Aqualla | SUPPLIER PROFILE


Adamsez Espie bath in the Dundonald showroom


Aqualla MD


Steven Allaway in the Dundonald showroom


Allaway still remembers the day, December 17, 2011, when he sold the first Aqualla tap. Things have progressed rapidly for the Northern Ireland-based company, which has expanded its portfolio to include radiators, mirrors and accessories as well as brassware. It now employs 59 staff (two years ago it was 25) and now sells between 75,000 and 100,000 units a year from its 55,000sq ft of warehouse, showroom and office facilities over two sites in Belfast. Aqualla prides itself on a 99.6% fulfilment rate and a product failure rate of just 0.2%. Company turnover (including Adamsez since 2020) has risen steadily from £2.17 million in 2016 to £12.8m in 2021. Last year saw several record-breaking months, with November being its busiest month ever. Sales were up 30% on 2021 at £15.5m and the company is predicting 20% growth for 2023 (around £18m).


So how have they achieved that consistent growth? “It’s a combination of things,” says Allaway. “Our business


February 2023 ·


is made up from the independent retailers that we trade with and I think as retailers get to know us better, and we prove ourselves as a good supplier, they commit more to us. Where a retailer might start off selling one of our product categories, over time they give us opportunities in other areas. “I also think consumer demand is changing and people are prepared to invest more in their bathrooms as new colours and finishes come along.” Looking ahead, Allaway adds: “Part of our key focus for the next year is that the average product value goes up and that can’t be done unless you are giving something to the consumer that they are prepared to pay extra for. We have worked hard during 2022 to make sure that we are offering products retailers can sell to con - sumers that are good value, but at a slightly higher price point.”


Aqualla took over the Adamsez bath brand in 2020. What was the thinking behind that?


“For the Aqualla brand, we always


wanted to be seen as a specialist,” explains Allaway. “We didn’t want our portfolio to be too broad. We focus on bathroom brassware under the Aqualla brand and some ancillary products such as mirrors and heated towel rails. Acquiring the Adamsez brand gave us the opportunity to sell new categories without diluting our own portfolio.”


Sleeping giant


And it has panned out well for the company and Allaway feels it has a lot more potential: “Adamsez was always one of those brands with so much heritage. So far, two-and-a-half years after the acquisition of Adamsez, revenues have increased fourfold and the product portfolio has doubled. We still feel it is a sleeping giant and that there is so much more still to go.” Then,


only a year after buying


Adamsez, Aqualla itself was acquired by the Swedish-based FM Mattsson Mora Group. “It was a difficult decision,” confides


For us, it is about proving to retailers that not only does their business really matter to us, but that we can be a great supplier to them


Allaway. “We had total confidence that there was so much opportunity for our brands to grow, but we thought that our brands, our people and our future were more secure and that we would have more oppor tunities by partnering with the Matt sson Mora Group. We felt our values aligned and I’m delighted to say that almost two years on everything has turned out exactly the way we hoped, if not better. We are totally in charge of our own destiny with the support of the group.” Central to Aqualla’s strategy is “to be the best supplier to the independent sector of the bathroom industry throughout the UK and Ireland”.


I quiz Allaway on what it is they offer


their retailers? He tells me: “The things that we can do right to support retailers are: first of all, have products in stock; have a good quality product that is on-trend, sustainable and durable and at the right price. Our service and how we deal with customers is also very important – it’s about getting to know each other and each other’s needs. “Then there’s marketing. We need great literature, POS, displays, imagery and things that our customers can use to promote our products to their con - sumers.” Last year, Allaway tells me, Aqualla spent in excess of £300,000 on such materials.


But it doesn’t stop with the sale. Aqualla aims to support its retailers afterwards too. “If something does go wrong with a product,” says


„ 43


Aqualla Fuse Frame Round Mirror, Kyloe wall-mounted basin mixer in brushed brass and Adamsez Calabar


stone basin


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