recently – both big-name acquisitions by two of the powerhouses of the sector, with Frosts being absorbed into the Blue Diamond stable and Langlands joining the British Garden Centres family. A sign of a healthy market is the quantity of mergers and acquisitions, so these moves are positive for the whole industry.
Moving on to the content for this issue, we’ve got a fantastic interview with the newly-
promoted Emma Kelly, commercial director at Bents Garden & Home. She takes us through her new role, her history within the business and her future plans.
We are also exploring data and business growth with our regular contributors, including Andrew Burton, and we’ve got summer updates from the GCA, GIMA and new partner to the Garden Centre Expo, BHETA.
Other features include new retail innovations, veganism and the festive favourite foliage, poinsettias.
Don’t miss out on the chance to connect and collaborate at next month’s Garden Centre Expo. We look forward to seeing you there, where innovation and inspiration will be in full bloom.
Joe Wilkinson
Joe Wilkinson Head of content
A SIGN OF A HEALTHY MARKET IS THE QUANTITY OF MERGERS AND ACQUISITIONS
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EDITORIAL
Head of content – Joe Wilkinson joe.wilkinson@eljays44.com
Tel: 01903 777 587
Senior subeditor – Katrina Roy katrina.roy@eljays44.com
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News
A roundup of the latest industry news
GCA
CEO Peter Burks shares his views on a tough period for garden retail
Growing Together
GIMA members on working together for the benefit of all
14 16 19 24 28 31 35 39 43
46
51 55 59 63
Andrew Burton
Andrew Burton on essential steps to boost revenue
Beating the Instagram Algorithm
Tips from Fay Clarkson of Honest Communications
An Interview with Emma Kelly
New commercial director at Bents Garden & Home
From Blooms to Boom
Cassie King on collecting helpful business data
Scottish Garden Centres Tour
The HTA study tour to Scottish Garden Centres
Profitability in Garden Retail
Benchmarks of profitability in the garden retail market
Smartphone Apps
Corby + Fellas discusses the benefits apps can bring
LED Lighting
Energy efficiency of lighting your retail space with LED
Retail Innovations
Could innovative tech from other sectors benefit garden retail?
Creating Vegan Options on the Menu
Unlocking the power of vegan pptions in catering
Poinsettias
This “festive plant” can be used for more than just holiday cheer
BHETA
BHETA
CEO Will Jones shares his views on today’s diversified market
Pots and Planters
The latest in the pots and planters departments
Toys and Games
A round-up of the latest products in the toys and games sector
Langlands welcomed into British Garden Centres family
British Garden Centres is pleased to announce the acquisition of Langlands Garden Centres and its three stores: Shiptonthorpe, Whinmoor and Loxley.
The purchase of these three established garden centres brings British Garden Centres’ total portfolio to 65 locations across the UK. The new stores will benefit from British Garden Centres’ extensive buying power, allowing them to offer customers a wider selection of plants, garden care products, and homeware at competitive prices.
Similar to other BGC centres, the Loxley and Whinmoor stores will adopt local names. They will be rebranded as Sheffield and Leeds to better reflect their areas. Langlands in Shiptonthorpe will keep its current name, due to its rich heritage and history within the community.
Charles Stubbs, founder and director of British Garden Centres, says: “We are thrilled to welcome the Langlands Garden Centre
team to the British Garden Centres family. Langlands has a long-standing reputation for quality products, expert advice, and a dedication to the communities they serve, values that perfectly align with our own.”
James Ducker, director of Langlands adds: “I’m delighted that the centres and nursery are becoming part of the British Garden Centres family. I would like to pay tribute to my Mum and Dad who have worked so hard to make Langlands the success it is. We have the most amazing team and I’m sure that Langlands joining BGC will create huge opportunities.”
britishgardencentres.com
Notcutts appoints two new directors
Notcutts is making two important changes to its Executive Leadership Team with the upcoming retirement of Graham Walker, trading and operations director. These new appointments are being made from within Notcutts’ current organisation and they highlight the success of the company’s talent development and succession planning programme.
Yvonne Archibald will take up her new role on 1 November as trading director. Archibald curently holds the position of category head for Notcutts home and gifting department. With this appointment, she will also step up to join the company’s executive leadership team. Also taking up his new position as operations & sustainability director and joining
the company’s executive leadership team on 1 November is Chris Holt. Holt is currently cluster manager and general manager of Notcutts St Albans Garden Centre. notcutts.co.uk
£1.5m investment in Caulders Garden Centre
Work is now underway at Caulders Garden Centre Kirkintilloch to build a 300 seated restaurant and to extend the existing garden centre. The £1.5m project should be completed by spring 2025.
The new restaurant will be more than double the size of the existing restaurant, with a great outlook over the Campsie Hills. It should create at least an additional 30 jobs for the area.
As part of Caulders sustainability journey, the roof will host solar panels that will have a 92% efficiency rating – saving 12.5t of CO2 a year. Caulders, Kirkintilloch will be able to harvest all its rainwater and heat and cool the building with air sourced heat pumps.
Colin Barrie, managing director of Caulders, says: “Our customers are at the centre of everything we do and it is important we keep improving our offering to them. The new building will also house a new baking kitchen that will provide in-house cakes and traybakes for all our restaurants. It is an exciting time for Caulders.”
caulders.co.uk
Flexi Tubs & Buckets
A tough time
FOR RETAIL
PETER BURKS ON TACKLING RISING COSTS WITH INNOVATIVE STRATEGIES AND DATA-DRIVEN SOLUTIONS
Ithink that there is no doubt our industry, along with many other sections of retail, is going through a difficult time now.
We all know that the single biggest factor that affects trade in the world of garden centres is the weather, and unfortunately that has not been kind to us this year.
In fact, many industry sages are saying that without doubt, this has been the most unhelpful spring ever. When the sales side of your profit and loss account isn’t doing too well, we quickly look to the cost side to ensure we have this covered and it’s not running away with us.
This is where the lack of spring sales has been more acutely felt this year, as the cost side of the business has been rising significantly during the last few years. Most of these cost increases have been completely beyond the control of business owners and include the price of containers coming in from abroad, the cost of electricity and gas and most significantly the cost of labour, with the minimum wage rising by 45% during the last five years and 20% in the last two.
As many tasks in garden centres are very dependent on having a decent number of staff and maintaining great levels of customer service, the minimum wage rises, with the inevitable knock-on effect that senior staff
also need similar increases, have brought in a challenging problem.
This is currently generating a lot of discussion about what can be done, and in an organisation such as the Garden Centre Association (GCA), where collaboration is so important to our members, these conversations are around what centres are going to do about it. The GCA’s Mission Statement, ‘to connect the best garden centres in the UK, to inspire and support them to grow and adapt’, confirms that members will be helping each other to move on.
When looking for help on the sales side of the business, data is a good starting point. Here the GCA Barometer of Trade, that all member garden centres can join free of charge, gives our members an indication of how well they are doing, not only in overall sales but also by department.
This gives them areas to work on if they are falling behind the association average and, of course, someone to visit or ask who might be the top performer in a particular category.
Then, there could be a useful conversation to be had with one of our associate members who have knowledge on space planning in garden centres such as Pleydell Smithyman. It is so important to have the right amount of space devoted to each product category and
of course, for each category to be in the right position within the garden centre footprint.
These sorts of conversations can often lead to identifying space that can be used for other products, or maybe lead to a concession bringing in welcome additional income, every day, whatever the weather.
WITHOUT DOUBT, THIS HAS BEEN THE MOST UNHELPFUL SPRING EVER
Our Barometer of Trade also identifies the categories that are currently the big winners –which at the moment, are anything to do with food, as our restaurants are currently up more than 13% year to date and food halls and farm shops, up almost 8%. Both categories were up more than 15% last month compared to the same month last year, so clearly generating significant growth. Perhaps these are areas you could introduce into your garden centre, or expand, giving the most return on the investment required.
Some further thoughts on cost savings: should we be introducing self-service tills; reduce the size of our planterias, which are a drain on labour; change the benching in our planterias to flood bench, which can fill and drain automatically to both reduce the labour cost of watering and improve the quality of watering plants in peat free compost; and how can AI help us?
There is a lot to consider, but I am confident our members will be coming up with some great answers.
About Peter Burks
Peter Burks, CEO of the GCA, is a fully trained horticulturalist and has worked in directorial and senior management roles for over 40 years. Peter helped set up/run the multi-awardwinning Sanders Garden World in Somerset. He also became regional manager of the South West for Wyevale Garden Centres, and general manager for Trelawney’s in Cornwall, as well as managing Fermoy’s Garden Centre in Devon. gca.org.uk
GROWING
TOGETHER
After a tough season, there is nothing more reassuring than having the support of a network to act as a sounding board and provide further opportunities for growth.
From facilitating valuable connections and hosting exclusive events, to providing a suite of services and advice – or sometimes just lending a sympathetic ear – GIMA is continually developing new ways to support and assist suppliers.
Vicky Nuttall, GIMA director, says: “We aim to make the most of our connections and experience by bringing people together, whether that’s formally or informally and helping to promote their brands. Growing people’s business – and doing it profitably – is what we’re about.
As an organisation, we’re in a privileged position, being able to advise and support our members. We know the personalities and people and sometimes have invaluable commercial knowledge that can help give them a guide and steer on how to navigate the nuances within our industry.”
Seizing opportunities
Speaking to a handful of companies, it’s clear that
GIMA IS HELPING MEMBERS ACHIEVE GROWTH BY BRIDGING THE GAP BETWEEN RETAILERS AND SUPPLIERS
the benefits GIMA brings to their business don’t go unnoticed, as the organisation seeks to drive growth in the industry.
One example is AutoPot, winner of multiple GIMA Awards for its automated, power-free watering system. The irrigation specialist has been a GIMA member since just 2023 and credits a lot of its success to being part of the GIMA family. “Our partnership with GIMA has been instrumental in our continued growth and success in the garden industry,” says Laurence Ritchie, UK & international sales manager.
A kick-start in the industry
With a programme of targeted events and initiatives every year, GIMA does everything in its power to give members a leg-up in the gardening sector. But it’s important to note that success can’t be handed to suppliers on a plate. “People have to do the legwork, we can’t do it for them,” explains Nuttall. “We can present the opportunities and create environments ideal for networking but they have to then do the hard work themselves. You’ve got to have the product and that initial willingness to take an opportunity.”
She adds: “Primeur is a great example – they took every opportunity and saw growth. The reason Primeur MD, Jenny Douthwaite joined the council was because she benefitted from all that GIMA had to offer and she wanted to give back.”
Eric Baudouin, founder of Germie – the seed germination kit that scooped the GIMA Innovators Seed Corn Fund at Glee last year – echoes Nuttall’s sentiment. “There’s still lots of work that needs to be done,” he says. “You have to be prepared to put the work in, but the opportunities created from being part of GIMA and winning the Seed Corn Fund definitely helped. You discover the market, and the advice you get from GIMA helps you determine whether you are headed in the right direction.”
