The kbbreview Interview: Richard Hibbert, KBSA chair
Despite aims to champion the independent retailer, the KBSA’s role and effectiveness has come under scrutiny over the last 40 years. Is the association’s overall purpose and ambition clear enough? National chair Richard Hibbert sets the record straight…
The topic of representation for retailers in the KBB industry has long been a high-profile topic of conversation. As a sector with a turnover of around £300 million, it stands to reason that independent KBB retailers should have a collective voice, one that is dedicated to fighting their corner and helping them to be stronger.
To many that organisation does exist in the form of the Kitchen, Bedroom, Bathroom, Specialists Association, KBSA. This association was set up in 1978 by a group of retailers with the aim to protect consumers, raise standards across the industry and support retailers.
Despite its good intentions, it’s fair to say, however, that the association’s journey over the last 46 years has not been without scrutiny. In the past it has been criticised for its lack of authority and ability to bring about change and for failing to be representative of the modern independent KBB retail sector.
When Richard Hibbert, MD of KSL Sudbury, stepped up to take on the role of national chair in 2017, after four years on the board, he vowed not only to modernise it but to also build a stronger association.
Seven years on we’ve certainly seen membership numbers grow – at last count it had surpassed 250 – and, if you measure success by a crowded annual conference then I’d say he’s definitely made his mark. But does the youngest and longest serving KBSA national chair feel like he’s achieved what he set out to do with the association? Does he feel like the KBSA is really doing enough for independent retailers and where does it go from here?
Q: While I’d put money on everyone in the industry having heard about the KBSA, there does still seem to be some questions over its exact purpose and, therefore, why retailers should ultimately join. Is there a definable purpose of the KBSA?
In the past the KBSA was more focused on supporting the consumer, but while gaining consumer trust is still a big part of our role, we’re very much focused on supporting retail members now. We’re a trade association for our members now and we flex as much as we can to support them. Our role, as an association, is to do whatever we need to do to support independent retailers and give them a competitive advantage.
“We have a board of members that all really care about this
industry as a whole and not just their own businesses.
We’re working together as a team. We’re really
strong and we’re always challenging decisions“
The conference is part of that, the member services, legal support and discounts are all part of that as well. We just want to support members and support the industry. We do lobby and we will definitely do more of that in the future. We want to do more around training and education, for instance, and are taking the steps forwards – but it all takes time.
Q: Give me the elevator pitch for the association then. If I’m an independent KBB retailer, why should I become a member? What do I get for the fee?
We understand that running a business is tough. It’s busy and it’s demanding and that’s before you even take into consideration designing and managing kitchen and bathroom projects. We know this because the board members are business owners as well. Ultimately, if you join the KBSA we’ll take the stress out of running your business by providing you with exclusive offers and products that give you a competitive advantage as well as the support you need to keep the back end of your business running efficiently
and professionally.
We also run a closed Facebook Group where retailers are free to talk to each other and I know this has been a real lifeline for many.
Q: We’re talking following what felt like a successful KBSA conference. It was certainly a busy one. But how do you feel that the association is perceived in the industry now? Is there still work to be done?
In the past I know that the association has been described as old-fashioned, elitist, even an old boys’ club and part of my remit when I became national chair in 2017 was to change that perception. I was also frustrated at the speed at which the association operated, it felt like we were treading water and getting nowhere and that was another key area of change for me.
I feel very strongly that the association has taken a completely new direction over the past seven years. Through change we’ve not only grown our member numbers but, we’ve also attracted a younger and more diverse member group. We came into our own during Covid when we campaigned to get the national retailers shut down while independents were unable to open their showrooms. We levelled the playing field for them and that really helped us show what we stand for and what we can do for our members.
Going to the conference now is just like a breath of fresh air. It’s not just full, the atmosphere is vibrant, it’s positive, it’s fun. I’d say that’s a good measure of success.
We tick a lot of boxes but there’s always work to be done. It’s not easy but we are better together and that’s the only way we can continue to change things, by working with as many independent retailers as we can.
Q: As an association you’re bound by certain rules and regulations, and the fact that the board is made up of busy people who all run their own businesses must make it difficult to bring change at times?
“Going to the conference is like a breath of fresh air.
It’s not just full, the atmosphere is vibrant, it’s positive,
it’s fun. I’d say that’s a good measure of success“
It’s certainly true that as a non-for-profit organisation there are certain rules and regulations that we must follow, plus our board is made up of members who basically do this outside of running their own businesses. So, things can take time. However, what’s important is that we have a board of members that all really care about this industry as a whole and not just their own businesses. We’re working together as a team. We’re really strong and we’re always challenging decisions. We’ve got board members that don’t just say, that’s fine. We’ve got board members that are going, let’s be better and is that good enough? We’re really pushing on and we’re delivering.
If I think back 12 years to when I joined the board of the KBSA I think we had 45 people at the conference that year, this year we had around 300. It’s mind-blowing really. It’s what the association probably always could and should have been but, we needed everyone – the board, the retailers, the suppliers, the press – all pulling in the same direction. It’s great looking back and seeing how strong we’ve become.
Q: A question about you now. How do you manage it all? You have a young family; you’re running a successful kitchen and bathroom business of your own. How do you find the time to take on the responsibilities of KBSA national chair as well?
Being efficient is one. I can’t do things by half measure either and I think being laid back is helpful too. Those aspects aside, the one thing I’ll say is that the association has never had such a strong board. Everyone is just keen to keep building a stronger association and a stronger industry.
I’ve also got a great team behind me here at KSL, which allows me to dedicate time to my role at the KBSA. And of course, I have a great team behind me at the KBSA.
Uwe Hanneck [who retired from his role as KBSA CEO in January this year] also did a great job. He was a fantastic mentor and had a real passion for the industry and for independent retailers and that has rubbed off on all of us.
Q: What’s next on your agenda? What are the key priorities moving forward?
Growth is always the aim because we can do more good with more members. I want to bring more bathroom-only specialists on board as well.
I don’t think the networking aspect of the association should be sniffed at, and I want us to increase those opportunities for retailers year-round. So, we’re looking at re-introducing regional meetings and more webinars where retailers can jump on and chat about issues or learn new skills.
Lots of our members own fledgling businesses that can’t access certain services until they’ve been running
a specific amount of time.
We recognise this is actually when retailers need the most support and are looking at ways we can improve what we offer and how we look after them.
Market insight – As national chair of the KBSA, representing independents, and as a retailer himself, we asked Richard Hibbert to give his predictions for how the market may play out in 2025…
“I think 2025 could still be quite tough however, I’m positive because there’s still lots of opportunities especially for independents. Times are changing at a rapid pace at the moment and the beauty for independents is that we can travel and change quickly. If we want to change a display at KSL tomorrow, we do it. We can adapt to the market, and we have adapted over the years. It’s been tough.
"But independents are resilient.People will still be looking for quality and sustainable kitchens, bedrooms and bathrooms and I think independents will carry on in 2025 with a similar market share. I believe though that order value will go up again, as it has done over the past few years. I think we’re still going to have down periods and you need a bit of luck and a bit of good judgement but, I’ll confidently say that there’s a lot for independents to go at and be excited about. I think it’s going to be a good year.”