THE ERT INTERVIEW JOHN PICKERING, MANAGING DIRECTOR MIELE GB, IRELAND AND SOUTH AFRICA
Technology with a purpose The same emphasis on usefulness runs through Miele’s approach to technology.
Mr Pickering is wary of innovation that exists simply because it can.
“The question is how you make sure technology benefits the customer,” he says. “At Miele, we fundamentally start with a customer problem rather than a technology that we think should have value.”
AutoDos and PowerDisk are examples he 14
returns to. By dispensing the right amount of detergent automatically, the systems are designed to improve results while reducing waste caused by overdosing. “We know from our own analysis that many consumers use too much detergent.” he says. “These machines are designed to use exactly the right amount.” Miele has taken a similar approach with its connected cookware and KM 8000 hobs, which are designed to manage temperatures and help stop food burning or pans boiling over. “It uses technology in a very intuitive way to solve a customer problem,” Mr Pickering says. AI is becoming part of that discussion too, although he is cautious about the way the term is sometimes used. “There is an expectation that
if something
doesn’t have AI, it is naturally inferior,” he says. “The challenge for manufacturers is to identify where it is most valuable and where the customer will actually notice an improved result.” Miele’s Food ID technology uses a camera inside the oven to recognise food and suggest a suitable cooking programme. He also sees potential for AI in service and diagnostics, where connected appliances could help customer service teams identify faults more quickly. Data security has to come with it.
“We can use AI as an adaptive technology, but it has to be done with the express permission of the customers we work with,” he says. Sustainability is broadening too. Repairability,
refurbishment and the circular economy are becoming bigger parts of the conversation, although Mr Pickering says these are areas Miele has worked in for years. “The conversation has definitely broadened
to include service, repairability, refurbishment and the circular economy,” he says. Where possible, returned products are
checked, repaired or updated and put back into use with an appropriate warranty. The company has also made changes to its supply chain, reducing road miles while improving service levels.
A new chapter in the UK One of Miele’s biggest changes is happening behind the scenes. After more than 40 years in Abingdon, the company is preparing to relocate its domestic office to Reading and change the way its logistics and warehousing operations are handled from early 2027.
Mr Pickering says the decision is tied directly to Miele’s ambitions for the UK. “We have incredibly exciting and ambitious
growth plans to significantly grow this business,” he says. “What that means is that the setup we need for the future will be different from the one we have had for the past 40 years.” Reading was chosen for its transport links, access to London, public transport and its ability to attract future employees, while still being practical for as many current staff as possible.
Mr Pickering is conscious of what the move means for colleagues who have spent much of their working lives in Abingdon. “I do not want to underestimate the amount of change this represents for our highly valued employees, many of whom have been with us for decades,” he says. For retailers, he stresses that the transition is being planned to avoid disruption, with more detail on the logistics setup to follow later in the year.
That investment is also becoming more visible to consumers. Miele has increased its brand activity, including its HBO Max sponsorship, and Mr Pickering says retailers actively want the company to build awareness outside the showroom. “Our retail partners want us to invest in the brand,” he says. More partnerships are likely, although the
brand is selective about where Miele appears. The aim is to reach potential customers before they are actively shopping for an appliance, while making sure the setting feels right for the brand. “What you will continue to see from Miele,
despite the bumpy economic environment of the past three to five years, is continued investment,” he says. “When times are tough, there are often very few people in the outside lane.” The next stage is about turning that investment
into growth alongside Miele’s retail partners: a stronger brand, more consumers considering premium appliances and a commercial model that works for everyone involved. “We want to deliver successful growth together with our partners,” he says. “We all need success, and we all need to benefit from it.”
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