Sharing expertise
GIMA’s new buddy scheme was introduced by Jenny Douthwaite in her GIMA presidency last year. The opportunity is open to all newly-joined companies, pairing them with a non-competing Council member as a mentor.
Baudouin has found this scheme crucial in his development of Germie: “There is no conflict of interest with my ‘buddy’. We discuss so many things: pricing, strategy, opportunities or challenges, and he helps me find a solution. He has been in the industry for 30 years and that expertise is invaluable.”
Vicky Nuttall GIMA
Eric Baudouin Germie
Growing through connections
The networking opportunities and chances for collaboration available through GIMA are unrivalled. Organic peat-free compost manufacturer, RocketGro joined GIMA three years ago, and felt an instant boost from being welcomed into the fold. “We were new to the industry, so being invited into a family and that sense of belonging was so important,” says cofounder and MD Toby Thomas. “It made us feel like we were part of and achieving something.”
RocketGro regularly attends GIMA events and is well versed on the rewards they can bring. “In my opinion, the Golf Day is probably the best networking event we’ve been involved in because it’s so nice to be with your industry peers in a relaxed environment. It’s a great way to have conversations,” he says. “It’s nice to be with people that do the same thing as you and not have to talk about it. It’s subtle relationship building and can lead to business down the road.” And it’s not just about supplier-retailer exchanges, as the GIMA community works together to facilitate growth. Nuttall adds: “Naturally, relationships develop between members, which enables cross-business opportunities.”
Increasing brand awareness
GIMA boasts member companies of all sizes, from one-man bands to major household names, all of which still find huge advantages from being
part of GIMA, capitalising on opportunities that deliver the right results for them.
These include the New Product Digest and GIMA Awards, to name but a few. Thomas from RocketGro says: “We’ve entered the GIMA Awards and the judges on the panel are really influential, so even just to get your product in front of them for a moment is incredibly valuable.”
Edwin Allingham, MD of leading pest control brand, STV, says: “As a leading supplier, we have done a lot to invest in and develop new product. GIMA, through its events, networking and marketing activities, offers us an opportunity to communicate that to the industry. If we consider a product to be valuable and need additional airplay, it’s great to take advantage of opportunities presented by GIMA. I’m hoping to be in Which? magazine because I met representatives from the magazine at the Garden Press Event, they love the product and want to test it. And, there are other opportunities with other influencers and journalists off the back of that event too.”
“Relative to other forums, what GIMA provides is a low-risk, low-cost option, which makes it accessible to all. It’s yours to get out there and put across your message.”
And, the great news is that GIMA’s pro-active approach is mutually beneficial for both retailers and suppliers, as Nuttall explains: “From time to time, we run Buyer Connect events and hosted
meetings at Glee for exhibitors. These are direct selling opportunities and the chance to get right in front of the people you want to see. But we’ve also had retailers tell us that our Buyer Connect event helped them find one of their best suppliers ever.”
Coming together
Allingham is a big advocate for GIMA and the opportunities it creates to bring the industry together. He asserts: “If the industry is going to congregate anywhere, at any time, it’s likely to be under a GIMA banner.
“In all honesty, I’m not a great joiner, but that’s where GIMA is great because it gives people like me a kick in the pants and says ‘come on, you’re part of it, get involved!”. Vicky Nuttall is great in that respect. She energises the whole situation. There are always excuses not to do something, but it’s worth it and enjoyable when you do.”
Autopot’s Laurence Ritchie concludes: “We are excited to continue our journey with GIMA. Their resources and support promise to provide us with the means to maintain and develop our position in the garden industry.”
About GIMA
GIMA is a membership organisation of around 170 companies representing the majority share of suppliers and manufacturers in the UK gardening industry. Its goal is to promote the commercial, trading and industrial interests of its UK and EU-based members. Run by a team of professionals, and governed by a council of members, GIMA is funded by membership subscriptions and services. Its extensive range of services and support caters to all members. gima.org.uk
Toby Thomas RocketGro
Glee’s Matt Mein, Germie’s Eric Baudouin and Primeur’s Jenny Douthwaite
Judges assessing products for the GIMA Awards
TAKING YOUR GARDEN CENTRE TO THE NEXT LEVEL
DISCOVER HOW GARDEN CENTRES CAN FUTUREPROOF THEIR BUSINESSES AND BOOST REVENUE WITH THESE ESSENTIAL STEPS...
Every day I am working with owners and managers who are looking to take their businesses forward, both to futureproof themselves and to increase revenue and profit. Just as we see competition continue to develop, we also see garden centres across the UK and the world take steps to move themselves on to another level. These developments often include improving their retail proposition, or development of hospitality areas, or adding new and better services and experiences.
But just how does a garden centre identify what they need and then do it?
I am a big believer that honesty, awareness, knowledge and data are all essential when developing a business. It is important to clarify specific aspects and opportunities for the business. There are four stages of development to consider:
Where are you now?
Understanding the existing site: This includes understanding existing financial turnover and performance, physical constraints and local/ market influences.
What does success look like?
Creating a clear vision and objectives: Clarify the vision, encompassing all challenges and feedback, and investigating how possible opportunities could work alongside the existing business and its requirements.
How might it work?
Looking at a 2D site layout design (masterplan), with financial data backing reasoning up for
it (turnover and profit vs costs to develop).
Creating a design that not only looks great, but is functional and operationally performs.
How do you get there?
Defining the steps that we need to take to make change happen. Every business and vision is different. Whether that is due to their own brand and customer proposition, the local competition, their customer demographics or their size, each business needs to be reviewed in a bespoke way to look for opportunities.
EACH BUSINESS NEEDS TO BE REVIEWED IN A BESPOKE WAY TO LOOK FOR OPPORTUNITIES
Due to the strength of networking, as well as the huge range of data available in the garden centre industry, businesses are able to identify where there is opportunity to grow and develop.
There are varying ways to review ‘what you might want to add to your business.’ This includes methods such as talking to other businesses and industry experts, reviewing online information or using data from within the industry.
This often enables garden centres to identify how they are performing compared to others
and to see if others are already implementing the strategies they are considering. An example may be where a garden centre has only 10% of their turnover coming from catering, there may be opportunity to increase the restaurant or
THE KEY THING IS TO DESIGN A PLAN THAT CONSIDERS EVERYTHING
add a new coffee shop to increase trade to a more typical 20%.
Alternatively, it may be that a garden centre is looking to diversify into something new, such as a woodland walk or adding a soft play facility. By investigating specific opportunities, they can then decide if this adds value as well as understand the risks involved.
It cannot be under-estimated just how important it is that the vision for development is defined before taking a big leap.
There is more to development than commercial aspects, and especially when working with family-owned businesses where future growth often encompasses the next generation and family needs. There also needs to be honesty within the discussions, and clarity for ‘why are we doing this.’ Attitude is also key to any development, and there has to be the will and motivation to make something work.
Once a business has defined the vision and identified the opportunities, then it is time to define the strategic approach and draw up the plan. This might be a masterplan for a full site layout, or it could be a change to the departmental design and layout. The key thing is to design a plan that considers everything, which includes using the things identified when looking at the vision and the commercial data, and also considers the existing layout.
Alongside this plan, there needs to be the commercial data that shows the turnover and profit expectations, as well as the cost for development. This is a sense check, showing what you are doing is commercially viable. Note that the review of turnover and
profit should focus not on the current figures themselves, but on the variance between the existing performance and the desired development targets.
The masterplan often needs to consider town planning aspects. We often see garden centres have restrictions or permission conditions linked to the business, and understanding these as part of the development is a factor not to be missed. The nooks and crannies of this is that it is good to understand the likelihood of gaining planning permission as part of your strategic planning.
When you have your vision and plan nailed down, alongside the commercial data and an understanding of the impact on the business, you are ready to go – confident, focused and driven.
The future layout also needs to consider longer-term development so things are not built that may stop future development. Often this leads to a 5-10 year plan where a business will decide what they want the site to look like in the future. They can then phase the approach to development if needed, knowing it will work in the future.
For all areas of development – from the car park through to the service yard – it is likely
that any changes to layout and land will impact somewhere.
What else needs to be done?
Once you have completed your development plan, it is time to progress, and this is likely to include town planning, architectural design, interior design and project management to deliver the project.
Development is a process, but one that needs ongoing review points and reflection. There is so much opportunity out there in our garden centres – from large scale developments to fine tuning of departments and processes to improve performance – it seems to me that every business would want to identify these, and maybe waiting too long could be the difference between a business being good or great.
About Andrew Burton Andrew works for Pleydell Smithyman as an associate director, focusing on garden centre and farm shop advice, with an overarching aim of business strategy and development. He provides site development, and commercial and operational support. He sits on the Farm Retail Association Council, and previously on the Garden Centre Association Board. andrewb@pleydellsmithyman.co.uk
Have you ever created the perfect social media post that looks great, provides all the information it needs to and is scheduled for a prime time, only for it to flop? This is happening regularly for many businesses, content creators and influencers. And with social media platforms increasingly being used as search engines by consumers looking for products and services, not being seen can be hugely detrimental to a business. In fact, Forbes Advisor reported that 46% of Gen Zs, 35% of Millennials, and 18% of Gen Xers head to social media in favour of Google to browse for information, so it’s vital businesses learn how to beat the algorithm.
But what is an algorithm and how does it work?
Put simply, it is essentially a set of rules, signals and data that determines how social media content is filtered and ranked. Every time a user opens the app, the algorithm combs through all the available content deciding what to show each user and in what order.
THE SECRET to beating the algorithm
FAY CLARKSON, OPERATIONS AND ACCOUNT DIRECTOR AT HONEST COMMUNICATIONS SHARES SOME SURPRISINGLY SIMPLE SECRETS TO HELP BRANDS BEAT THE SOCIAL MEDIA ALGORITHM
Nowadays, there is simply too much content out there to show to everybody, so the algorithm’s job is to determine what is most valuable to each person, and to continue pushing out relevant content to them.
So, how do you beat the pesky algorithm?
The secret to Instagram success, then, is two-fold: it’s all about the content you create, and the engagement it receives once it’s been shared. Let’s break it down.
To make sure your reel is a hit, consider these top tips:
• Nail the basics – clean your camera and always shoot in portrait
• Use cinematic mode for a higherquality shot
• Use voiceovers if you’re camera-shy
• I nvest in a tripod and ring light if you’re not!
• Experiment with different angles and pans
• Speed things up and slow things down
• T ry a template for a ready-to-go reel
• F ind trending tracks for extra algorithm points
Content is king
Of course, high quality content is going to be better received than a blurry image or a wobbly video. But there’s more to it than that. The algorithm is always evolving and therefore changing the type of content it favours.
The current algorithm prefers videos, AKA reels, over still images. This is because they’re more immersive, entertaining, and engaging to the viewer, encouraging users to spend more time on the app.
