Matthew Randle, General Manager at independent bed retailer Dreamland Bedding Centre and sustainability guru, continues the conversation from last month in a Q&A that touches on industry challenges, consumer behaviour and what needs changing.
Meet Matt
I’ve been a part of Dreamland for nearly 14 years. My journey with the company began in a part-time capacity while I was completing my degree in Business Enterprise. Upon graduation, I accepted a graduate role offered by Mike, a decision driven by my profound affinity for the business. Over the years, I have undertaken various roles across multiple departments, including Sales, Marketing, and Procurement. In 2022, I embarked on a Level 7 Apprenticeship in Senior Leadership, supplemented with an MBA.
The practical application of my academic insights yielded significant improvements, culminating in my promotion to General Manager in early 2023. My leadership philosophy emphasises fostering a culture of collaboration, promoting continuous learning opportunities, and embedding the business within the community. Sustainability remains a focal point, with a strategic reliance on a triple-bottom-line approach to decision-making. With this approach, I have been a finalist for several awards and obtained a special recognition award at the ESBA 2024.
How has business been so far this year?
This year has presented a complex and multifaceted dynamic for our business. On a micro level, there have been sporadic days with noticeably limited footfall, which might initially seem concerning. However, these fluctuations are not uncommon. Shifting to a macro perspective, monthly and quarterly data show a more optimistic picture. Despite the daily variances in customer traffic, overall, steady growth, fuelled primarily by increased average order value.
Our commitment to customer service excellence has been pivotal in driving repeat business and fostering customer loyalty. We have invested in training programmes for our staff to ensure they provide a personalised and engaging shopping experience. This has helped retain existing customers and attract new ones through positive word-of-mouth and referrals.
What challenges are you facing?
One prominent challenge this year has been the prevailing sentiment of economic instability, which has dampened consumer confidence, according to feedback from sales representatives and agents. In response, we have consciously chosen to focus on an education-driven marketing and sales strategy. This approach emphasises the importance of informing our team and consumers rather than engaging in a race to the bottom with pricing strategies.
I find the notion of competing solely on price is fundamentally flawed and economically unsustainable in the long run. Such a short-sighted approach can erode profit margins and undermine the perceived value of products and services. Instead, we are committed to delivering exceptional value through superior service and expertise. By investing in educating our customers about the quality and benefits of our products, we create a more informed consumer base that appreciates the value we offer beyond mere price considerations. This strategic shift not only differentiates us from competitors but also strengthens our brand’s market position, ensuring long-term sustainability and resilience in the face of economic challenges.
Are there any industry-wide changes you are seeing?
One notable change in the industry is the increasing prevalence of white-label products. Many retailers are now creating and promoting their own branded products, which has led to a significant shift in the competitive landscape. These white-label offerings are often positioned to rival established brands in both quality and market presence. This trend reflects a broader movement towards private-label solutions as retailers seek to differentiate themselves and exert greater control over their product lines.
While this shift has the potential to create more diverse options for consumers, it also introduces complexities regarding brand identity and consumer perception. In particular, the proliferation of white-label products can sometimes lead to brand confusion. We have chosen not to pursue the white-label route. Maintaining a clear and distinct brand identity, avoiding potential confusion (as many brands have a name similar to ours).
What about changes in customer behaviour?
Consumers are increasingly engaging in comparative shopping and obtaining multiple quotes before making a purchase. We have adapted to this trend by tracking these interactions differently and maintaining an open dialogue with our customers. We directly ask, “Why have you come back to us?” The answer is often linked to the quality of service, highlighting that excellent customer service is a crucial driver for purchases in brick-and-mortar businesses.
What do you think needs changing in the industry?
It must be noted I’m biased after my studies regarding sustainability. That said, the industry is at a pivotal juncture regarding its approach to sustainability. While there have been commendable efforts, the pace of change remains insufficiently swift. One critical area needing transformation is disposing and recycling of mattresses and beds. Currently, the cost of recycling these products far exceeds the expense of sending them to landfills. This economic disparity creates a disincentive for sustainable disposal practices.
In addition to environmental concerns, there is a need to address the social aspects of sustainability. We are finding many consumers are increasingly valuing ethical practices and corporate social responsibility. We align sustainability efforts with broader social values. By integrating these elements into core operations, I feel we have enhanced our reputation and built stronger connections with our customers.
