RETAIL TALES: PAYLESS DIY
of the business. By the end of the day, they had developed the foundations for an entirely new retail concept. “We knew the business had to evolve if it was going to become a real DIY force in the UK,” says Spickernell. The team created the Payless DIY name, developed the “Home of Building Materials” strapline and even designed the now-familiar house logo. Spickernell, who was responsible for designing and planning new stores, was tasked with converting the Ramsgate Marley Homecare branch into the first Payless DIY store. The transformation proved an immediate success. “Ramsgate took off almost overnight,” he says. “Within a short time four more trial stores followed.”
By the late 1980s, Payless DIY had become one of the largest players in the UK market.
Finding the right formula Spickernell’s own route into DIY retail was unconventional. Before joining Marley, he worked for the UK Atomic Energy Authority at Harwell, dealing with effluent from nuclear reactors. “There’s not much connection
there,” he laughs. “I left because the pay wasn’t good and I wanted to support my wife after we got married.”
What he did discover, however, was a natural ability for retail operations, store design and team organisation.
“I enjoyed DIY, I was practical
and organised, and once I managed the first Marley Homecare store in Exeter, I realised I had a skill for designing stores and managing projects.”
That operational focus became one of Payless DIY’s defining strengths. As the chain expanded beyond 100 stores nationwide, flexibility became critical. Unlike some competitors, Payless DIY adapted store formats and product ranges depending on local opportunities and available space.
“Finding the right size unit wasn’t
easy,” says Spickernell. “Sometimes we had to compromise and operate smaller stores with adjusted ranges, but flexibility was one of our strengths.”
This adaptability helped Payless DIY
generate exceptionally high sales densities and strong profitability. “Our net profit was probably the highest in the industry,” he says.
Understanding the customer Spickernell believes one of the most
26 DIY WEEK MAY 2026
Top: the first Marley shop in Southampton
Above: Marley Homecare superstore, Maidstone
Right: Payless DIY in Camberley, one of the best stores ever opened and the first to make £1m in a year Bottom left: Mansfield Payless store Bottom right: Payless Bexhill store team photo -1988
important retail shifts during the 1980s was the growing influence of female shoppers within DIY retail. “The wife or partner often knew exactly what was wanted and influenced purchasing decisions,” he says. “Research showed that if she didn’t agree, it didn’t happen.” That insight shaped product categories, merchandising and store presentation, particularly within decorating. Paint, wallpaper and decorating accessories became major growth drivers, alongside gardening. “Gardening could be hugely
profitable,” Spickernell explains. “Some years the profits from gardening exceeded paint and decorating.”
Seasonality became increasingly important too, with gardening sales peaking between spring and late summer. Even at the height of expansion, however, Spickernell insists the business never lost sight of the basics.
“The biggest service you can
provide is having what your customer needs in stock at the right price.” He remains critical of poor
product knowledge within retail today.
“In many stores now, staff simply don’t know enough about the products they sell,” he says. “That’s poor retailing.”
“I enjoyed DIY, I was practical and organised, and once I managed the first Marley Homecare store in Exeter, I realised I had a skill for designing stores and managing projects.” – Doug Spickernell
Retail is detail Internally, Payless DIY operated with a highly disciplined management structure. The board included several senior figures who had risen through store operations themselves, giving leadership teams practical retail understanding rather than purely financial oversight. “Ted Lansdowne was a visionary,” says Spickernell. “But several of us had all come from the shop floor.”
The management team regularly
reviewed every store’s individual profit and loss performance line by line. “We lived by the old saying:
retail is detail.” Supplier relationships were another area where the company built a strong reputation. “I often heard we were regarded
as the gentlemen of the industry,” he says. “Our word was our bond.” Unlike some competitors, Payless DIY did not rely heavily on buying groups, instead focusing on direct supplier relationships and disciplined range management. Certain product categories carried annual rebate targets, requiring close monitoring of sales and stock throughout the year. “We had to watch those figures almost weekly to ensure targets were met.”
The DIY wars of the 1980s The 1980s saw intense competition across UK DIY retail. Chains including B&Q, Texas, Do It All, Focus and FADS were all battling aggressively for market share through advertising, pricing and store expansion. “Television and radio advertising became much more
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