The algorithm will show one still image to users for 24 hours and a carousel of photos for 48 hours, but reels can be served onto
news feeds for as long as six weeks. So while a reel might require a little more time to create, the benefits can be huge.
It’s all about engagement
Once you’ve made a killer piece of content and hit publish, what happens next is just as key as the content itself.
On average, your reel will only be shown to 10% of your followers. If it gets lots of engagement (likes, shares, comments and saves) and is watched right through to the end, then the algorithm recognises that your content is valuable and will push it out to new people.
It also considers certain interactions as more valuable than others. Likes are great, but comments are better, and saves and shares are the best.
Ultimately, the more interaction you get, the more new users will see your content on their feeds. It’s like a megaphone effect!
About Fay Clarkson Fay Clarkson is operations and account director at Honest Communications, which is the chosen PR and social media agency of many leading garden brands, including: elho, Hillier, Town & Country, WOLF Garten, and Wilkinson Sword. honestcommunications.co.uk
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An interview with Emma Kelly
Bents Garden & Home has taken a significant step as it plans for the future by promoting Emma Kelly to commercial director – a position that has been specifically created to support the management structure at the family owned and run business.
Emma Kelly has been with Bents for nearly 10 years, joining in 2014 as buying manager, leading the buying and e-commerce functions. She progressed to head of operations in 2018, expanding her leadership role to include retail and logistics, and in 2023 taking on responsibility for all dining departments. Prior to her role at Bents, Kelly was the buying manager of The Original
Factory Shop, before working her way up the corporate ladder during her decade there.
“I’d always come to Bents as a child, and I received a phone call asking if I’d like to come and work for the business. I was unsure at first –Bents is a one-store business and I’ve come from a multiple site place.”
Kelly says if it wasn’t for her history of visiting the garden centre with family during her youth and knowing the store well due to living just down the road, she may never have even been in this position.
“But I went through the interview process back in 2014 and joined after a three-month notice period.”
Having worked with some of the bigger suppliers in the sector, Kelly had a limited knowledge of the sector, but she jumped right into her role. It may have all been new to her, but she took to the role instantly. The role was head of buying and e-commerce originally, doing that for two or three years.
“When I joined, it was during phase two of the building development,” she explains. “We added a whole new wing to Bents, with lots of completely new departments, so it was important to establish a strong buying team; that was my first task.
“It’s quite different when you have one shop –I was used to working at a business with over 200 sites, and in The Original Factory Shop, I didn’t
get involved much in the shop floor, I did the buying and some of the planograms. Here, the buyers were on the shop floor, but due to the growth and change in the business, it was important to re-think this approach and become one team.
TO BENTS, IT’S ABOUT THE EXPERIENCE OF BEING A LEISURE
DESTINATION
Kelly’s role now encompasses the whole retail operations – all areas apart from HR, marketing or finance now fall under Kelly ’s remit. Her new role will include added directorship duties and deputising in the absence of managing director, Matthew Bent. Bent comments: “Having worked with Emma for many years, we are confident that she shares the same work ethics and vision as the family and the Bents business. Her attention to detail and understanding of what is needed to achieve our goals is invaluable, and we are delighted
to announce her promotion to commercial director. She has already played an integral role in the development of our business, demonstrating unwavering commitment and passion over the past decade. We are looking forward to having her input as we look towards the future and plan out the next steps for Bents.”
Now Kelly is in this role, she has a team of managers reporting to her – and it’s this team that sets the exemplary standards that Bents is renowned for.
“Our standards are high. We spend a lot of time on buying trips to different eateries and garden centres for inspiration. We never stand still, we always want to improve. We can’t stand still – our footfall is ridiculously high, it’s just a few hundred thousand behind Chester Zoo. People sometimes shop with us two or three times a week, so we need to keep things fresh. Our reputation is driven by our standards, and we always want to be the best. Everybody here, from the colleagues to the directors, wants Bents to be the best,” says Kelly
To Bents, it’s about the experience of being a leisure destination, especially as plants are now sold in many different places. “We have to stand out, we have to be different to inspire the customers,” she says. “Without that, we have just what everybody else has.”
Kelly is keen to praise all colleagues, throughout the centre. Half of the team have a
long-standing relationship with Bents, much like Kelly, they came as children and are inspired to keep pushing the envelope forward.
The idea of a garden centre being a leisure destination is definitely more common in the garden retail sector now, and Bents is again pushing the expectations further than the usual.
“We have the main restaurant and dining hall, but we also have a tapas bar in the food hall, which is renowned locally – it's probably some of the best tapas I’ve ever had,” Kelly says. “Our pet shop has a pet cafe, we don’t just do dining. We have a dinosaur mini golf course with its own cafe, but it’s also got an ice cream bar and a fish and chip van outside. We have a play area, an
Emma Kelly
undercover sand pit for customers, but we are always looking for different events we can put on over summer. For example, we’ve had themed tea parties with dancers and actors. If you come to our Christmas opening, there's always something fun and exciting going on – last year we had giant roller skating baubles!”
In the evenings, Bents now puts on themed dinners,
dinner with ex-Manchester United footballer Denis Irwin. This was a three-course dinner, with each element of the dishes cooked in house. All food throughout the centre and in all its dining areas is freshly prepared on the premises by Bents’ inhouse team of chefs.
Russell Watson performs at Christmas; artisan markets are a regular monthly occurrence in the car park; and all of these events tend to bring in plenty of footfall, particularly on those weekends that have the potential to be quiet.
It’s fair to say that Bents has something for everybody, but that makes it quite difficult to pin down a typical customer demographic.
“We have your traditional garden centre customer, but we have such a wide variety of people. If you came in at 10am on a Tuesday for example, you’ll likely see a lot of mums with prams who have just finished the
school runs, they’ll have a little shop and a coffee with their friends. I couldn’t tell you of a customer group that we don’t have here,” Kelly explains. So where can Bents go next then? Regularly featured amongst the best garden centres in the UK, it must be difficult to keep it up. Often accredited as the first garden centre to install a restaurant into a garden centre, the industry looks to Bents for inspiration. “My plans now are to stay here as long as possible!” Kelly summarises. “This industry is so lovely, there’s always a sense of friendly competition and everyone is keen to share knowledge and advice. I’m looking forward to developing the business alongside Matthew and helping to plan the next steps in our exciting journey.”
WE HAVE YOUR TRADITIONAL GARDEN CENTRE CUSTOMER, BUT WE HAVE SUCH A WIDE VARIETY OF PEOPLE
An interview with GRASS GAINS
EXPLORE THE ROOTS AND FUTURE OF GRASS GAINS IN OUR CONVERSATION WITH HENRI LANSBURY, ONE OF THE COMPANY’S DIRECTORS
How did Grass Gains come about?
I’ve been planning this business for a few years. Before I retired from football, lockdown hit and I was training at home. Mark Pettit [director] and the boys from his professional sports turf company came to my house to spray the lawn and keep it looking good, but the products weren’t pet and child friendly. My wife obviously wanted to look into something that would be more pet and child safe for the lawn, so I asked Mark if it was possible – but at the time, there wasn’t
anything on the market. So I said, “we’ll make it then!” He thought I was crazy, but we put our heads together and came up with something. We trialled it so many times. We needed to come up with the perfect product for homeowners – there were professional products available but we wanted to make it more accessible. We came up with the name and the branding, then I sent some samples to friends and they loved it. This year, we’ve really seen it kick off.
WE’VE NOW SEEN THE EFFECT THE GRASS GAINS BLACK EDITION HAS ON THE GRASS, IT’S AN AMAZING PRODUCT
How does the garden centre market fit in?
Is it fair to say that you are targeting a younger audience with your branding and your marketing?
The garden centre market really drew our potential customers’ eyes to the product. A lot of my friends are getting towards their mid-thirties and are starting to buy their first houses – a lot of which are new-builds, which I think is reflective of the wider public. After seeing the new-build gardens, we noticed that despite some fertiliser, the turf turned brown within weeks due to the rubbish buried underneath. However, we’ve now seen the effect that the Grass Gains Black Edition has on the grass – it’s an amazing product. .
In terms of the garden centres, it is a bit different from the usual. We wanted to attract the generation of new homeowners, because I fell in love with it when I got involved, and there’s something to be said about the benefit of getting outside and gardering. There are a lot of mental health issues going on and that is what I found – for me it is the release, and if it can help one or two people, then I’m happy.
Was it always the plan to sell this through retailers, or did you look into professional sports turf care?
It was always going to the retailers, We wanted to get the product out to everyone. We did a bit of sports turf because of my contacts playing football, but we always wanted to focus on the retail world. We knew it was going to be tricky because there are a lot of big, recognisable names in the sector, but we’re just doing our own thing and following our own path. We wanted to be more modern and to move with the times. I love being fun and different, and that’s what this product is.
And it’s working well, isn’t it? What has the reaction to your company been like? Have you had to show the garden retailers how the product works before they’ve taken the chance on it?
We’ve done exactly that. We’ve given them some of the product and told them to try it out, and they’ve come back to us. It’s given us some of the best results available for a product on the retail shelf.
What are the aims of the business?
We’ve got to keep pushing it. The product speaks for itself – you want green grass,
THERE ARE A LOT OF MENTAL HEALTH ISSUES GOING ON AND THAT’S WHAT I FOUND – FOR ME IT IS THE RELEASE, AND IF IT CAN HELP ONE OR TWO PEOPLE, THEN I’M HAPPY
I LOVE BEING FUN AND DIFFERENT, AND THAT’S WHAT THIS PRODUCT IS
you want it organic, and you want it quick, and that’s what it does. Once people try it, they will love it. We are so open at Grass Gains; we want to help out as much as possible. I’ve retired from football, and now I’m out and about helping people with their grass. Just get in contact with us, contact me on Instagram, or anyone else, and they will respond to help you out.
Contact
Contact Henri on Instagram @thelawnlad, visit grassgains.co.uk or email sales@ grassgains.co.uk to be a part of the community.
FROM BLOOMS TO BOOM
EPoS, loyalty and understanding data in garden centres
FIND OUT HOW KEY RETAILERS ARE LEVERAGING EPOS DATA FOR SMARTER BUYING, TARGETED PROMOTIONS, AND ENHANCED CUSTOMER EXPERIENCES
Garden centres offer a diverse range of products, from plants to furniture. Managing this is challenging, but EPoS systems provide a solution. These systems streamline operations, improve customer service through loyalty programmes and faster checkouts, and offer valuable data for stock management and marketing. In today's competitive market, EPoS technology is essential for garden centre success. We speak to some key retailers about the transformative power of EPoS and loyalty data for their garden centres.
How EPoS data informs buying strategy
Traditional and independent garden centres can sometimes struggle to track stock and sales. EPoS systems help centralise this data, allowing real-time insights into product performance. This helps garden centres make informed decisions on purchasing, promotions, and customer loyalty.
