Words: Jamie Harding

We’ve spent years stuck in a mindset that treats growth as a zero-sum game. We’ve been conditioned to see other retailers as competitors vying for the same slice of pie, when what we should really be focused on is making that pie bigger for everyone.

Real growth in the KBB sector doesn’t come from individual businesses competing harder for the same pool of customers. It comes from collaboration and alignment across the industry, which ultimately expands the market for all of us. It’s time we stopped seeing other retailers as ‘competitors’ and started seeing each other as ‘peers’ – professionals we can learn from, share knowledge with and grow alongside.

And I don’t think this is just wishful thinking. For an industry facing the challenges we are, it’s actually essential.

The KBSA’s role should be about supporting this. The association exists to underpin the entire KBB ecosystem: retailers, designers, installers, manufacturers and suppliers alike. It’s not about championing one segment over another, but about strengthening the foundations that support us all. 

One of the most pressing challenges we face collectively is talent. Attracting new people into the KBB industry has never been more critical, particularly when skills shortages and succession planning are genuine concerns for so many of us. 

This isn’t a problem any single company can solve alone. It needs an industry-wide push to raise the profile of careers in KBB design, installation and retail, and to create clear pathways for new talent to enter and progress within our sector.

Just as crucial is the need for our industry to have a clear, credible and consistent voice. The landscape is changing rapidly – from consumer behaviour and purchasing patterns to regulatory requirements and sustainability expectations. When the industry speaks with one voice, we’re far better positioned to engage with regulatory bodies, industry stakeholders and decision-makers. We can influence change rather than simply react to it and we can protect the long-term reputation of our sector in the process.

This is where standards come in. I know policing standards can sound restrictive, even bureaucratic, but it’s the opposite. Raising professionalism, quality and consumer protection doesn’t restrict growth, it builds the trust and confidence that allows the market to expand. When consumers know they can expect consistently high standards across the industry, they’re more willing to invest in major projects. That confidence grows the market for everyone.

When the industry is aligned, we gain influence. We can shape conversations about regulations, environmental standards, consumer rights and professional accreditation. We can challenge unfair practices and champion innovation. We can ensure that the KBB sector is seen not as a scattering of individual businesses, but as a professional industry with shared values and standards.

What benefits the industry collectively will ultimately benefit individual businesses too. A stronger industry reputation means greater consumer confidence. Better training and talent pipelines mean more skilled professionals. Clearer standards mean fewer rogue operators undermining trust. Coordinated advocacy means our concerns are heard and addressed. This all feeds back into stronger businesses and better market conditions for all of us.

There are also some genuinely exciting conversations happening behind the scenes at the KBSA right now, which we’re looking forward to sharing with members and the wider industry in the near future. The association is evolving and where it’s heading will strengthen our sector considerably.

So here’s where we are: we can continue to compete for a static market, or we can collaborate to grow it. I know which makes more sense.