Widthwise 2025


Pinched pennies and tightened belts


The rising cost of living has affected businesses in different but equally serious ways. Material costs, wages, and National Insurance are all increasing. We spoke to three business owners about the issue to get their opinions on the topic.


T


he cost-of-living crisis has brought about a mindset shiſt across the business. Day- to-day, we’re more focused than ever on operational efficiency –


scrutinising costs, maximising value from every process, and ensuring we’re not just reacting to economic pressures, but proactively adapting. We’ve reassessed everything from


energy consumption to procurement strategies to reduce overheads without compromising quality. More importantly, it’s reshaped how we support our staff. Financial pressures rising at home, workplace flexibility, mental health support, and fair pay aren’t just nice to have – they’re essential. We’ve leaned into a more human, empathetic approach to leadership because we recognise that resilience starts with people, not processes. For us, we’re busier than we’ve ever


been. All departments are performing well, and demand across services remains strong. While it’s true that client budgets are under more pressure, they’re still investing in what matters – quality, creativity, and sustainability. Te real difference is that value has


become even more important. Clients are scrutinising ROI more carefully, and our ability to offer tailored, flexible solutions across a wide range of services has kept us in a strong position. We’re not just a printer – we’re a problem-solving partner. Tat breadth and adaptability have given us resilience in a volatile market and are what keep us strong. Customer expectations have shiſted in


supported at every stage. Innovation and resourcefulness are


at the forefront. We’re seeing more businesses embrace circular economy principles – choosing materials that are recyclable, reusable, or serve multiple functions. Tere’s also a clear trend toward technology-driven efficiency: automation, digital workflows, and faster prototyping are all helping reduce time and waste. We are assessing internal errors and trying to learn from them so we can be more profitable and efficient. Collaboration is another big one. We’re


Nathan Swinson-Bullough Managing director, ImageCo


very clear ways. Price sensitivity is up, but expectations around quality and service haven’t dropped. If anything, they’ve increased. Clients are looking for smarter, leaner solutions – smaller batch sizes, multipurpose design, and materials that offer durability and long-term value. A lot of our work is budget-driven. Tere’s also a greater demand for


transparency. Customers want to know what they’re paying for, why it costs what it does, and how it impacts the environment. Our strength lies in being open and collaborative; bringing clients into the process, helping them make informed decisions, and ensuring they feel


16 | Widthwise 2025 | www.imagereportsmag.co.uk


working more closely with suppliers and clients alike to find shared efficiencies, whether through bulk buying, joint logistics planning, or repurposing off-cuts. Local sourcing is also on the rise – not just for sustainability, but to avoid the volatility and cost of long supply chains. Tese aren’t short-term fixes – they’re becoming the new standard. We’re cautiously optimistic. Inflation


seems to be stabilising, and many businesses have found ways to adapt and remain agile. What we expect is a slow but steady return of confidence, particularly from companies that have leaned into innovation, sustainability, and strong partnerships. Tat said, we don’t expect a full return


to the old ‘normal’. Te demand for value, transparency, and sustainable thinking will continue to grow. Te businesses that will thrive are those that understand being adaptable isn’t a one-off response; it’s an ongoing mindset. For us, that means staying focused on doing what we do best: solving problems, supporting people, and innovating sustainably.


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