SUPPLIER PROFILE | VitrA
VITAL STATISTICS VITRA
1958
Founded in 1958, VitrA is part of the Eczacibaşi Group, one of Turkey’s most prominent industrial group
6.7million
With a 6.7 million capacity, the brand has the biggest, single-site ceramic manufacturing plant in the world
75 countries
The company distributes to over 75 countries on five continents
2021
In 2021 VitrA opened its flagship showroom in Clerkenwell, London – a creative hub for architects, retailers and designers
Aerial view of VitrA’s vast manufacturing facilities in Bozüyük, Turkey
moment for the industry – it has caused problems. It absolutely was the catalyst for the race to the bottom, but it’s done that cycle because, being successful in the e-commerce space takes investment. Just look at what happened to Victoria Plum. “It’s a different space now and it’s a space we [VitrA] can develop in – but not at the expense of retailers. Because what the showroom retailers offer is still that irreplaceable expertise and trusted opinion, the experience that allows consumers to visualise and touch the products.”
E-commerce Considering e-commerce is a channel of opportunity that VitrA is pursuing, is an omni-channel approach something Breen feels strongly that independents should take?
VitrA’s new M-Line range, consisting of two furniture styles: Edge and Pure
VitrA belongs in the market and, ultimately, what independents need from us to ensure they’re successful. We’re committed to helping independent bathroom showrooms thrive.”
He adds: “From those discussions we’ve learnt that we have a fantastic brand, quality products and a great sales team. But we also learnt that we have been difficult at times to deal with in terms of supply. Some of our lead times and availability haven’t been good enough.
Back-to-basics “There’s so much more for us to go at in retail. And it’s all about getting the basics right. What do retailers actually need from their suppliers? They need great service, and great product, and the Vitality Partner Programme is designed to do all of that. And we’re putting a stock promise in place because we know that has been a real pain point in the past.” As well as this commitment to better supporting its independent retailers, Breen’s strategy for growth
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also involves developing the brand in other channels. This, he explains includes increasing its presence in the contract market and the DIY sector. A big part of the channel development also includes branching out into e-commerce. Considering the word ‘e-commerce’ is enough to make any independent retailer wince I’m keen to understand how Breen and the VitrA UK team are planning to manage the two channels simultaneously? “We’ve been available online before but not by intention,” Breen says. “So, this time, we’re engaging with pure players or online through DIY brands where we already exist in their stores. We’re offering a limited range and some specific online-only products and that’s the key – we’re protecting the retail channel. “We have to learn how all of these channels can coexist and not be in conflict and we have made a lot of progress there. We won’t sell the same products online that we sell through our retail programme. “E-commerce has always been that kind of ‘gasp’
“I’m not convinced that retailers need to be transactional online, but they absolutely all need a strong online presence,” he says. “That’s where suppliers come in – we have a responsibility to provide digital content that allows them to create a strong online window. By that I don’t just mean lifestyle images, I mean interactive media that really shows the consumer the products inside and out. We’re on that journey and we have an e-commerce team in place to support retailers.” There’s no denying that the market is tough at the moment, but it’s comforting to hear about brands like VitrA UK that are investing in retailers despite the uncertainty.
Does Breen have any words of wisdom for independents finding the challenging climate particularly tough? “Independent retailers have a unique proposition and their success in what they do can be such an interesting lesson for all companies,” Breen concludes. “Their ability to identify unique selling propositions and maintain a resilient foundation are traits that larger companies should integrate into their strategies. The emphasis on focus, simplicity, and customer-centricity are guiding principles for all of us. “So, as the market remains challenging in 2024, these are the areas where retailers should concentrate. Keep doing what you’re doing and see if there’s way to do it even better.”
• March 2024
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