September 2026 ertonline.co.uk


Much of the market is replacement-led, but Mr Pickering sees opportunity at the premium end, particularly around planned kitchen projects where the purchase is more considered. “The customer may be looking to build their


dream kitchen,” he says. “For that reason, it is a market that remains full of opportunity.” Mr Pickering believes the premium segment


can grow as a proportion of the wider appliance market, provided brands continue to justify the extra spend. “We believe the premium appliance segment has attractive growth prospects,” he says. “But it has to be partnered with delivery of that promise.”


Margin matters


When Mr Pickering talks about what retailers want from manufacturers, he returns to confidence, consistency and a long-term view. Many of Miele’s relationships with retailers stretch back decades, and he says both sides need to be able to make money from the partnership. “There needs to be value for everybody within the chain,” he says. That same gross margin is what allows


retailers to invest in knowledgeable staff, strong showrooms, demonstrations, delivery and aftersales support. Mr Pickering states that margin cannot be viewed as something only retailers need. Manufacturers require a sustainable return too, otherwise investment in product development, service, training, marketing and infrastructure becomes much harder to maintain. That, Mr Pickering argues, is one of the advantages of a premium proposition. The


conversation does not have to revolve solely around the lowest possible price; there is room to create value for the retailer, manufacturer and customer. “Our name is on the product, but the retailer’s name is over their door,” he says. “They are delivering part of that promise to the customer as well.” Training is a big part of helping retailers deliver it.


“The other thing we hear from retailers is that


they really value our investment in training,” Mr Pickering says. “Fundamentally, to many end customers, appliances are just boxes until someone explains what makes them different.” “We call it advocacy,” he says. “The ability of


our retail partners to talk confidently about Miele is incredibly important.”


The same thinking sits behind the company’s Experience Centres. Miele has eight in the UK, including three in London, with others in locations including Bluewater, Cambridge and Solihull. Wigmore Street opened in April 2025. As more manufacturers develop direct-to- consumer operations, brand-owned stores and websites can be a sensitive subject for independents. Mr Pickering does not shy away from the fact that Miele will make some direct sales, but says that is not the purpose of the centres.


“Fundamentally, the Experience Centres are an investment in the brand,” he explains. “They are there to set a standard of excellence in service, display, advice and product delivery.” Miele’s research suggests customers may have five or six different touchpoints before making a purchase. They may research online, visit a retailer, ask friends and family, look at social media and spend time in an Experience Centre before deciding what to buy. “A significant proportion of the business generated here will ultimately be generated with our partners,” Mr Pickering says. He sees direct and retail channels as capable of co-existing, particularly because he believes the premium market itself has room to grow. “If you look at the top 10 or 20 per cent of the market, there is a huge opportunity to grow that rather than steal each other’s business,” he says. “Yes, there will be some direct business


through our Experience Centres or web shop, but fundamentally we want to work in partnership with our retail partners because there is so much to go for.” >>


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