Michael Clark, Managing Director of Amy’s Housewares, speaks to Will McGill about the challenges of keeping an independent retailer alive in London, from soaring costs to shifting consumer habits, and why community still matters on the high street.
East Finchley and Swiss Cottage may be only a few stops apart on the Northern Line, but each carries a character all its own. East Finchley, once a rural hamlet, grew into a bustling suburb when the railway arrived in the 19th century. Today its high street still feels village-like, watched over by the famous Art Deco archer statue that towers above the Underground station, forever poised with bow in hand. Swiss Cottage, meanwhile, owes its curious name to an 1804 tavern styled as a Swiss chalet, an eccentric landmark that christened the neighbourhood and lent it a touch of Alpine charm in the heart of North London.
It’s here, between these two contrasting corners of the capital, that Amy’s Housewares has made its home. With roots stretching back over 30 years, Amy’s has become a trusted local name – part treasure trove, part community hub – offering everything from stainless steel cookware to children’s toys, colourful kettles, and seasonal garden goods. Loved by loyal customers who prize its service and spirit, it remains a rare independent on the high street: adapting, evolving, and quietly holding its ground through decades of retail change.
What began as a wholesale business in the 1980s grew into a retail operation with as many as 20 stalls and shops across the capital. Today, under the leadership of Managing Director Michael Clark and his business partner Dominique, Amy’s operates from two locations, East Finchley and Swiss Cottage, where it continues to serve its local communities.
Taking over the reins
Mr Clark has lived and breathed retail since his teenage years. He started out part-time with Bejam (later Iceland) while studying for his A-levels, then joined Iceland’s management training programme rather than go to university. Over the following 14 years he rose through the ranks to Store Manager, where he was tasked with training new members of staff.
After stints at other retailers, including Pets at Home and Topps Tiles, and a period helping to run Subway franchises, he joined Amy’s Housewares. He began as an Assistant Manager at the Swiss Cottage branch, working his way up over 12 years. Around four years ago, Mr Clark and Dominique took over the business from long-time owner Geoffrey, who had run Amy’s into his 80s.
“Geoffrey was still sharp and active at 83, but his children weren’t interested in taking on Amy’s,” he recalls. “So we we came up with a plan to buy it off him. It was a dream opportunity.”
Ownership, however, soon brought challenges: “I’d been in retail management for years, but it’s different when you own the business. Suddenly, you’re not just responsible for your job, you’re responsible for 25 people’s jobs, their mortgages, their families.”
When the pair assumed control, Amy’s was already a smaller operation than in its heyday. At its peak in the late 1980s and early 1990s, the business ran around 20 outlets, but over-expansion and the 2008 credit crunch had forced consolidation. By the time Mr Clark took over, Amy’s was trading from three stores: East Finchley, Swiss Cottage, and Palmers Green. The intention was to expand again, with plans to open two additional stores this year. But then came a succession of blows that reshaped the company’s direction.
First were the financial pressures. Due to the government’s changes to business rates, employer national insurance, and the increase in minimum wage, costs went up by £80,000 a year across three small shops.
“Before we even think about making a profit, we had to find that money,” Mr Clark explains. Palmer’s Green, a store that had never made a profit but contributed to overall turnover, tipped into loss. “We hoped to close it and redeploy staff to new smaller-format shops, but the economy worsened, consumers cut back, and we lost our investor. We were hit three ways. In the end, we had to put expansion on hold and close our Palmer’s Green shop.”
The closure was painful. “We’d been there for 10 years. Customers emailed us begging not to close. Some messages were angry, others heartfelt. The Manager and her team had built a real community around that shop.”
That’s the thing about independent retail, it’s more than just a shop; they create a real sense of community – adding more dimensions to the high street.
Compounding financial pressures are changes in consumer behaviour. During the pandemic, home spending boomed. “People were stuck at home, so they decorated, bought cookware, upgraded appliances,” says Clark. “Now, people are looking after themselves. They’d rather go on day trips, to spas, or treat themselves personally. The home can wait.” This shift translates into delayed purchases. “Customers will say, ‘I need a new kettle, but it can wait until next month’. That caution is widespread, and other independents tell me the same.”
Shifting consumer habits
Amy’s competes with online retail, where customers frequently check prices on their phones in-store. “Sometimes they see it cheaper online, but other times, convenience wins. People want it there and then. With online delivery charges creeping back, the high street has an opportunity.”
Despite headwinds, Amy’s Housewares has maintained strong local roots. The East Finchley store, where Clark grew up, is affectionately called “Grandma’s favourite shop” by customers. It is also known for its personal touches, sponsoring local charities, giving out dog treats, and providing approachable service. “People feel more comfortable returning products to independents because we care,” Clark explains. “We’re not going to sell you a £2 frying pan that lasts six uses. Our customers know they pay a bit more, but they get quality and service.”
Window displays play a key role in drawing people in, while younger customers are targeted with student discounts and growing social media activity. “We’ve launched a TikTok account and we’re exploring more ways to showcase what we offer,” he says. Product choice remains central to Amy’s appeal. The company takes pride in offering three price points, budget-friendly, mid-range, and premium, across most categories. This ensures accessibility for all budgets while maintaining quality.
