Ahead of interviewing Andrew Goodacre, the CEO of the British Independent Retailers Association (Bira), kbbreview asked a very experienced KBB retailer what question they would put to him if they had the chance – expecting something insightful on rates, employee costs or the future of the High Street.

“Ask him where the tipping point is between the right number of barbers and too many barbers…” they replied.

Goodacre laughs out loud at this. “Maybe there’s just more beards than there used to be,” he smiles before acknowledging that there is a serious point in there somewhere. “They’re right of course, if we’re not careful we will end up with a High Street where you can only get your hair cut, your nails done and buy secondhand clothes – and we have to stop that.”

Bira was founded in 1899 and there’s no question that the amount of change in the lives of independent retailers during the last 126 years is immeasurable – upheaval is nothing new – but while BIra’s activity can include issues like retail-related crime or low-traffic neighbourhoods, much is currently focused on economic issues.

In 2025 the long-term effects of an increasingly digital society coupled with a very difficult economy and skyrocketing costs have created a unique situation. The combined impact of employers’ National Insurance rising to 15%, the minimum wage increasing to £12.21, and business rates relief dropping from 75% to 40% is creating what Bira describes as a ‘perfect storm’ for independent retailers.

Approximately 13,000 shops closed their doors in 2024, and forecasts suggest this could rise to as many as 17,000 closures in 2025. “We’re seeing a deeply concerning trend of preemptive closures. Shop owners are doing the maths on the increased National Insurance contributions, higher minimum wage costs, and the looming reduction in business rates relief, and many are concluding that continuing simply isn’t viable.”

But, for Goodacre, this isn’t about spreading a depressing message of gloom, rather simply one of change and adaptation.

“The High Street isn’t doomed,” he says. “Communities will always want vibrant spaces and diverse High Streets are key to that. Yes, we’ll lose some retailers along the way, and that’s tough. But the ones that thrive will be those who are willing to evolve.”

Andrew Goodacre

Bira is an organisation for independent retailers but what are you defining that as?

All our members are privately owned businesses, and the vast majority are self-employed shopkeepers with just one store. Many of them choose this path because they love the idea of running a shop, being part of a community, and contributing something meaningful – while, of course, striving for business success.

These are hardworking individuals who have risked their own money to lease premises, buy stock, and deliver what they believe customers want. There are around six million small businesses in the UK, and independent retailers form a significant and formidable part of that.

That’s thousands of different businesses with differing needs so what are the main collective issues you’re working on?

There are three major areas. First is the shopper and how their habits are changing. Even though 70% of all retail sales still happen in physical stores, the customer journey usually begins online. All retailers of any size have to change to match that.

Second is the economic environment. The cost of running a shop keeps rising. Energy prices have surged, business rates have more than doubled for many, and labour costs are increasing. All of this means retailers must work even harder to drive sales, while also competing with aggressive discounting by large retailers and the value offered online. It’s getting harder to make the economics stack up.

The third area is technology, including AI. From a retailer’s point of view it can help the business run more efficiently and it can hopefully do a lot of the processes that take time, and time costs money. So keeping pace with technology is a challenge for business owners.

The rising costs you mention have really hit retailers hard. Do you think they’re being unfairly targeted?

I think last year’s Budget was one of the most unfriendly to businesses we’ve seen in a very long time. It cut rates relief from 75% to 40%, increased National Insurance contributions, and lowered the threshold at which employers must start paying it. Add in sustained high interest rates for those who’ve borrowed money and it’s no wonder the business model feels under siege.

Business rates alone make up about 11% of the average retailer’s profit – and those profits aren’t huge to begin with. Meanwhile, big online retailers often pay less than 1% of their profitability in rates. That imbalance has never really been addressed. Taxation should follow the money, but successive governments have chosen to ignore that.

Retailers – big and small – are fed up. There’s a real sense that they’re being treated as the easy option, the cash cow. It feels like the government’s attitude is: “If you’re good enough, you’ll survive,” and if you’re not, well, that’s just collateral damage.

Card charges are a massive thing for small businesses too, aren’t they?

Absolutely. Again, successive governments have shied away from talking to MasterCard, Visa, and whoever else and saying, look, stop operating a cartel here. Basically, because where one goes up, the other goes up, and they never come back down. There’s a challenge there for the retailer because it’s a cost that they didn’t used to have, it keeps going up and they have no control over it.

So we are calling for more transparency and competition in that market because it’s nothing short of a scandal how card companies are allowed to operate and they’re in a position of power because more and  more people will continue to use cards, there’s no doubt about it and it just feels wrong that it’s dominated by two large players.

So what are your key priorities for saving the High Street?

There are successful High Streets out there – and what they have in common is a good mix of businesses. But beyond the retail mix, accessibility is crucial. Retail parks have 95% occupancy. Why? Because they’re easy to get to and they offer free, plentiful parking. Compare that with most town centres, where you navigate traffic systems, pay for parking, and often feel like the system is trying to push you away.

Then there’s the issue of safety. Antisocial behaviour and shoplifting have escalated alarmingly in the past 18 months. People won’t go to places where they don’t feel safe. There’s also a connection between the housing crisis and the High Street. If we can convert unused retail units into affordable accommodation, we start rebuilding communities. You’re creating footfall, stimulating local economies, and breathing life back into empty spaces.

The biggest challenge? Time. Change needs to happen quickly, because as we talk about solutions, technology and consumer habits are evolving again and again. So I understand the challenge, but I do think there’s real hope for the High Street as we look forward..

Retailers have a role to play too. What should independents be doing differently?

Creativity and entrepreneurial spirit are what define good independent retailers. Unlike big chains, small businesses aren’t boxed in by rigid systems or corporate branding. They can react, adapt, and change course far more easily. That flexibility is a huge advantage.

But the issue is capital – or the lack of it. Many independents don’t have the cash to invest in change and, right now, borrowing is incredibly hard for retail businesses. So yes, while we absolutely need policy change and infrastructure support, independents have to take responsibility too. Owners must step back and ask themselves: “What can I do differently to attract more people and boost sales?”. Whether that’s improving their online presence, changing their product mix, or using technology to work smarter, it’s a mindset shift as much as anything.

What does the future of retail look like in five to ten years?

There will almost certainly be fewer shops. That decline has been happening for years, and I don’t see it slowing down.

But that doesn’t mean the High Street is doomed. Communities will always want vibrant spaces – and diverse High Streets are key to that. If your town centre is full of cafes, the only thing you can do is have coffee. If it’s just barbers, you can only get your hair cut. Variety is essential – and planners, councils, and local businesses need to work together to ensure that mix exists.

Retail may no longer dominate the High Street, but it still adds massive value to the overall ecosystem. Shops, pubs, cafes, restaurants – they all rely on each other. Yes, we’ll lose some retailers along the way, and that’s tough. But the ones that thrive will be those who are willing to evolve. The ones who embrace change, adopt technology, and continuously engage with their customers in new and relevant ways.

I urge retailers to have these conversations, with their MPs, with their councils, and with each other. Local government cares about the High Street because local voters care about the High Street. Bira will continue to fight the battle nationally, but it’s vital that retailers make their voices heard at the local level as well.