Words: Gemma Creasey

The KBB sector is no stranger to change, but the current market presents a unique set of challenges. Cost pressures, cautious consumer spending and increasing competition mean that retailers must think differently about how they achieve growth. 

While the landscape may be more demanding, opportunities remain for those prepared to adapt their approach. Growth today is less about rapid expansion and more about making informed, strategic decisions that strengthen companies for the long term.

In uncertain markets, recruitment can feel like a risk. However, when approached strategically, it can be a powerful driver of growth, for example, if KBB retailers focus on hiring individuals who add immediate commercial value.

One effective strategy is recruiting professionals with established contract contacts. These individuals bring existing relationships with developers or commercial partners, enabling retailers to access new opportunities quickly. In many cases, these hires can be largely self-financing, generating revenue that supports their cost while strengthening the overall market position of the business. 

Sustainable growth

Another valuable approach is the use of apprenticeships to support sustainable growth, which is something that we highly advocate within the Simon Acres Group. While experienced hires can deliver immediate returns, apprentices offer a way to build capability from the ground up, shaping skills and attitudes to suit the specific needs of the business.

Hiring apprentices allows retailers to invest in the future workforce at a manageable cost, while also addressing ongoing skills shortages across design, installation and operations. For eligible apprentices, training costs are now 100 per cent funded by the government, rather than the previous 95 per cent co-investment model, for SME employers who do not pay the apprenticeship levy. 

This means that when hiring a young apprentice, SMEs will simply have to cover the apprentice’s wage and associated employment costs, making apprenticeships an even more affordable and low-risk route to recruiting and developing new and crucial talent. 

With the right structure and mentoring in place, apprentices can quickly become productive team members, supporting workloads and freeing up experienced staff to focus on higher-value activities.

Beyond filling the more traditional positions, KBB retailers should also be open to creating new roles that reflect how the market is evolving. 

For example, we would highly recommend independent KBB retailers employ a digital marketing specialist if they haven’t done so already. This role will be pivotal for futureproofing and attracting new customers. One key challenge for 2026 will be the rising cost of pay-per-click (PPC) advertising, as more SMEs compete for the same search terms, which is driving up digital marketing expenses. 

While attracting the right talent is important, developing existing teams is equally vital. Training remains one of the most underutilised growth tools in the KBB sector. 

Well-trained teams deliver better customer experiences, operate more efficiently and consistently outperform less-supported counter–parts. In a market where customers are increasingly discerning, strong product knowledge, confident communication and consultative selling skills are becoming even more essential.

By combining experienced hires, apprenticeships and newly created roles aligned to future needs, independent KBB retailers can use recruitment as a proactive growth strategy. Those willing to adapt their structures and invest in the right people will be best placed to navigate ongoing uncertainty and emerge stronger as the market evolves.