The transition to a more sustainable industry also necessitates a shift in consumer education. While many consumers are willing to support eco-friendly practices, they often lack sufficient information on making sustainable choices or understanding the actual cost of their environmental impact.
Ultimately, embracing a holistic approach to sustainability that balances environmental, economic, and social dimensions. By doing so, it can create a more resilient and responsible framework that meets upcoming regulatory requirements, exceeds consumer expectations, and contributes to the global effort of environmental stewardship.
What would you say the industry is doing well at?
Currently, it seems there is an influx of talented young professionals within the industry. Many store managers, supplier representatives, and other decision-makers are bringing fresh perspectives. Over the past few years, I have observed a positive shift towards collaboration among independent retailers. There is a growing trend of transparency and mutual learning, where managers and owners view each other as resources rather than mere competitors.
Furthermore, the camaraderie within the industry is remarkable. The atmosphere at industry shows, and supplier training sessions is second to none, fostering a sense of community and shared purpose that enhances professional relationships and drives collective success.
What motivates you to do more?
The intrinsic motivation to drive positive change is a powerful force behind my ongoing efforts. Engaging in charitable activities and community projects offers a deeply fulfilling sense of purpose and satisfaction. Recently, I had the privilege of collaborating with several schools to facilitate work experience programmes for students.
This involved crafting tailored training plans aligned with each student’s career aspirations, providing them with valuable exposure to the professional world. This initiative has been profoundly rewarding, not only because of the tangible benefits it brings to the students but also due to the insightful feedback I have received from them. Observing young minds who were born around the time I began my career at Dreamland contribute fresh perspectives and suggestions for improvement has been both enlightening and inspiring.
This experience has reinforced my belief in the power of proactive engagement. By taking initiative and actively seeking opportunities to contribute to local communities, individuals can create meaningful and lasting impacts. There are myriad ways to make a difference, whether through mentorship programs, volunteering, or supporting local causes. The key lies in identifying areas where one’s skills and passions align with the community’s needs and business ethos.
Furthermore, I have had the opportunity to discuss this approach with other retailers during several supplier training sessions. Interestingly, my emphasis on community involvement and broader engagement often meets with varying degrees of confusion or disbelief from some peers. It appears that individuals tend to focus heavily on internal operations and immediate concerns rather than adopting a more expansive view that considers the broader impact of their actions.
This underscores a broader challenge: the need to balance internal focus with external awareness. Individuals can enhance their professional and personal growth by broadening perspectives and recognising the importance of contributing to the community and engaging with external stakeholders.
Encouraging others to adopt this holistic approach can lead to more innovative solutions and a more significant collective impact. Embracing opportunities for community involvement provides not only personal fulfilment but also drives meaningful progress and strengthens the overall fabric of the community.
What’s your next big project?
We have a range of impactful initiatives currently in progress. Our longstanding commitment to the local hospice, Mary Stevens, is a cornerstone of our community engagement. Recently, we donated £40,000 to support a refurbishment project and an additional £10,000 to establish a bereavement hub. To date, our total contributions to the hospice have surpassed £300,000, a testament to our sustained support and the dedication of our owner Mike, who has championed this cause for many years.
Beyond our philanthropic efforts, we are actively pursuing new avenues for involvement. I regularly attend monthly meetings organised by the Dudley Council Voluntary Service, where emerging initiatives are discussed. One project that particularly aligns with our mission is the Dudley Health Watch Voices for Change initiative. Given the critical link between health and sleep, it is natural for us to engage in this project, and I am actively encouraging our employees to participate.
Moreover, I have joined the Net Zero Programme, a government-funded decarbonisation initiative aimed at improving our ESG performance. This programme will guide our efforts to reduce our carbon footprint and advance our sustainability objectives. Through this initiative, we are committed to integrating more rigorous environmental practices and contributing to broader climate goals.
I am currently engaged in a dissertation that demands significant attention. As part of my end-point assessment, I will be developing a business improvement initiative, which I believe will further enhance our operational effectiveness and community impact.
Final thought…
I want to emphasise the importance of adaptability and resilience in the face of change. I regularly engage in horizon scanning. Like many others, the industry is undergoing rapid transformations, and those who can navigate these changes effectively will thrive. It’s been crucial for us to remain customer-focused, continuously innovate, and uphold ethical standards to ensure our long-term success.