Helen Bent, head of marketing at Bents Garden & Home tells us: “Our EPoS system is also fundamental to our overall buying strategy. We can use the information from historical sales and stock data to guide future buying, allowing for more informed decisions and planning for the season ahead. We can analyse data from supplier and product level, going into the specifics of individual products – from specific suppliers, right through to top-line company level – which helps guide wider department budgeting for the year ahead.”
Line Garden Centre as marketing director, Joe Aldworth outlines: “We use our EPoS sales data to reflect on previous sales, transaction count, footfall and average spend to predict and budget for upcoming months’ and years’ trading figures. This is the basis for budgeting staffing, purchasing and our marketing spend.
“Data allows us to give you ‘educated’ predictions, but as we know, external factors like the weather, politics and the economy always throw a spanner in the works. Members of the team who are involved in purchasing rely heavily on historic sales data as a basis for purchase decisions. Reflecting on ‘hot sellers’ from a previous season or products we had to discount to sell through is an important starting point.”
Hillier Garden Centres also uses data analysis to unlock valuable insights from customer profiles and sales data. This empowers them to forecast revenue, optimise product
and customers’ profiles and personas, we can identify patterns in purchase behaviour. This helps to influence decision-making in purchasing and enables us to put the right products, in the right location, at the right time, with the right stock levels, based on the audience’s propensity to purchase those products. For example, what might sell well in our Syon Park (London) centre, can be different to what might sell well for our Eastbourne customers. This helps us devise our Gardening Club promotions and seasonal products, as well as inform merchandising space for product categories. Sales data and customer data combined enable more accurate forecasting of revenue based on previous behaviours.
Data-driven decision-making is at the heart of business planning for Old Railway
“We can also track metrics such as average transaction value and placement, and tailor promotions for targeted sales growth across their various locations which Chris Francis, garden centre director talks us through: “Using sales data
Francis continues: “We can analyse data per location, and even down to floor space within one location. We can look for any patterns above or below the average so that we can identify those areas for improvement – whether this be a relocation of product within a centre or arriving at the understanding that some products do not perform well in all centres, or even if a product needs to be removed altogether. This informs our tactical sales promotions and marketing messages as well as stock moves. On the other side of the coin, we can also identify those top sellers quickly that we need to capitalise on as well.
repeat custom to measure customer engagement and potential churn as well as act as necessary to reengage. We’re continuously adapting and enhancing our product range, particularly in our online shop, so customer data plays a pivotal role in this as it easily shows us which products are popular for us to capitalise on. We use information from past sales to track seasonal trends, knowing what is likely to be in demand at specific times of the year, and again how this varies across different centres, we can also use customer demographics and profiles to forecast the demand for new products.”
DATA ANALYSIS CAN ALSO REVEAL HIDDEN OPPORTUNITIES
Green Solutions understand the importance of data in today's competitive garden centre landscape as director, Edwin Meijer explains: “We transform raw information into usable insights, allowing you to personalise the customer experience. Having proper data is a necessity these days, but also a challenge since plants don't have a structured dataset like hardware has with EAN codes. However, it's important to structure the plant data with EPoS or ERP systems to ensure it's not just data but usable data. With usable data, we mean data which can be analysed and used to trigger
actions. For example, if customers buy hedging, you might want to send them instructions on how to plant a hedge properly by e-mail to guide them. But you can only do that if you know that they bought hedging plants in the first place. Data is static but with the right approach, you can use it to help customers.
However, data analysis goes beyond simple customer service, as Edwin continues: "We did an analysis for GCR where we combined the weather forecast with online sales, where we showed that during spring, a rainy weekend day results in a 40% lower turnover in webshops compared to a sunny weekend day. It's common sense to use the weather forecast to scale up the teams in store.
“Data analysis can also reveal hidden opportunities. "We track how many customers take advantage of promotions and whether they add other items to their basket, helping retailers to calculate margins and identify areas for improvement. However, data is only valuable if it's accurate, which is why we emphasise data cleaning before analysis.”
Unlocking customer loyalty
With more than half a million members in its Gardening Club, Hillier has a vast wealth of data at its fingertips including demographic, geographic and behavioural data which Francis talks us through: “We use this data to build relationships with our customers through relevant and meaningful content based on what we understand about them. Marketing communications can be tailored to specific locations, previous purchases, preferences and more. This then translates into increased
loyalty and more repeat business as we attempt to communicate with customers one-on-one and not one-to-many. We use a CRM system to manage our data and communication channels, as well as external resources to profile our customers. The data is also analysed to assist us in targeting similar audiences to those who already shop with us, to enable us to find new customers to bring into our centres.”
Understanding your customers is key to success in today's competitive retail landscape. At Bents, they have taken loyalty programmes to the next level, as Bent explains: “We are proud to have our be inspired privilege club, which now has over 125K active members, with almost a quarter already using our app and 91% with email addresses, allowing us to communicate much more effectively and efficiently.
“Over the past year, we have put in a lot of effort to gain a better understanding of our customers who inspire us. We achieved this by analysing detailed customer and transaction data
Bloom team
from our EPoS system and our email campaign data, along with demographic data such as OAC geodemographic classification data and postal geography data. Our goal is to personalise and make the experience more relevant for our members as individuals.
“Our member customers are segmented into six groups. This supports better targeting and tracking of marketing activities and helps us drive increased member recency, frequency and spending across departments.”
It is this strategy that is spearheading Bents’ customer data, demographics and ultimately sales. Personalisation is a key theme. Bent tells us how the team tailor the company’s experience for each segment.
“Our Gold, Silver and Bronze segments represent our most valuable customers as we know that they make multiple visits and spend across multiple departments. Our other three segments represent more occasion shoppers and are distinguished by different motivations: destination shopper, garden shopper and Christmas shopper.
“Each member group offers us an opportunity, and using this information, our marketing and buying teams work very closely to personalise treats, benefits and rewards for each segment. It has been testing and learning so far and in June, the success of this targeted form of communication was demonstrated by our highestever redemption rates being seen in our Gold,
Silver and Destination customer segments,” says Bent.
A loyalty scheme that exceeded all expectations is proving to be a goldmine of data for Perrywood. Senior communications manager, Louise Smith, tells us: “We launched our customer loyalty programme ‘Bloom’ in September 2023. We were aware there was a demand, but the take-up far exceeded our expectations. We hit our 10,000 members target by the end of the year within the first month and are now hurtling towards 50,000 as we approach our first anniversary.
“Data collection is still relatively new to us. We are still very much discovering exactly what segmentations can be created and learning how best to put them to good use. One huge positive we have quickly learnt, is that having the targeted audience our loyalty programme collects is far more powerful than a similar size group of social media followers. It became clear that when sending out a limited offer, carefully segmenting a smaller audience is rather important.
“Once we have a full year’s worth of data, we’re looking forward to experimenting with segmentation and collecting data we’ve not had access to before, Smith continues. “We can identify who our target audience is by age, gender and location on overall sales as well as by department. We will be able to collect a whole new range of KPIs based on this new data and identify missed opportunities to work on.”
Data is the cornerstone of Old Railway Line Garden Centre’s marketing strategy,” Aldworth, explains: “We use data from our EPoS, CRM and website as a basis for a lot of our marketing activities. For example, we send relevant content to customers depending on their purchases. We also reach out to ‘inactive members’ to offer incentives to visit and make a purchase.
“We use data to track how effective our marketing efforts are. Many of our posted and emailed campaigns use coupon incentives to drive footfall. Sales data tells what offers worked best with the highest redemption figures, average spend, and total spend. We learn a lot from data, particularly in the marketing department.
WE USE DATA TO TRACK HOW EFFECTIVE OUR MARKETING EFFORTS ARE
We like to try new things through promotions, and different communications, and it’s good to understand which of our creative ideas has a positive or negative effect on sales and footfall,” Aldworth concludes.
The Old Railway Line Garden Centre
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HTA STUDY TOUR TO SCOTLAND 2024
THE 2024 HTA TOUR SHOWCASED SCOTTISH GARDEN CENTRES’ PLANT FOCUS, BRANDING, AND MORE, INSPIRING FRESH IDEAS
WORDS AND PHOTOS: RUTH GOUDY
In June 2024, the HTA Business Improvement Scheme tour returned, with various groups from East Anglia and the Midlands exploring Scottish garden centres. The tour proved to be extremely valuable, showcasing challenges and success factors in a different climate. The 43 delegates, including garden centre owners, managers, and staff, visited seven garden centres and one farm shop over two days, travelling from Glasgow to Inverness and back.
Highlights and challenges
There were key themes that emerged when meeting each of the hosts in Scotland – a commitment to improvement, acceptance of change, and a desire for business growth. As Elliot Mair from Raemoir noted, “standing still is not an option.”
Plants
at the heart
All the visited garden centres showed a clear commitment to plants, seeing them as central to their business. Ken Cox from Glendoick aimed for “no-one [to be] ever far from a plant,” despite varied weather and a shorter season compared to the
South. Calum from Simpsons noted that spring bedding is sometimes held back at Easter due to Scotland’s often wet or snowy conditions. At Raemoir, Mair explained that, unlike further south, gardeners are less inclined to spend in autumn, especially after the wettest October on record. They order stock for spring sales and reduce inventory over the season to avoid holding too many plants through winter.
Canopies and outside space
Simpsons at Inverness had the largest Fordingbridge canopy of over 12m high and 52m long, while Bennybeg had several smaller ones. Cath Quinney, of Bennybeg, explained how working in the old buildings that had been on site when they first took on the lease had been difficult. By building a new building and surrounding the area with a canopy it made the whole experience more inviting, increasing footfall and making it a far better (and warmer) place to work.
Destination centres
With populations in Scotland being more dispersed than their southern counterparts, centres face the challenge of needing to attract customers from a wide area and making sure that their journey is worthwhile. As such most of them had a catering offering. Caulders at Cumbernauld had invested in a restaurant where they aimed to create ‘cosy corners’ with beautiful furnishings. At Simpsons, visitors would come from the Highlands and Islands and would expect to spend the whole day there, shopping, eating and browsing plants and furniture. At Raemoir they even had a beautifully equipped children’s play area. The Gloagburn farmshop in Perthshire cooked everything on site and had customers who were prepared to travel up to an hour for the homemade breads, cakes and onsite butchery.
Gifts and clothing
Many of the centres reported they benefitted from the tourist trade. They noted that sales were generally good in August, while sales in England can often drop at that time. As a consequence, there was a top quality offering in the gift areas. Mains of Drum found that its clothing department was one of its biggest growth areas. Glendoick also had a thriving clothing department with fashion reaching a younger market than average. They had
AT RAEMOIR THEY EVEN HAD A BEAUTIFULLY EQUIPPED CHILDREN’S PLAY AREA
exceptional and imaginative presentation including a fitting room that looked like a Tardis.
Clear branding
Every location was clean and tidy, making shopping and dining enjoyable. Despite visiting many centres in a short time, clear branding made each memorable. Branding was visible at all levels and didn’t need to be expensive. For instance, Simpsons used a large canopy logo, Caulders painted their benches and trolleys bright purple, and Bennybeg featured handwritten information boards for a quirky touch.
