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That personal approach is more than just marketing, it’s built into how they want to do business. “We really try to play on the fact that we’re local, that we’re a family business. And people do value that. We had one couple who were looking at Harvey Jones and us, and they said, ‘We’d rather stick with local.’” It’s a far cry from the corporate background both he and Amanda came from. “That’s


what’s been such a shift,” he admits. “In corporate roles, you’re not dealing with people in such a personal way. Here, you’re in their homes. You’re dealing with emotions, with people’s expectations and their relationships.”


Brand clarity He jokes, “Sometimes I feel like a marriage counsellor! The arguments


we’ve seen in the showroom make me feel better about my own!” He continues, “I don’t think I appreciated just how emotional kitchens


are. It’s a massive investment, and for a lot of people the kitchen is the heart of the home. There’s a lot riding on getting it right.” That emotional intelligence – knowing how to adapt to different


couples, knowing when to guide and when to step back – is a skill that takes time to learn. “Some people come in with a very clear idea, others need walking through every step. You have to read the room.” And it’s not just about customers. Working with suppliers has also been a steep learning curve. “Amanda handles most of that, she’s done buying in her corporate career, so she’s great with suppliers. She’s much better at handling awkward conversations. I hate awkwardness!” Still, it hasn’t all been smooth sailing. “Some suppliers have been


fantastic and others have been tough. Which is frustrating, because you’d think it would be easier but it’s been difficult to get pricing or responses from some of them, so much so that we’re kind of thinking ‘should we even bother?’” Another lesson has been about flexibility and knowing when to abandon a plan that’s


not working. “When we first opened, we wanted to make sure we weren’t alienating people with smaller budgets or more modern tastes, so we put in a modern kitchen display. That was my decision, and Amanda wasn’t convinced and it turns out she was right. “We’ve sold a couple, but we’ve struggled to be competitive on price with those, and


it’s not really our market. We realised it actually diluted our brand a bit. We’re all about handmade, bespoke, solid timber. Having something in the showroom that didn’t match that message just confused things. “So we’re taking it out. We’re replacing it with a new display that


shows off what we’re best at – handmade bespoke furniture. It feels more ‘us’. We could still source modern kitchens if people want them, but we’re not going to show them anymore.” That decision is about brand clarity as much as customer


preference. “No one’s called us out on it, but for us, it’s about being consistent. If we say everything is handmade and solid timber, and then we’ve got a modern kitchen on display, that doesn’t line up. So it’s about staying true to who we are.” In the meantime, they’re continuing to engage with their local


community in creative ways. “We’ve got loads of events coming up. We’ve got a demo coming up with a local butcher, and we’re working on a gin tasting evening with a Warwickshire distillery.” These events aren’t just fun, they’re smart marketing.


“They bring people in. Even if it’s just 10 local people, that’s 10 conversations we wouldn’t otherwise have. Maybe one of them needs a kitchen, or maybe they tell someone who does. And some local food companies have used our showroom for photo shoots too, we haven’t charged them, it’s just about exposure.” As they look ahead, there’s a clear sense of pride and realism. “We’ve learned a lot. We’ve made a few missteps on the way. But we’re learning as we go, and we’re feeling more confident about who we are and what we want this business to be.”


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Salad days


Events at The Leamington Kitchen Company, including this salad making class held in April, have become a key part of the marketing strategy.


May 2025


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