So, here we are in the middle of the first UK recession in over 15 years. A whole generation have never experienced tough times and, sadly, many established businesses seem to have forgotten all the lessons of the past.

It used to be that independent dealers positioned themselves at the breakpoint of technology, a place where the price and profit was at a maximum, where that very profit helped differentiate and sustain their businesses and where suppliers were chosen for profit and relationship rather than revenue and fashion.

It used to be that dealer principles were involved in the business from day to day, and they directed and dictated the standards (the things you won’t do as a business, not the things that you say you might do). But now those standards are changing.

When did ranging mass-produced commodity products become specialism? When did the salesman on the floor dictate the stocking policy of the business?

When did an easy, non-profit, order-taking exercise become selling? When did pride in appearance become casual?

When did the art and craft of demonstration simply become the slavish following of third party internet or buyers guide endorsements?

When did independents lose the faith of the consumer - was it when they stopped making decisions about the standards for their businesses?

A successful independent retailer is a beautiful thing that works in partnership with its suppliers, enhancing the life of its customers and providing sustainability and security to its employees.

The successful independent understands that to survive and flourish it has to make clear decisions about what it will and won’t do.

It makes these decisions not out of fear of losing but out of confidence that what it offers is attractive to its target customer. It understands that selling higher value, highly profitable products takes more time, effort and skill.

The paradox is whether independents want to strive to be the best in class or best in price. For the latter, the real question is where does it all end?

Where does the pursuit of high volume, mass production and low differentiation meet sustainable growth for our industry?

Kevin Kelly, managing director, Loewe UK