COLUMN: AMY’S HOUSEWARES: MICHAEL CAIN, MANAGING DIRECTOR


February/March 2026 housewareslive.net


Tinsel hangovers and tight margins


By Michael Cain, Managing Director of Amy’s Housewares T


o say that 2025 was a difficult year would be an understatement. It was one of the most challenging years we have had since Dominique, and I took over Amy’s and the twelve years that I’ve worked for the


company. The cost-of-living crisis combined with raising taxes meant that for most small businesses (including mine) overheads were increasing while sales were declining. December was disappointing for us with both Christmas and overall store sales down on the previous year. Things would have to be better in 2026.


January January began with a sense of cautious optimism – you have to believe


things will improve, otherwise why do the job? The first task was shifting the stores from Christmas into garden. With a large amount of space previously dedicated to seasonal stock, we remerchandised the shop floor, counted remaining Christmas items and packed them away until October. While many retailers opt for a January sale, we hold ours in March, when customers are more likely to have disposable income and trading conditions have (hopefully) improved. January also marks the start of trade show season, beginning for us with the Harrogate Christmas & Gift Fair. Over three days, we planned our orders for Christmas 2026. Despite attending for several years, it still feels strange diving straight back into festive buying just weeks after packing it all away. This year, we approached purchasing more cautiously, reducing order volumes due to leftover stock and ongoing trading uncertainty. Many suppliers were understanding, with some lowering prices, case sizes and minimum orders – a welcome move for smaller retailers. However, a few increased their thresholds, forcing us to reconsider or switch suppliers. Additional supplier visits throughout the month meant we completed


around 90% of our Christmas buying. The remaining task – inputting product codes, pricing and details into the EPOS system – often proves more time- consuming than the buying itself. Alongside this, we continued ordering core stock and promotions, largely managed through EPOS and email. January to March also brings a wave of holiday requests, as time off


is restricted during peak trading in November and December. With quieter footfall, we run leaner staffing levels, though this often results in longer weeks for management.


Despite expectations of a post-Christmas slowdown, January proved


particularly quiet this year. Combined with poor weather, trading conditions mirrored the end of the previous year – leaving us hoping February might bring a lift.


February February began with a visit to the Spring Fair at the NEC in Birmingham,


where Dominique and I spent three packed days exploring new products and trends. Alongside the main show, we visited supplier showcases at the Holiday Inn near the airport and made time to see key brands such as Pyrex. While we don’t stock everything on display, we make a point of reviewing all categories in case something new could work for us. Although we are primarily a housewares and cookware retailer, the show


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is an important opportunity to diversify. With trading conditions remaining tough, we’ve expanded into areas such as grooming, giftware and toys, and continue to seek out new opportunities. Typically, we gather quotes at the show, then review and place orders back in store, always with careful consideration of order sizes. Cash flow management remains one of our biggest challenges.


Later in the month, we attended the Index show in Solihull, which is more focused on our core kitchenware categories. February also brought financial pressures into focus. Following the


November 2025 budget, rising minimum wage and business rates mean our overheads are expected to increase by over £20,000 in 2026. With sales still subdued, this adds further strain as we plan ahead for a busy March.


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