Maplin chief executive John Cleland speaks to Retail Week about his life working in retail.
How have you approached making changes since being appointed?
Change is difficult and needs to be carefully executed.
Last year was low hanging fruit, there will be big fundamental change this year. Relaying the entire estate is a big job and it’s a risk without being reckless.
What is your strategy?
There are two horizons for the business. The first, in 2015, involves addressing criticism that our shops are hard to navigate and availability is not where is should be, as well as building on our great service and product range.
The second is 2020 when we’ve built a fully omnichannel business.
How will you spend the £20m raised last year?
The money that we have secured will be cash in the business as we have no debt. The owners are not taking any cash out. All of that money will be going into the relaying of the estate and the range change, opening 30 stores a year for the next three years, and opening travel stores.
What is it like to be back working again with John Lovering as at Somerfield?
He is brilliant, he is a great chairman who understands retail.
What is the likelihood of a sale of the business?
Our owners are long term, not short term. They have owned Maplin for eight years and are committed to sell it when the time is right for them, but not any time soon.
Do you have any plans to take Maplin international?
There is a relevance for our product range in other countries, but our first priority is the UK and there are no plans.
Do you believe business rates should be frozen?
There is a balance between business rates and rent.
The reality is that neither is at an appropriate level for where the UK retail economy is as it has been for the past five years. There’s no justification for an increase in business rates and there is no justification for increase in rent.
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