Cookware remains a strong performer. Pyrex, in particular, has supported Amy’s with point-of-sale materials and dedicated window promotions. “During our Pyrex window, sales jumped by 30% and stayed 10% higher afterwards,” Mr Clark shares. Stainless steel cookware is also resurging, as consumers rediscover its durability.
“People still remember the poor-quality non-stick pans of the 70s and 80s, but manufacturing standards are completely different now. Stainless steel is back.” Another unexpected growth area for Amy’s has been toys. During lockdown, when the retailer was allowed to remain open, parents flocked in for games and entertainment.
“We grabbed whatever toys we could from wholesalers. Now it’s a core category, we buy direct, cutting out the middleman.” Colour is another trend. “We’ve sold yellow kettles, pink toasters, even lime green,” he highlights. “You’ve got to be brave, but customers love it.”
High street pressures
One of Mr Clark’s greatest frustrations is the rise in shoplifting, particularly at the Swiss Cottage branch. “I’ve been in retail since 16, and there’s always been shoplifting. But the aggression now is frightening,” he says. “We’ve had incidents where staff felt threatened enough to lock themselves inside. And when the police take over an hour to arrive, only to say there’s nothing they can do, it sends the wrong message.”
With police guidance that thefts under £250 are unlikely to result in arrest, shoplifters operate with impunity. “Stock can be replaced, people can’t,” Mr Clark asserts. “I’ve told my staff never to put themselves at risk. But without deterrent, it’s only getting worse.”
He believes government and local councils need to do more. “If online is struggling and high streets are shrinking, there’s an opportunity to reinvest in communities. That means more policing, fairer business rates, and real support for independents.”
Mr Clark is a part of Whatsapp group with the other stores in the local area where they share details about known shoplifters who are in the area, which is a way to support each other against this plague affecting our high streets.
Staff are central to Amy’s survival. Recruitment can be tough, with independents unable to match corporate wages. “Sometimes we recruit one higher-paid person instead of two, which means everyone has to do a bit more,” Mr Clark explains.
Training is largely hands-on. “Unlike corporate retail, where you have HR and training departments, independents do everything themselves. We focus on personality, chatty, approachable people who want to engage. A one-off £30 frying pan sale is good, but a long-term customer relationship is better.” He also uses interactive interviews. “I’ll give candidates a piece of paper and ask them to walk around the shop, note five things, and then we talk about it. It shows me whether they can hold a conversation and whether they notice detail.”
Mr Clark notes that some of the happiest moments from the last few years have been supporting the most important people, aside from customers, the members of staff at Amy’s. He adds: “One colleague joined at 16 and stayed until she became a full-time teacher. Another worked three years before leaving for a career in nutrition. It’s sad when they leave, but it’s rewarding to see them grow, and for Amy’s to be a part of that journey, is truly incredible.”
Partnerships and products
Strong supplier relationships underpin Amy’s product offering. Mr Clark and Dominique attend key trade shows: Spring Fair, Autumn Fair, Exclusively, Glee, as well as visiting supplier showrooms nationwide.
“Seeing and touching products is vital,” Mr Clark says. “A rep with a tablet can’t replace that.” Some suppliers, notably Pyrex, have invested in Amy’s with point-of-sale and exclusive window campaigns. “Our Pyrex promotion showed how independents can trial ideas that benefit suppliers more widely. We’re keen to work with brands that see the value of independents.”
Amy’s takes a pragmatic approach to pricing. Previous owners pushed for high margins across the board, but Clark and Dominique now differentiate. “Some products you can achieve higher margins on, but others you can’t. It’s better to sell it at a fair price, get it in and out, and keep customers happy.” This flexibility is essential in a climate where cashflow is constantly juggled.
It’s really tough at the moment: “There are weeks when you decide which suppliers to pay, while ensuring staff and landlords are covered first. That’s the reality for independents right now.”
Despite the difficulties, he is determined to stay optimistic. “Survival is the word you’ll hear from every independent right now. But once we stabilise, we still want to expand. Our model works best with three shops.” 
Key milestones lie ahead: Halloween, Christmas, and then the new year. “Christmas is always a barometer. If people are confident enough to spend on trees and decorations, that’s a good sign for the wider economy.”
Ultimately, he believes independents like Amy’s have a vital role in the retail landscape. “If every high street becomes a discount chain and a coffee shop, we lose variety and community. Independents provide service, personality, and local engagement. That’s worth protecting.”
Mr Clark offers clear advice for policymakers: “Listen. Not to big associations with agendas, but to actual shopkeepers. Get us in a room and ask how decisions will affect us. Business rates need reform, wage rises should be balanced, and the high street needs investment. Otherwise, more shops will close.”
Despite the pressures, he wouldn’t change his path. “Running a small business is challenging, but it’s rewarding. When you have a good day, when customers are happy, when you see staff progressing, it makes it worthwhile. If you get the chance to run your own business, go for it. Just don’t underestimate the work involved.”
For Amy’s Housewares, the next chapter is about resilience and readiness. “If we can survive the next year or two, we’ll be stronger for it,” Mr Clark concludes. “And I believe there’s a future for independents on the high street, because people still value what we offer.”
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