Customers easily recognised and identified with their garden centres, as highlighted by GP Frank Mair, who was once greeted by a patient saying, “Ah Raemoir!
That’s where I get my meringues.”
Involvement in the business
At most of the centres, the delegates on the tour were met by managers and owners who had a very clear knowledge of their staff, product and customers, and reacted to all of these in a timely manner.
Colin Barrie at Caulders Garden Centre had started with one centre but now has nine, and makes sure he visits all his managers and sits down to spend time with them on a regular weekly, if not daily, basis. His motto is to ask “what do you need?” Raemoir likes to recruit from within the business and even within families, which is testament to how they treat and get to know their staff.
Inspired and grateful
All the delegates returned home exhausted but full of inspiration. Everyone had found that they had something to take away and it helped them reconsider aspects of their own businesses, be it plants, catering, gifts, building work or presentation and management skills. They were very grateful to all the hosts, to Alyson Haywood, Consultant for the HTA, for organising the tour, and to Westland and Smart Garden for sponsoring the evening meal and coach.
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Profitability in the garden retail market
IT’S NOT A REVOLUTIONARY STATEMENT, BUT PROFITABILITY FOR THE GARDEN CENTRE IS MORE CRUCIAL TODAY THAN EVER BEFORE
Profit allows garden centres to ensure the long-term future of the business, and invest in things such as infrastructure, product expansion and a better customer experience.
Profitable garden centres can afford to hire skilled staff and better facilities, which in turn leads to better in-store experiences for your customers. These things, when paired together, lead to a higher customer retention rate, an increase in word-of-mouth marketing, which finally leads to more customers, spending more money in store, increasing profit further.
Profit provides a backstop for tough economic climates, or unexpected expense that may arise. It provides business stability in tough times.
Profitable businesses in this sector successfully navigated their way out of a potentially crippling pandemic recently. Not only did garden centres survive, but they also thrived as soon as the world returned to normal.
Average spends
According to statista.com, the average spend for a UK garden centre customer in 2019 was £678 per year. These figures are pre-pandemic, a more “average” year compared to the following periods. In 2023, the average basket spend for a garden centre customer was approximately £38 per visit,
which was a 12% increase against the same metric for 2022. According to the HTA, during 2023, UK households collectively spent around £8bn on retail garden products.
Garden centres can increase this by introducing loyalty schemes or member-only discounts. Offering rewards for repeat purchases can encourage customers to spend more. Tailored loyalty programmes can drive increased spending across retail as well as food and beverage sections.
Customer retention
Garden centres have shown strong customer retention, particularly by evolving to meet changing consumer demands.
Many garden centres have expanded beyond just selling plants. They now offer a variety of products and experiences, such as cafes, restaurants, farm shops, and children’s attractions, which all help to draw in a wider range of customers and encourages repeat visits.
Despite economic challenges, the garden centre market in the UK has demonstrated resilience. Consumer spending on gardening goods has exceeded pre-pandemic levels, and the market is expected to continue growing. This indicates a strong and loyal customer base.
Garden centres are investing in technology, such as electronic point of sale (EPoS) systems, to improve customer experience as well as streamline operations.
Sales conversion rate
According to Savills, garden centres typically trade at an average sales density of £100 per square foot – this is assuming that the average sales area is 50,000 sq ft.
UK garden centres can increase their sales conversion rate by implementing several strategies. For example, create visually appealing displays that highlight seasonal plants, gardening tools, and accessories. This can attract customers’ attention and encourage impulse purchases. It can also be helped by placing complementary
products together, such as pots with plants or gardening gloves with tools, to encourage customers to buy more items.
Leveraging technology can also be a benefit. Use digital signage to promote special offers, new arrivals, and seasonal products. This can capture customer interest and drive sales.
Maintain an active online presence through a user-friendly website and social media channels. Offering online shopping options and click-andcollect services can also boost sales.
Implementing these strategies can help UK garden centres improve their sales conversion rates by creating a more engaging and convenient shopping experience for customers.
Employee productivity rate
Garden centres can ensure a good employee productivity rate by focusing on several key areas. Implementing advanced scheduling tools can help manage staff shifts efficiently, ensuring that the right number of employees are available during peak times.
Using performance management systems to monitor and evaluate employee productivity can help identify areas for improvement and provide targeted training.
Creating a positive and supportive work environment is crucial. Regular team meetings, mental health support, and recognition programmes can boost morale and productivity.
Offering continuous training and development opportunities also helps employees feel valued as well as improves their skills, leading to higher productivity.
Diversification
Although plants and gardening products are central to a garden centre’s existence, many customers are coming to garden centres for other reasons now. Cafes and restaurants are a staple, expected by the public when visiting, and are currently contributing up to 20% of turnover to garden retail businesses. Pet departments and
aquatic centres are increasingly more visible within a garden centre – but this is just the beginning, with potential offerings limitless to this sector.
Inventory management
Streamlining the inventory process is another way to improve profitability. It can help to reduce waste and save on staffing costs, as can many other efficiencies withing a garden centre.
It could also be worth having a focus on more high-margin products, especially those products that your target demographic is looking to buy.
Online and omnichannel
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By aligning with eco-conscious values, not only do you stay relevant, but you also attract a loyal customer base that values your commitment to the environment.
Profitability isn’t just about numbers; it’s the foundation for growth, the key to enhancing
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A DIGITAL SHIFT PLANTING THE SEEDS OF
EXPLORE HOW CORBY + FELLAS IS REVOLUTIONISING GARDEN RETAIL WITH INNOVATIVE APPS DESIGNED TO BOOST CUSTOMER ENGAGEMENT AND STREAMLINE OPERATIONS
In an era where technology reaches almost every aspect of our lives, the garden retail industry is no exception. The rise of smartphone apps has revolutionised many sectors, and garden retail is ripe for this digital transformation.
Garden centres across the UK are harnessing this trend. More retailers are adopting datadriven EPoS systems, stock and inventory management software, and some are now even developing dedicated apps that cater to the needs of their customers.
THESE APPS ARE ABOUT ENHANCING THE CUSTOMER EXPERIENCE, IN STORE AND ONLINE
Kim Corby-Hill, sales & relationship manager at Corby+Fellas explains that these apps are about enhancing the customer experience, in store and online, providing valuable information, and fostering a sense of community.
Corby + Fellas is leading the way in helping garden centres launch apps to their customers. Now, almost half of their garden retail customers have (or are in the process of having) an app, with enquiries flooding in on a weekly basis.
Claire Robertson, head of digital and client services at Corby + Fellas, has been in her role since 2021. Although apps started to take off before she joined, it’s exploded in popularity since. She says: “The added value a customer receives: personalised communications; exclusive rewards; easy in-app UX; access to receipts and account information, coupled
with an average loyalty customer transaction value increase of 20%, makes our customer app a worthwhile investment. The news of the positive affect for both the consumer and retailer has spread like wildfire. I am very proud to be at the forefront of this venture and see such an uplift for our customers.”
These apps have many functions, with the loyalty or reward scheme being popular. Garden retailers can choose to reward customers with exclusive discounts or a free cake with a coffee on their birthday, build customerbespoke rewards and vouchers, or even give the customer the choice to turn loyalty points into redeemable vouchers – one garden centre in the South of England has over 64,000 customers who have downloaded the app since launch.
Kim Corby-Hill goes on to explain that “apps are a fantastic way to build a community,
keeping customers engaged with the business. If a garden centre decides to put on events, the customer app allows potential attendees to book in on the ones they like from the comfort of their own environment,” Robertson says: “It’s a very easy process. Once the ticket/s have been purchased, the event tickets are sent to the customer’s app, along with their receipt. Garden centres use the tickets within the customer app to record attendance. No more searching for emails.”
You can also embed the use of Corby + Fellas’ Cucina Restaurant module, allowing customers to order directly from their app, and use rewards and coupons.
Since working with their garden retail customers, some users have seen an exponential rise in footfall, with one client seeing examples of a 400% increase in footfall, as an app user over a traditional loyalty card, Corby-Hill explains “The power of notifications is the real driver here, especially if they are co-ordinated and executed in a timely manner with supporting offers.”
Furthermore, look at some of the demographic information – over 80% of the app users are 40+ years old.
Corby-Hill explains: “The digital transformation in the garden retail industry is not just a passing trend but a significant evolution. Apps are revolutionising the sector, enhancing customer experience, providing valuable information, and fostering a sense of community amongst garden centre customers.”
There are also many new features to come, such as refer a friend, enter the prize draw, with proximity technology also
OVER 80% OF THE APP USERS ARE 40+ YEARS OLD
like Corby + Fellas are at the forefront of this change, helping UK garden centres to embrace this technology. The increasing adoption of these apps by garden centres is a testament to their value. They are a cost-effective addition to the business, showing a return on investment in no time, and increasingly customers are expecting retail businesses to have an online presence in the
As we move forward, it is clear that the integration of technology in the garden retail industry is here to stay. It’s an exciting time for both retailers and customers as we continue to explore and harness the potential of these
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The Energy Efficiency of LED Lighting in Garden Centres
AS MORE CENTRES MAKE THE SWITCH, LEDS ARE PROVING TO BE THE IDEAL SOLUTION FOR SUSTAINABLE, LONG-LASTING
ILLUMINATION
In the modern era of sustainability and energy conservation, garden centres are increasingly turning to LED lighting to brighten their spaces. This shift is driven by the need to reduce energy consumption, lower operational costs, and create a more environmentally friendly shopping experience.
LED lighting offers numerous advantages over traditional lighting systems, making it an ideal choice for garden centres aiming to enhance their energy efficiency.
British Garden Centres have implemented LED lighting extensively, with nearly 33 million energyefficient LED lights in their stores. Dobbies has also embraced LED lighting. They have replaced traditional lighting with LEDs. Frosts has installed Goodlight G5 Linear LED Battens to replace their energy-hungry fluorescent tubes, halogen spotlights, and metal halide floodlights.
Understanding LED lighting
LED (light emitting diode) lighting is a technology that has revolutionised the lighting industry. Unlike traditional incandescent or fluorescent bulbs, LEDs produce light through
the movement of electrons in a semiconductor material. This process is highly efficient, resulting in significantly lower energy consumption and longer lifespan compared to conventional lighting options.
Energy efficiency benefits
One of the most significant advantages of LED lighting is its energy efficiency. LEDs use up to 80% less energy than traditional incandescent bulbs and about 50% less than fluorescent lights. This reduction in energy consumption translates to substantial cost savings for garden centres, which often require extensive lighting to showcase their plants and products effectively.
Traditional lighting systems, especially incandescent bulbs, emit a considerable amount of heat. This not only wastes energy but can also create an uncomfortable environment for both plants and customers. LEDs, on the other hand, produce very little heat, ensuring a cooler and more pleasant atmosphere within the garden centre.
