Words: Stephen Flower, managing director at Ashford Kitchens & Interiors

As we head into 2026, I’m feeling quietly confident about where the market is going, and more importantly, where we’re going ourselves as a business. 

We intend to build on our positive momentum and reinforce what really matters to us: strong relationships, exceptional service, honest marketing and having the right people around you.

One of the biggest things we’re focusing on as we enter the new year is developing deeper partnerships with our suppliers. It’s not just about placing orders anymore, it’s about working together to solve problems, share ideas, and create mutual value. When we’re aligned with our suppliers, I believe we can be much more agile, more responsive, and ultimately deliver an overall better experience to our customers. 

From a retail strategy point of view, almost all of the projects we complete are for domestic homeowners – not contracts or developments. So, we’re doubling down on exceptional service as that’s always been our strength, and we know it’s what sets us apart from the nationals. We’re not trying to be the cheapest or the biggest, but we’re focused on being the most trusted. 

That means clear communication, fast response times, and a genuine commitment to doing what’s right for the customer. 

In a world where confidence in service across all sectors is at an all-time low, we see that as a huge opportunity. If we can impress people with how we operate, how we listen, how we follow up, how we deliver, we will win their loyalty.

We’re also leaning into what makes us different as an independent. We’re not bound by rigid systems or corporate red tape. We can make decisions quickly, tailor our approach to each customer, and offer a level of flexibility that others simply can’t. 

That’s a real advantage, and we’re always working with our team to understand and communicates that clearly.

We’re also continually refining our marketing strategy to ensure we’re communicating the right message through the most effective platforms. It’s not just about visibility; it’s about building a brand that people understand. 

We want our potential customers to know who we are, what we stand for, and what makes us different. Whether that’s through social media, local campaigns, or everyday staff interactions in the showrooms, we’re committed to delivering a message that is consistent, customer-focused, and most importantly, is immediately evident in everything we then deliver. 

Recruiting and retaining the right people also continues to be a key focus for us, and next year will be no different with ambitious plans to increase our reach. Good people are hard to find (nothing changes there!), but good people representing our business are essential. So we’re investing in training, creating a positive culture, and making sure our team feel valued and supported. 

And of course, none of this works without significant hard work and full buy-in from everyone involved. Every customer interaction matters, and we have made it our mission to ensure that every experience is a positive one. 

That means going the extra mile, being proactive, and taking real pride in what we do. It’s certainly not easy, but it’s what builds trust, reputation, and long-term success.

While 2026 will no doubt bring its own set of challenges, I see it as a year full of opportunity. By staying true to our values, strengthening our partnerships, and continuing to deliver a standout customer experience, we’re positioning ourselves not just to grow, but to grow in the right way.