Words: Tracey Bond

kbbreview’s recent article asking what suppliers really think of retailers has certainly sparked conversation. 

The quotes shared are blunt, provocative, and in some cases surprisingly dismissive. But beyond the initial shock value, they reveal a deeper disconnect between how some suppliers perceive the retail market and how modern showrooms actually operate.

The first quote from suppliers sets the tone with its colourful accusation: “Sell more! Sales and design both go together, but there are too many pompous egotistical peacocks spouting ‘design’ theories.” It’s hard not to raise an eyebrow at that…

Yes, sales matter. Yes, design must support commercial success. But to reduce retailers to “peacocks” because they care about design quality is not only insulting, it’s outdated. Today’s customers expect thoughtful design, technical expertise, and a personalised experience. Retailers who deliver that aren’t preening; they’re doing their job.

Another anonymous supplier quote criticises retailers for trying to compete “at all ends of the market,” claiming it frustrates them and confuses customers. But this assumes customers are incapable of understanding choice, or that retailers lack the skill to guide them. In reality, a well run showroom can offer a curated range across multiple tiers without overwhelming anyone. 

Why would any retailer choose to operate in such a restricted way? In my showroom, Mr A wanting a laminate worktop change is every bit as welcome as Mrs B planning a high end full kitchen replacement. Both customers deserve respect, expertise, and care. Both contribute to the health of the business. 

The idea that serving multiple price points is somehow a weakness is baffling. Should Audi stop selling the A1 because they also sell the Q7? Should Porsche abandon the Macan because it’s not a 911? 

Then comes the complaint about cluttered showrooms: “Tidy up, and have less brands… It is too much for the consumer”. The implication is that retailers are incapable of managing their own space. Most of us know exactly how to curate our displays – and we do so with far more insight into our customers’ behaviour than any visiting rep.

Working together

And this is where the conversation becomes particularly ironic. Many of the reps making these sweeping criticisms have never actually run a successful retail business themselves – and quite a few previously had showrooms that simply didn’t survive.

It’s easy to lecture retailers about what they “should” be doing when you’re no longer the one carrying the overheads or navigating the realities of today’s market.

If suppliers genuinely want solus dealers, then they need to offer solutions that cover all price points and all styles. You can’t demand exclusivity while only catering to a narrow slice of the market. If a supplier wants to be our only option, then they need to be a complete option.

And to be fair, we’ve had some excellent reps over the years who understood this perfectly. They recognised that their brand wasn’t the answer for every single customer – and instead of fighting that reality, they worked with it. Their goal wasn’t to grab 100% of our spend; it was to earn the majority of it by being reliable, supportive, and commercially aligned with how we operate. 

Contrast that with the reps who turn up unannounced, expecting us to drop everything while they spend hours talking through minor catalogue tweaks. If suppliers want retailers to be more selective, more loyal, and more commercially aligned, then the relationship has to work both ways. Respect for our time, our customers, and our business model is a good place to start.

Across all four quotes in that article, the underlying message suppliers think they’re sending is about focus and discipline. But the message retailers actually hear is frustration, oversimplification, and a lack of understanding of how modern showrooms operate.

Retailers are not confused, unfocused, or egotistical. We are adaptable, customer driven, and commercially aware. If suppliers want stronger partnerships, the solution isn’t to lecture retailers – it’s to evolve with them.