LED lights have an impressive lifespan, often lasting up to 25,000 hours or more. This longevity reduces the frequency of bulb replacements,
leading to lower maintenance costs and less waste. For garden centres, this means fewer disruptions and a more consistent lighting environment.
LEDs provide directional lighting, meaning they emit light in a specific direction rather than scattering it in all directions. This feature allows garden centres to focus light precisely where it is needed, reducing wastage and enhancing the visual appeal of displays.
LEDS USE UP TO 80% LESS ENERGY
Environmental impact
Switching to LED lighting has a positive impact on the environment. The reduced energy consumption of LEDs means lower greenhouse gas emissions, contributing to the fight against climate change. Additionally, LEDs do not
contain harmful substances like mercury, which is found in fluorescent bulbs, making them safer to dispose of and less harmful to the environment.
Practical applications in garden centres Garden centres often use lighting to highlight specific plants, flowers, and garden accessories. LEDs can be strategically placed to enhance the visual appeal of these displays while consuming minimal energy. The ability to adjust the colour temperature of LEDs also allows for the creation of
different moods and atmospheres within the garden centre.
For general lighting purposes, LEDs provide bright and consistent illumination that ensures customers can navigate the garden centre safely and comfortably. The energy efficiency of LEDs means that large areas can be lit effectively without incurring high energy costs.
Many garden centres have outdoor areas that require lighting, especially during evening hours. LED floodlights and pathway lights are ideal for these applications, offering robust performance and energy savings. The durability of LEDs also makes them suitable for outdoor use, as they can withstand various weather conditions.
Financial considerations
While the initial cost of LED lighting can be higher than traditional lighting options, the long-term savings make it a worthwhile investment. The reduced energy bills, lower maintenance costs, and longer lifespan of LEDs result in a quick return on investment. Many garden centres find that the switch to LED lighting pays for itself within a few years.
Several garden centres have successfully transitioned to LED lighting and reported
significant benefits. For example, a garden centre in the UK replaced its fluorescent lighting with LEDs and saw a 60% reduction in energy consumption. Another garden centre in the US reported a 50% decrease in their lighting-related energy costs after switching to LEDs.
The adoption of LED lighting in garden centres is a smart move towards energy efficiency and sustainability. The numerous benefits, including reduced energy consumption, lower heat emission, longer lifespan, and positive environmental impact, make LEDs the ideal choice for illuminating garden centres. As the demand for sustainable practices continues to grow, garden centres that embrace LED lighting will not only save on operational costs but also contribute to a greener future.
GARDEN CENTRES OFTEN USE LIGHTING TO HIGHLIGHT SPECIFIC PLANTS
RETAIL INNOVATIONS
COULD YOUR BUSINESS BE THE NEXT TO HARNESS THE POWER OF AI-DRIVEN MINI STORES, AUGMENTED REALITY, AND VIRTUAL REALITY?
The retail industry is undergoing a transformative evolution, driven by technological advancements, changing consumer behaviours, and the impact of global events.
From the integration of artificial intelligence to the rise of experiential retail, the future of retail depends on how businesses position themselves to meet changing preferences and a tech-driven consumer base.
But what are other areas of retail doing that garden centres could viably adopt?
Artificial
intelligence
Reite, AI-driven retail solutions company has announced its innovative approach to transforming traditional retail environments with autonomous mini stores. This cuttingedge solution is designed to provide seamless shopping experiences, ensuring convenience and accessibility.
Reite’s technology transforms fridges and cabinets into autonomous mini stores, utilising
advanced camera technology and AI to create a hassle-free shopping experience. Customers can scan a QR code to unlock the mini store, grab their items, and leave without the need for traditional checkouts. The AI system handles the purchase processing and automatically charges the customer’s card, eliminating queues and wait times.
"Reite’s mission is to revolutionise the retail experience by providing seamless and autonomous shopping solutions. Our technology ensures that customers can access essential items anytime, anywhere, without the hassle of queues or waiting times," said Sebastián Muñoz, CEO. Reite’s technology has been successfully integrated into the operations of major brands and retail companies such as Sodexo, CCU, Red Bull, Coca Cola and Aramark. One notable implementation involves the strategic placement of multiple mini stores in a single location, creating an autonomous convenience store. This innovative setup provides a cost-effective, flexible, and quick alternative to other autonomous
retail solutions, aligning perfectly with the needs of modern consumers.
The integration of Reite's mini stores streamlines the shopping experience, significantly reducing the time customers spend in line.
This technology not only enhances customer satisfaction but also increases operational efficiency for businesses by minimising the need for staff and traditional checkout systems.
Augmented reality (AR)
Draw & Code worked with John Lewis & Partners to create an in-store augmented reality app that forms part of a radical overhaul of its stores that brings experiences, technology and personalisation to the fore.
In 2018, the UK retailer was set to become John Lewis & Partners as part of a relaunch for the brand. A re-think of their in-store experience was to be trialled across a series of ‘pilot stores’ before being rolled out nationwide. The first step was to introduce new experiences and design elements in their flagship Oxford Street store in London and Draw & Code were invited to research and develop ways to implement augmented reality.
John Lewis & Partners’ pilot stores initiative explored the company’s strengths, one of which is personalisation.
John Lewis & Partners decided upon an in-store configuration tool as opposed to a distributed app. Utilising marker-less augmented reality, the app will allow the in-store experts to curate, present and customise key pieces of furniture. This was partly as it allowed the staff to assist shoppers in using the app, but it also meant that with a dedicated showroom space there was always the right environment to view the 3D models. With other furniture AR apps that are for use within the home, chances are the shopper will not have free space to view large items at a 1:1 scale. If you are shopping for a sofa, chances are there is already a sofa in the space you would like to visualise it in.
The experts at John Lewis & Partners passed on 3D models of the furniture which was combined with textures fashioned from photogrammetry to depict the myriad materials that the furniture could be upholstered with.
A simple user interface was required to allow the digital sofas and chairs to be resized and positioned. Using Apple’s ARKit meant that no markers were required, so wherever the customer is in the
store, they can view the furniture and place their order.
In terms of how this technology can be used for the garden retail market, marketing officer Rachael McGowan says: “if we were to directly use the John Lewis AR project as influence then the garden retail market could have an option to scan and save flower/vegetable seeds and be able to depict how these look in your garden or see how and when the flowers bloom over the course of the year and see if this influences what they'd like to buy (like different flowers blooming in different seasons).
A customer can then continue with the purchase if they're interested. Augmented reality is often best used not as a replacement for customer's needs, but enhancing them by giving them easily accessible information that otherwise wouldn't be available to them. The information can be customised more to their needs so they can be certain in their decisions.
Virtual reality (VR)
involvement and sustainability while creating functional, inclusive products for a wide audience.
In 2022, 32% of customers used VR to test and purchase products, and the global VR in retail market is projected to reach $5.455 billion by 2028.
Demodern, a digital agency specialising in VR, received a commission from Ikea to create an interactive, high-definition showroom using the immersive capabilities of virtual reality. At the heart of Ikea’s philosophy lies ‘democratic design,’ which prioritises user
Ikea’s physical showrooms offer thousands of items, but customers must wait until they assemble their flat packs at home to fully experience the brand. Demodern aimed to change the in-store visit by developing an in-store VR application. This application provides an immersive product experience, allowing visitors to explore and customise furniture items in realtime. Users can experiment with different fabrics, wall colours, and even adjust the time of day to visualise their personalised combinations.
The Virtual Home Experience positions VR as a powerful platform for creativity, pulling visitors away from the standard walkway and immersing them in a world of vibrant emotions and surprises. As the first public VR installation of its kind, the application underwent careful redesign to ensure seamless use with the Oculus Rift in a busy store environment. Considerations included user-friendly onboarding, health notifications, foolproof interactions, and efficient cable management. With huge businesses now implementing a range of different tech innovations in retail settings, customers are becoming increasingly aware of shopping solutions that were previously unheard of. Is it time for garden centres –particularly the ones that go big on garden furniture – to explore these opportunities?
WHAT MAKES A GOOD VEGAN OFFERING? Considering vegan customers
EMBRACING TECHNOLOGY AND VEGAN MENUS CAN BOOST CUSTOMER SATISFACTION AND SUSTAINABILITY
As restaurants continue to grow in importance in the garden centre sector, many businesses are professionalising their catering offering in a big way.
Traditionally, garden centre cafes were more likely to be a counter service operation, with customers ordering at the till and taking a seat, or even receiving their food whilst standing at the counter.
However, covid may have changed this – whether it’s a coincidence or as a positive outcome from a negative situation –technology and table ordering opportunities arose, with many garden centres making the
decision to venture into new ways of serving their customers.
But what is the standard now? Is there a better way of doing food service? Is there an argument to offer a hybrid service with counter and table working in tandem?
Thomas Moore, catering operations manager at Perrywood Garden Centres uses counter service operations at both sites in East Anglia, but there may be plans on the horizon to diversify and adapt the style in the future.
Moore says that counter service feeds into the garden centre’s USP, with beautiful homemade cakes to see and choose, and a faster speed of service. “Our growth, and appetite
of our guests to dine with us, has meant that for us to control the pace of footfall both in and out of the dining areas, counter service is currently the best service model for our setup,” he explains.
Counter service allows the staff to dictate the speed that checks are sent to the kitchen. As the dining areas are busy during peak times, this approach helps the business to have a more controlled approach, rather than a ‘free for all’ or a booking system, which then seemingly leaves tables empty for periods of time.
Moore understands the concerns some customers may have with this approach. “Counter service in a busy, and often full environment can be difficult for customers, and I understand that,” he says. “Due to our own
a wider range of customers and promote sustainable and ethical food choices.
There are numerous benefits to a good vegan offering, whether it’s from a sustainability perspective, cost efficiencies or a broader audience – it creates an inclusive dining experience for everyone.
Here, we explore the benefits of a good vegan offering in more detail:
Cost efficiency
Most plant-based foods, especially whole foods like mushrooms, soy, beans, and legumes, are typically cheaper than meat and dairy products.
successes, any deviation away from counter service without complete renovation and layout change would result in revenue loss.”
However, guest feedback usually indicates that the catering team is quick and well organised in its service.
This can help keep food costs low and could even have a positive effect on sales.
The UK market for meat substitutes is the largest in Europe, valued at over £1bn.
This indicates a strong demand for vegan products, which can drive sales for restaurants offering vegan menus.
In 2022, research by Lumina Intelligence found that 57% of starter options, 33% of main options, and 62% of side options on UK pub and bar menus were labelled as vegan or vegetarian. Additionally, 39% of Brits want restaurants to offer more vegan food.
Moore and the team at Perrywood are, however, looking at options to adapt, with adoption of technology to allow for table service – something that could be in the offing.
Polhill Garden Centre’s Novell’s Restaurant offers a first-come, first-served table service to its customers, offering a little bit of luxury in the dining setting. The business is aware that this may mean that customers have a short wait for a table, but there are plenty of covers available.
