Chris Primett on investment, innovation and their part in the future of the garden centre sector.
As keen observers of the garden centre retail landscape, the Malcolm Scott team are often asked for their take on the mood of the sector, and it’s fair to say that due to pressures such as the pandemic, energy price hikes, the escalating cost of living and concerns over global instability, NI and minimum wage increases and the ending of business rates relief that mood has been fairly volatile over the past five years.
While these concerns, often combined with a lack of family succession, have seen some owners sell up, others have tackled the challenges head-on, investing in and expanding their centres to set them apart from the competition.
There is no one-size-fits-all approach. Some owners need to build up cash reserves and confidence before they invest in major improvements to their sites, while others have more than confidence, they have the courage to follow their vision.
One of our clients invested in the major site development of a plant centre and has created an incredibly successful garden centre, reporting a 26% increase in footfall within 12 months of opening. With retail sales up by over 15% and catering sales having increased by over 50%, the centre has reported a 123% increase in turnover over a four-year period, even allowing for the impact of the pandemic and financial factors that have plagued the sector. In other words, their courage has been rewarded and their investment has paid off!
A splendid example of a visionary centre is Wentworth Garden Centre near Barnsley. With two restaurants, wonderful display gardens, a children’s farm park and a walled garden, the sky is the limit for the team, who are always brainstorming innovative new ways to develop the site to enhance its customer experience further.
All that said, when looking at the development of garden centres, it is essential to begin with a clear financial case. Wearing my former accountant’s hat, I cannot stress enough the importance of considering development costs, profit projections, and payback times. In the early years, garden centres grew from very modest beginnings: old greenhouses, gravel car parks, and lean operating models. The low-cost base was one of the reasons they were so often successful.
However, when more corporate investors entered the market, the expectations began to shift. Many assumed garden centres could deliver quick returns, often within a five-year timeframe. In reality, this is rarely the case. The nature of the business is long-term; success comes from patient investment, gradual growth, and a willingness to reinvest. Most of my clients who flourished understood this and approached the business as a long-haul commitment rather than a quick-turnaround opportunity.
What I have always admired about garden centre owners is their spirit of innovation and experimentation. They are constantly asking, “What do we need to do to keep customers coming back?” In an era where online retailers dominate through convenience and, allegedly, competitive pricing, physical spaces must deliver something different. And garden centres do this exceptionally well.
They provide more than just products; they offer experiences. Customers come not only to buy plants but also to enjoy a coffee or lunch, browse unique food ranges, try on a scarf, or take part in seasonal activities. This experiential approach sets garden centres apart from traditional high street retailers like Smiths, Boots, or Claire’s, many of which fell into the trap of offering the same stale experience year after year. Garden centres, on the other hand, evolved into destinations where people can relax, learn, and enjoy themselves.
Take Bents Garden Centre, where we have secured planning permission for a School of Horticulture, a Cookery School, and an Apothecary Garden in recent years. We are now working on developing an ambitious Christmas Light Trail with Matthew and his team.
Elsewhere, I am involved in a project to build a climbing wall on the exterior of a six-metre building at a garden centre. Inside, we are exploring the idea of a leisure hall with facilities for badminton, volleyball, basketball, archery, and more. These are not pipe dreams—they are tangible examples of how garden centres can transform into vibrant, multi-purpose community hubs.
Of course, no discussion of development is complete without addressing planning permission. Too often it is seen as a barrier. But in my experience a well-prepared case, with clear rationale and realistic goals, usually gains approval. The key is to understand both the needs of the business and the council’s perspective, then present a strong argument for growth.
Take Fron Goch, for example, where the planning committee overruled their own officers, who had recommended refusing plans for development, stating that the garden centre “had had enough” development. The committee recognised the value the centre brought to the community and supported its continued expansion.
The lesson here is clear: planning permission should not deter ambition. With persistence, clarity, and the right approach, owners can secure the permissions needed to grow sustainably.
The future of garden centres lies in creativity, patience, and an unwavering focus on the customer experience. They are no longer just places to buy plants—they are destinations where people come to spend time, learn new skills, and enjoy themselves, and consultants like ourselves can help an independent family owners, not just by working together to prepare development plans and submit proposals to local authorities, but by listening, acting as a sounding board, sharing ideas from other sectors and even supporting owners in their pursuit of an idea.
Unlike many retailers who have stagnated, garden centres have thrived because they adapt, innovate, and share knowledge across the industry which bodies such as the HTA and GCA are so good at promoting. That spirit of reinvention will continue to be the foundation of their success and it’s something I will never get bored of watching come to fruition.
