There are few 90 year olds who can claim the same level of health and fitness as in their youth. But that’s exactly what the Mira Showers business has achieved.
For the past decade it has been owned by American bathroom giant Kohler; which has not only provided the business global leveraging but offered the security of a long-term view. Managing director of Mira Showers, Dave Hill comments: “We are still a British firm but one of the biggest advantages of being owned by Kohler is that it does take a very long-term view of markets and developments. Kohler will generally have a 50-year view about where they want to go.
lf you look at the history of Kohler; it’s been a phenomenal success story with double digit annual growth for the past 20 years. There’re not many organisations which can boast that.” However he openly admits: “lt has taken us about 10 years to feel fully integrated. But we are getting to the stage now, where we are starting to see some of the benelits.” It is now using the experience of the American parent company to leverage group strengths, invest in production, and draw on its experience of design for consumers.
Starting in States
This American connection has actually seen the company come full circle. For while many may remember Mira Showers being one of the four brands of Caradon Plumbing Solutions, (which also incorporated Twyford Bathrooms, Stelrad and Ideal Boilers), it actually started life in 1921 as Walker Crosweller & Co. It was an agency for US water and oil flow measuring meters and in 1936 took distributorship of Leonard thermostatic mixing valves from the States. ln fact, it wasn’t until 1978 that Mira manufactured its first branded electric shower: Dave Hill comments: “And then, from that, has been a whole range of firsts in terms of development of thermostatic technology and then, obviously, more recently digital technologies.”
Making tech tantalising
Now, with the backing of Kohlen; Mira Showers is using its technical innovations, together with its parent company’s focus on design, to become a consumer brand. Dave Hill says: “|f you look at the history of the business, we have generally led the market from a technology perspective; in terms of the first thermostatic electric shower; getting superb performance out of lower pressure showers and greater temperature stability. I think one of the slight differences going forward is that we recognise, from a Mira perspective, we have been an installer brand and increasingly the consumer is becoming influential in the purchasing decision. So one of the things we are actually putting in place is a long-term, consumer brand building campaign.” With an investment of around 4.5% of its sales in R&D, Mira is ensuring technology is backed up by design research into what influences a consumer to purchase. Dave continues: “You’ll see, certainly over the next 18-24 months, our new product launches won’t be the traditional ‘white box on the walll “It’s no secret that we’ve got products being launched in Q4 of this year and they will be subtlely different from anything that Mira’s done in the past. There’s a lot more thought gone into the quality of the design and I think – over time (as it won’t be a big bang but an evolution) – that we will develop the Mira Showers’ offering.”
True plumbing roots
But how is Mira Showers planning to balance the demands of the fashion-led consumer without alienating its plumbers. “That’s the challenge” admits Dave. “I think Mira loses its association with installers at its peril”. But he believes the same concentration on design will beneht installers too. “lt’s about making sure the products are easy to fit for the installers and, once they are, you have an excellent after-sales service so it really is ‘fit and forget’. For me, it will be about leading edge design but supporting that will be levels of innovation from a showering perspective.”
Growing tray sales
While the company’s name suggests shower models, this focus on design will be across its products including enclosures and trays. And it is an area that the company plans further investment. Dave comments: “We’re seeing a lot of growth around trays and enclosures. The business is just growing like a train. We’re up 20% this year on shower trays and we’re now supplying to Kohler globally. It really is a fantastic good news story.” In fact, with the Hnancial support of Kohlen Mira Showers is even investing in a new factory. “A £6million site is being built ll miles from the existing site because we wanted to retain the skills and capabilities ofindividuals there,” adds Dave.
Secret of success
In fact he cites much ofthe company’s 90-year success to the people in the business. “At a long- service lunch presentation l said “If you think about it, in terms of suppliers, there is no supplier that somebody can’t share. There are no materials we use that somebody else can’t use. There aren’t any processes we use that are unique to us. The only thing that is unique are the individuals we have within it.”
When he starts talking about a mix of young blood and enthusiasm coming into the business, combined with experience, knowledge and skill it presents an easy comparison — like a football team, then? “That’s a great analogy’, says Dave. But out of its 90-year history, what have been the stand-out points? “For me, the acquisition by Kohler was a significant event in the history of the business and the one that sets it up for the longer-term.”
Changes to landscape
Certainly the bathroom industry is fast-moving, so what is Dave’s longer-term view? He cites a move towards a growth in global competitors and customers, alongside an increased role of the internet and social media. “The one thing that strikes me is that inevitably our competitors today will not be our competitors in 10 or 15 years’ time. lf you look at some of the smaller, independent shower or showering manufacturers, over time they will be acquired or extinguished. I’m sure our competitors will be big global organisations. I think our customers are going to become bigger and more global too, with a consequence they will become more demanding from a price perspective, from a logistics perspective, from a delivery perspective and from an after – sales perspective.”
He adds: “I think you need that global scale and infrastructure to survive in the long-term. We are comfortable and happy to be part of Kohler because we’ve got the backing behind us. One of the things we do recognise is that the market is increasingly more cost competitive, so we continually review our strategy and we try and get the right balance between sourcing globally and retaining our UK manufacturing flexibility.”
And of course the route to market has changed too, with consumers now purchasing on the internet. Although Kohler has a restricted policy on the internet for its Daryl and Kohler brands, due to a small market share, Mira with its large market share is unable to follow suit. Howeven Dave says: “Where will the internet go? l don’t know the answer but it isn’t purely internet shopping, it’s about research too. We are looking at it with both eyes and we are spending alot more time on Twitter, YouTube and Facebook.
Around 20% of our marketing department is focused on managing that communication” While the scale, pace and way of doing business may change, Dave Hill is adamant the remit of Mira Showers will remain the same: “It really is about continually pushing the development and being first to market with product which is well-executed”.