Creating a vegan menu for a restaurant in a garden centre can be a great way to attract
The meat-free and plant-based dairy categories have doubled in size over the past five years and are now worth just under £600m each. This growth can contribute to healthy profit margins for restaurants offering vegan options.
In 2019, nearly one in four products launched in the UK carried a vegan claim. This trend highlights the increasing popularity and potential sales boost for vegan-friendly establishments.
These statistics suggest that incorporating vegan options into a restaurant’s menu can be a cost-effective strategy, given the growing
market demand and consumer interest in vegan food.
Sustainability
Plant-based diets generate fewer greenhouse gas emissions and use fewer natural resources. By embracing vegan options, the restaurant contributes to sustainability and reduces its ecological footprint.
Animal agriculture is a significant contributor to greenhouse gas emissions. By offering vegan options, restaurants can help reduce their carbon footprint. Animal farming requires large amounts of land for grazing and growing feed crops. Plant-based diets use less land, which can help preserve natural habitats and reduce deforestation.
Animal agriculture is a leading cause of water pollution due to runoff from farms. Plantbased farming typically results in less pollution, helping to protect water sources.
Producing plant-based foods generally requires less water compared to animal-based products too. For example, it takes about 1,800 gallons of water to produce one pound of beef, whereas producing one pound of tofu requires only about 300 gallons.
Younger consumers are increasingly concerned about environmental issues. A survey found that 31% of British children want more vegan meals in schools due to environmental concerns. This trend extends to their dining choices outside of school as well. Health is a major motivator for younger people adopting vegan diets. In the UK, 29% of children who want more vegan options cite health reasons.
Restaurants offering vegan menus can attract health-conscious young adults looking for nutritious and plant-based meals.
Younger generations are heavily influenced by social media, where veganism is a popular
topic. Many influencers and celebrities promote vegan lifestyles, making it trendy and appealing to young consumers.
It’s important to get your vegan offering correct, and garden centre restaurants can do this in a couple of ways.
Variety and balance
As with any kind of menu at a restaurant, it’s important to offer a variety of different dishes, utilising different foods to create a
39% OF BRITS WANT RESTAURANTS
TO OFFER MORE VEGAN FOOD
comprehensive offering. Use a wide range of vegetables, fruits, grains, legumes, nuts, and seeds. This not only adds variety but also ensures a balanced intake of nutrients. Incorporate seasonal produce into your menu. This keeps your offerings fresh and varied throughout the year and can also reduce costs.
Draw inspiration from different cuisines around the world. For example, you can include dishes like Mediterranean falafel, Mexican tacos, Indian curries, and Japanese sushi rolls. Ensure your menu includes a good mix of protein, carbohydrates, and healthy fats. Use
ingredients like tofu, tempeh, lentils, quinoa, and avocados to provide balanced meals, as well as various cooking methods such as grilling, roasting, steaming, and sautéing to add different textures and flavours to your dishes. Offer buildyour-own bowls or salads where customers can choose their base, protein, toppings, and dressings. This allows for personalisation and caters to different dietary preferences.
Finally, you can introduce weekly or monthly specials to keep the menu exciting and encourage repeat visits. Rotating dishes can also help you test new recipes and gauge customer interest.
Promotion
Make sure to advertise your vegan menu items effectively. This could include highlighting them on your menu, using signage in your restaurant, or promoting them on social media.
Promoting your restaurant’s vegan menu is a fantastic way to attract a wider audience, cater to health-conscious diners, and contribute to a more sustainable food culture.
Ensure that your waitstaff and kitchen team are well-versed in the vegan offerings.
They should be able to confidently explain the ingredients, preparation methods, and any potential allergens. Friendly and knowledgeable staff can enhance the dining experience for your guests.
Clearly label vegan dishes on your regular menu. Symbols or icons can quickly convey whether a dish is vegan, vegetarian, or contains dairy. Transparency builds trust with your customers.
You don’t have to be a completely vegan restaurant to offer plant-based options.
Even a few well-thought-out vegan dishes can make a big difference to your customers and your business, help keep costs down, as well as have a large impact on the customer demographic of the garden centre.
HEALTH
IS
A MAJOR
MOTIVATOR FOR YOUNGER PEOPLE ADOPTING VEGAN DIETS IN THE UK
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Poinsettias:
The Profitable Powerhouse of Garden Centres
POINSETTIAS, WITH THEIR VIBRANT, STAR-SHAPED LEAVES AND RICH HISTORY, OFFER A UNIQUE OPPORTUNITY TO BOOST SALES AND CUSTOMER ENGAGEMENT
Poinsettias, with their vibrant, starshaped leaves, have long been a symbol of the festive season.
However, these plants offer more than just holiday cheer. For garden centres, poinsettias represent a significant opportunity for increased sales and customer engagement.
The poinsettia appeal
Originating from Mexico, poinsettias are known for their brilliant red and green foliage. Their
striking appearance makes them a popular choice for holiday decorations. But the appeal of poinsettias extends beyond their festive allure. These plants are relatively easy to care for, making them an excellent choice for both novice and experienced gardeners.
Poinsettias are also known for their longlasting blooms. With proper care, the colourful bracts can remain vibrant for months, providing a continuous display of colour in homes and offices. This longevity adds to the plant’s appeal
and value, making it a worthwhile investment for many customers.
The history of poinsettias
The poinsettia’s association with Christmas dates to 16th century Mexico, where legend tells of a girl who could only offer weeds as a gift to Jesus on Christmas Eve. When she brought the weeds into a church, they blossomed into beautiful red and green flowers. From this legend, the poinsettia became known as the “Flower of the Holy Night.”
The plant was later brought to the United States by Joel Roberts Poinsett, the first US ambassador to Mexico, who fell in love with the plant’s vibrant colours. The plant was named in his honour, and National Poinsettia Day is celebrated on 12 December – the anniversary of Poinsett’s death.
Boosting sales with poinsettias
Garden centres can leverage the popularity of poinsettias to boost sales in several ways. Firstly, offering a variety of poinsettias, including different sizes and colours, can cater to a broader customer base. Some customers may prefer the traditional red poinsettias, while others might be drawn to unique varieties like the pink or white ones.
and a festive planter. Bundles offer customers convenience and value, making them an attractive option for holiday shopping.
Sustainable sales
While poinsettias are often associated with Christmas, garden centres should promote them as a year-round plant. With proper care, poinsettias can retain their beauty well beyond the holiday season. This approach can help to drive sales throughout the year and promote more sustainable gardening practices.
Secondly, garden centres can offer poinsettia care workshops. These events can attract customers into the store and provide an opportunity to upsell related products like plant food, pots, and gardening tools. Workshops can also foster a sense of community among customers, encouraging repeat visits and building customer loyalty.
Lastly, bundling poinsettias with other holiday plants or decorations can encourage larger purchases. For example, a ‘holiday bundle’ could include a poinsettia, a Christmas cactus,
Promoting poinsettias as yearround plants can also help to shift consumer perceptions. Instead of viewing poinsettias as disposable holiday decorations, customers can come to see them as long-term additions to their indoor plant collections. This shift can lead to increased sales of poinsettias and related products, such as plant care items and decorative pots.
Marketing strategies
To maximise the sales potential of poinsettias, garden centres can employ various marketing strategies. These might include creating eyecatching displays of poinsettias, offering special promotions or discounts, and using social media to highlight the beauty and versatility of these plants. By showcasing poinsettias in creative and appealing ways, garden centres can attract more customers and increase sales.
The future of poinsettias
With advancements in plant breeding, new varieties of poinsettias are continually being developed. These include poinsettias with different colours, patterns, and leaf shapes. By staying abreast of these developments and offering the latest varieties, garden centres can attract customers looking for something new and different.
Moreover, as consumers become more environmentally conscious, there is growing interest in plants that are grown sustainably. Garden centres can cater to this trend by offering organically grown poinsettias or those grown using environmentally friendly practices.
Poinsettias are more than just a holiday plant. They are a symbol of joy, a beacon of colour, and, importantly, a lucrative product for garden centres.
By capitalising on the poinsettia’s popularity and promoting its yearround appeal, garden centres can boost sales, engage with customers, and spread a little holiday cheer all year round.
MAXIMISE THE POTENTIAL OF NON-HORTICULTURAL REVENUE
AS THE LEADING TRADE ASSOCIATION FOR SUPPLIERS OF HOME, GARDEN, DIY, HOUSEWARES, GIFT, AND SMALL DOMESTIC ELECTRICALS, BHETA BECOMES A SPONSOR OF GARDEN CENTRE EXPO, GARDEN CENTRE RETAIL ASKS WILL JONES, BHETA’S CHIEF OPERATING OFFICER FOR A VIEW ON TODAY’S DIVERSIFIED GARDEN RETAIL OPPORTUNITY.
Garden centres were once synonymous with plants, soil, and gardening tools, but they are fast becoming far more diverse retail spaces. This is not only an opportunity for suppliers of gift, housewares, interior décor, and small domestic electricals, to name a few increasingly popular new categories, but it is also a great chance for garden retailers to maximise additional income streams.
Gardening and garden leisure benefitted from the lifestyle reset which emerged from the pandemic, being associated with the outdoor lifestyle and wellbeing, giving garden centres an inherent appeal which has increased as the lines between indoor and outdoor living become ever more fluid. Combine this with the fact that
the future of bricks and mortar shopping is now all about the ‘experiential’ and the concept of a ‘leisure destination’ where consumers crave stimulation, enjoyment, relaxation as well as purchasing, and it’s easy to see why garden centres are perfect retail models for diversification which captures the imagination.
So first and foremost, the idea that garden retailers including the nursery and the smaller independent, not just the big groups, should stock non-horticultural as well as horticultural product ranges is about opportunity. The opportunity for additional revenue streams which sit easily alongside the traditional ones, but also the opportunity to deliver the kind of offer which the contemporary consumer now desires – to become a destination store.
Diversification into home, gift, leisure, and household alongside garden can also make for a more resilient model. Savvy garden retailers can thrive even in economic downturns because they offer more than just products; they provide an immersive experience that nurtures both plants and the soul. In tough economic times, they stand resilient by transforming shopping into an experiential journey, blending nature, community, and relaxation in a way few other retail spaces can match.
This is also a route towards extending the season and making garden retail less vulnerable to outside forces. A variety of products – from aspirational like tableware and gift, to practical everyday such as cleaning and laundry, kitchenware, storage and domestic electricals
– sell beyond the core season and are weather resistant lines. And no time like the present for exploring this potential. Planning purely around the weather is becoming harder and harder, as the climate becomes more unpredictable, so weather immune lines are critical.
THE FUTURE OF BRICKS AND MORTAR SHOPPING IS NOW ALL ABOUT THE
EXPERIENTIAL
The more varied offer is also showing signs of bringing in new audiences. Alongside farm parks, farm shops, and outdoor clothing retailers, the diversified garden retailer can attract a younger and wider demographic. By integrating diversified non-core categories into the product mix, garden retail is transforming, offering something for every family member and making each visit a memorable outing.
