In a Q&A conducted by Adam Bloom from Top to Toe EPOS, Matt Sweeting, managing director of Bedfordshire’s largest independent clothing retailer, Claytons, explores some of the challenges that independent retailers face in the current market.
What’s been the toughest moment in the last 12 months where you genuinely questioned how independents survive right now?
The endless speculation around the Budget was probably the toughest period. Customers didn’t know what was coming next, and that uncertainty really knocked confidence. The mild weather in November didn’t help either.
If you had to sum up trading conditions for independents in one honest sentence, what would it be?
Costs are up across the board, customers are more cautious, and margins have never felt under more pressure — so every decision really matters.
Where are multichannel giants putting the most pressure on your business — price, convenience, returns, or customer expectations? And why?
Discounting is a constant challenge — we regularly see customers checking online prices from the big players while shopping in-store. Larger retailers have also normalised next-day delivery and free returns, and those expectations spill over to independents who simply don’t have the same scale to absorb the cost.
How have returns changed for you in the last couple of years, and what’s been the biggest hidden cost of that?
Our return rate has remained fairly consistent, largely because we spend time helping customers make the right decisions on size and fit before they buy. Being available on the phone and in-store makes a real difference.
What’s one cost or margin pressure that customers don’t see, but retailers feel every day?
Staffing. Wages, training, and covering holidays and absences have all become more expensive, but great customer service depends on experienced people — and that cost is largely invisible to customers.
How independents respond in practice
Where do you consciously refuse to compete on price — and how do you justify that to customers?
I won’t chase heavy discounting on premium brands. Instead, I focus on value — quality, fit, longevity, and proper service. When that’s explained honestly, most customers understand and respond positively.
What do you do that large multichannel players simply can’t replicate at scale?
Consistently excellent service. Knowing our products inside out, understanding our customers, and creating an experience where people feel really looked after. That level of personal care and trust is very hard to replicate at scale.
What’s one operational change you’ve made that materially improved performance — and how did better visibility help drive that change?
Better stock visibility. Clear reporting on sell-through and ageing stock has helped me react earlier, protect margin, and improve cashflow.
What stock or trading decision do you now make based on data rather than gut feel — and what changed as a result?
Depth of buy. I now let data lead on where to focus, where to go deeper, and where to stay cautious, which has reduced over-buying.
Where do you see independents quietly leaking profit — and what’s helped you avoid that?
Holding onto underperforming stock for too long. Regular reviews and making earlier decisions have helped stop margin quietly draining away.
Looking ahead
What’s one thing you’d tell another independent retailer to stop or start doing immediately?
Stop relying on instinct alone. Experience is vital, but it needs to be backed up by data and regular review.
What gives you confidence that well-run independents can still win against the giants?
Personal touch, trust, and continually building relationships. Independents can move faster, curate better, and build genuine loyalty — and that still really matters.
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