In July 2024, the Garden Centre Association’s barometer of trade data showed first half turnover for the sector to have declined by -1% compared to 2023. The warm and wet weather has had a significant impact on external sales.
What is good for the future of garden retail is also good for a range of suppliers keen to develop an offer tailored to garden centres. It’s
no coincidence therefore that BHETA is offering more and more garden sector knowledge not only for garden supplier members, but for the wider membership also. As an example, BHETA has invested in data for nine more garden and outdoor leisure categories to be included in its popular Quarterly Economic Reports.
The comprehensive analysis which pulls together multiple sources of data on the home improvement, DIY, housewares, garden, and small domestic appliances sectors has always covered garden, but never in such granular detail. The document is free and aimed at both supplier members and sector retailers.
As a result, BHETA now has a unique insight into the garden market from a multi-category perspective. For companies keen to access the diversified garden retail opportunity, BHETA provides a valuable resource. From retailer meetings to data to lobbying, BHETA can really deliver – and this is why we are pleased that the association is working with Garden Centre Expo to further success for all parties.
This year’s highlights include Nicola Spring stoneware mugs and a selection of ‘must-have’ raised beds.
Power tools
Power tool brand Einhell supplies a diverse range of power tools for garden-related tasks, and the company says that the secret to success is to keep products for a wide selection of jobs in stock. Top selling examples include:
- Fence and deck spray paint guns: These are indispensable for efficient and uniform application of paint or stain on fences and decks;
- Nailers and staplers: Ideal for fencing projects, these tools provide precision and durability, making fence assembly and repairs straightforward;
- And impact drivers: Essential for decking and sleeper borders, these tools ensure robust and reliable fastening.
Here are details of products from BHETA members, which will be on show at Garden Centre Expo in October 2024.
Water filtration
Around 30% of UK households regularly use water filters and according to 6Wresearch, the market is expected to grow at a CAGR of 4.1% between 2020 and 2026. Localised incidence of compromised water quality due to faults with pipes and fittings is expected to further propel the market.
Aquaphor is the UK’s fastest growing brand in the sector and has been manufacturing filters and jugs for over thirty years. The company explains: “Water purification is one of those categories which create assured consumer footfall – as the requirement to change filters means that consumers return to replenish stocks.”
Tableware
As well as garden tools, Rinkit also supplies home products to the garden centre market. With a wide range from mugs to raised beds, all kept in stock, it offers a perfect way for garden retailers to order and replenish across all products without hefty stock investment.
For more information about BHETA, contact the BHETA member services team on 0121 237 1130 or visit the BHETA website bheta.co.uk.
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Products Pots and planters
SOW THE SEEDS OF STYLE: TOP PLANTERS TO SPRUCE UP YOUR GARDEN CENTRE
Fluted Tulip Mocha planters Ivyline
These beautiful Fluted Tulip Mocha planters can be found within Ivyline’s Royal Botanic Gardens Kew (RBGK) licensed collection, as part of the Eclectic Orangery design edit. Available in two sizes (23cm or 28cm diameter). With their elegant, scalloped edges and with the prestigious RBGK logo embossed onto the side, these are sure to be a hit with customers in search of higher-end pieces.
RRP £49.99 and £69.99 ivylinegb.co.uk
Verano Lemons Outdoor Pots Divine Distribution
Our Lemons range of outdoor pots are produced and hand painted by a small family business in Andalucia. These pots will not only add a touch of sophistication to any living area but also offer long-lasting appeal with their durability and stunning beauty. Drainage plates are also available for each pot.
RRP From £10 - £50 vernoceramics.co.uk
The winery collection elho
elho’s new winery collection harnesses the beauty of waste by transforming discarded plastic from French vineyards into stylish yet sustainable flowerpots. The B Corp business has partnered with two local companies to source, sort and untangle the unwanted twines gathered from the Alsace and Champagne regions. The result? Beautiful pots made from 100 per cent recycled plastic. With two shades to choose from - Bordeaux red and deep purple – the winery collection is inspired by the grapes that it is so deeply connected to. Available in sizes 14cm, 16cm, 18cm and 22cm, each pot also features a trendy ribbed texture for added aesthetics.
RRP from £6.49 elho.com
Planter Ball Groove NL black gold Capi Europe
This flowerpot is inspired by grooves. Especially on the vertical grooves in rocks and mountains created over the years. The orange inside of the pot is a reference to the Dutch production and is also an insulation layer that protects the roots of the plant in winter and summer. This extra layer also adds strength, making this pot fractureresistant. The pot is suitable for indoor and outdoor use and comes with a lifetime guarantee.
RRP £55 capi-europe.com
Apta Lightweight
Apta
A new generation of indoor and outdoor pots, Apta Lightweight planters are made from recycled material and recyclable again at the end of their lifespan. Offering an improved product hierarchy, multiple user benefits include a 10year guarantee, and a lower price point than the competition, making Apta Lightweight accessible to a broad range of consumers. Two collections make up the current offering – Weben showcases “woven” designs, whilst Beton features four “concrete” planters.
RRP £9.99
apta.co.uk
Tierra Verde Whiskey Barrel planter
Primeur
A unique and stylish way to add rustic charm to any indoor or outdoor planting scheme, the Whiskey Barrel joins Primeur line-up ahead of the 2024 season. Classic and timeless. 38(h) x 54(w) cm. Made from 100% scrap tyres – making them lightweight, UV and frost resistant, plant safe, crack proof and all round better for the environment, home and garden.
RRP £99.99
primeur.co.uk
The Glazed collection
Apta
Apta’s Glazed collections features a wide range of colours and textures to create one of the most varied and exciting portfolios on the market today. Silhouettes range from classic fluted and jars to egg and sleek lines. Textures are inspired by botanicals and nature. Colours range from bright candy colours to classic greens, greys, blues and pink. The perfect go-to for traditional and contemporary glazed pots and planters.
RRP £12.99
apta.co.uk
Monumental Pot collection
Bergs Potte
The large Københavner and Flora are impressive planters that have been elevated to previously unseen scales. Available in 50cm, 60cm, and 70cm diameters, with matching watertight saucers designed to support the massive weight of the planters. All are suitable for the changing seasons outdoors and indoors and will house large plants for life.
QUALITY PRODUCTS WITH AWARD WINNING CUSTOMER SERVICE
NEW POS
NEW PRODUCTS AND RANGES
Encounter two new decorative chippings and a handy pouch bag collection of horticultural grits and sands.
A new range of Flexi-Fix Steel edging and NINE new Porcelain Stepping Stones in three colours and in three styles; round, random and hexagonal provide a selection of contemporary and exclusive new products.
A renewed POS design, allows for interchangeable pricing and large product images, promoting both quality and crosss selling.
INNOVATIVE TECHNOLOGY
Enquire about new AR that visualises products in immediate surroundings or customers’ home environments.
Flexi-Fix Edging
Products Toys and games
UNCOVER
MARKET-LEADING TOYS AND GAMES TO ELEVATE YOUR GARDEN
CENTRE’S OFFERINGS
Swizzels Love Hearts plush
Posh Paws
Posh Paws heartwarmingly adorable range of licensed Swizzels Love
Hearts plush, are perfect for garden centres and each one is sure to deliver an unforgettable hug. The fun-filled collection has been specially developed to make the perfect gift for all occasions and each plush has a fun, heartfelt or inspiring message embroidered onto its Love Heart sweet that are guaranteed to put smiles on faces. There’s a Love Hearts plush for everyone.
RRP £12.99 - £15.99
poshpawsinternational.co.uk
Weather Board
Bigjigs Toys
Sprinkle some sunshine onto your shelves with this new educational Weather Board, made from sustainable FSC® Certified wood. This meteorological masterpiece is a fabulous tool for teaching children about the changing seasons, climate conditions, temperatures, and moon cycles; nurturing their environmental awareness and cognitive development. Kids can flip through the seasons, spin the storm wheel, and power up the wind with the cloud dial – it’s not to be ‘mist’!
RRP £24.99
bigjigstoys.co.uk
Peter Rabbit™ Veg Patch Lotto
Divine Distribution
Peter Rabbit™ Veg Patch Lotto is a firm favourite with garden centres, blending educational values and a fun garden theme. Featuring beloved characters Peter Rabbit, Jemima Puddle-Duck, Mrs. Tiggy-winkle and Benjamin Bunny, the charming design attracts children and families. The fun matching and memory game also promotes learning about different vegetables, aligning well with garden centre customers. It’s the perfect ‘patch’ for garden centre toy aisles, an excellent gifting option.
RRP £12 orchardtoys.com
Mighty Wheels 16” Plastic and Steel Dump Truck
Smart Zone Ace Limited
The Mighty Wheels Plastic and Steel Dump Truck is 16” long with action parts, such as a tipping bed. It has freewheel drive and has recently won awards from Good Toy Guide. The Dump Truck promotes imaginative play, helps develop problem-solving skills and encourages fine motor development.
RRP £24.99
smartzoneace.com
Seaside
Hachette Boardgames UK
The perfect outdoor summer game. Seaside contains purely wooden, hard-wearing components, all neatly contained in a canvas bag. It’s short and accessible; it can be played anywhere, anytime, by anyone. The game is very simple to learn and play, yet contains plenty of different strategies and variability. The components are also gorgeously illustrated with a unique art style. A game is 20 minutes long, and accommodates one to five players.
RRP £25 hachetteboardgames.co.uk
Pusheen Perpetual Calendar
Grupo Erik UK Limited
Super original perpetual calendar with the beautiful design of our Pusheen Purrfect Love collection. The undated desktop calendar is a real delight as a decoration for the home and office. The perpetual calendar offers a unique 3D visualisation where the months can be displayed with the help of three cubes and the days with two more cubes. It allows you to configure and combine them to represent any possible date within the same year.
RRP £34.99 grupoerik.co.uk
EUGY
Brainstorm Ltd
Winner of the Arts and Crafts product of the year award (Stationery Awards), EUGY is a collectable craze that has become instantly recognisable to children across the UK. The eco-friendly crafts range features over 80 impulse price point models and bespoke and sustainable POS allows garden centres to merchandise to maximum effect. Each EUGY model is created following a simple number sequence with new animals added in phases every few months so to drive demand and collectability.
RRP £9 brainstormltd.co.uk
Mölkky
Tactic Games UK
Mölkky is a beautifully crafted wooden skittle throwing game made in Finland that combines chance and skill and is quick to learn and exciting to play. Take turns to throw the Mölkky skittle to knock over various numbered pins and aim to score exactly 50 points to win. Go over 50 and your scores goes down to 25. Mölkky is now also available in miniature form for fun table-top play.
RRP £47.99-Mini £9.99 tactic.net
Bounty Energy Solutions and Technologies
We understand every garden centre is di erent, so we o er bespoke a design and installation service for solar PV systems across the UK. We work closely with our clients to help them save money on their electricity bill and reduce their carbon footprint, through the generation of clean, renewable electricity.
