Graham Hart, Managing Director of Harts of Stur, speaks to Will McGill about the store’s journey from blacksmith shop to major retailer, its challenges, and its commitment to exceptional customer service.
Sturminster Newton may not be the first place that comes to mind when you think of retail hotspots—but this charming Dorset town has more to offer than just rolling hills, literary connections, and the occasional confused satnav. Once famous for its bustling cattle market and now best known for its cheese festival and rural calm, Sturminster Newton is also home to Harts of Stur: a family-run retail gem that’s been delighting locals and online shoppers alike.
Nestled on Station Road, Harts of Stur is a one-stop shop for anyone who loves to cook, bake, roast, blend, steam, stir-fry, or simply own more kitchen gadgets than they strictly need. It’s the kind of place where you might pop in for a kettle and leave with a pasta machine, a novelty apron, and a deep sense of kitchen-based ambition.
With friendly staff, a huge product range, and a reputation for service that actually means something, it’s a retail experience with heart—and a lot of very nice spatulas.
“We are a fourth-generation family run business which a history spanning over a century,” says Graham Hart, Managing Director at Harts of Stur. “In 1919, Walter Hart, after serving as a farrier in the Royal Field Artillery during World War I, established a blacksmith shop in the town. As the business grew, Walter’s sons, Bill and Eddie, joined him in the 1940s. By 1949, they moved to new premises at Butts Pond, the current location of the store. In the 1950s, the company diversified into agricultural ironmongery and manufacturing farm implements.
“Eddie’s son, Philip, joined in 1979 and transformed the retail shop into a modern country department store. Today, Harts of Stur is one of the UK’s largest in-store and online retailers of cookware, kitchenware, and kitchen electrics, offering a comprehensive range of products at competitive prices. As well as the popular Coffee Loft cafe, the store also features departments for clothing, gardening, DIY, hardware and more, reflecting its evolution from a blacksmith shop to a diverse retail establishment.”
Q&A
Question (Q): How are things? How has business been?
Graham Hart (GH): Throughout COVID, the online side of the company supported the closed shop. It provided the opportunity for us to continue developing our physical store, including the completion of a pre-planned extension, creating additional car parking, a café and the opportunity to replace floors whilst the shop doors were closed. Since then, like most, we have seen a slight reduction in online sales partly due to increased competition and rebalancing of the new norm. On the plus side, our physical retail store has gone from strength to strength, posting above 10% YOY growth every year. Black Friday in 2024 was later in the month than usual, and we found ourselves responding to major competition earlier than ever. Peak was constant, and the January sale was one of the strongest we have seen in a long time. February was even and March a little up, which we are happy about, especially as Easter falls much later this year.
Q: What have been some of the biggest challenges and proudest moments over the years?
GH: COVID posed a significant challenge for us. We went from daily phone calls with our accountants to making decisions based on limited information from the government about what we were permitted to do and what was necessary to keep everyone safe. I was extremely proud of the entire team. We adjusted our working patterns, and shop employees joined the warehouse team to ensure the company continued operating while allowing everyone the time to support their families who were at home, with many engaged in home-schooling.
One of the biggest challenges I faced was the loss of my father, Philip. Although he had just started his retirement, we lost him much too soon, leaving a significant void in our lives. All the senior members of Harts had grown up alongside Dad as the business developed. They experienced both the good times and the bad times together, and they welcomed my brother, Johnathan, and me into the team. The loss of Dad was particularly hard for Johnathan and me. He was the person we called when we had a bad day and needed advice, as well as the one we reached out to when things were going well, and we wanted to celebrate. Without the support of everyone, especially Kirsty and David, we wouldn’t be in our current position. The love and support from everyone at Harts makes me incredibly proud.
Q: Are you members of any Associations? And why?
GH: No, we are truly independent to the core and believe it is one of our strengths.
Q:How do you stay up to date with the latest products? Do you attend any trade shows?
GH: Yes, while some of the shows are not quite what they used to be, there are still favourites. One of our favourites in the UK is “Exclusively Housewares,” and further afield, “Ambiente.” In addition to these shows, we value our relationships with existing suppliers and engage with potential suppliers we do not currently trade with. Input from the entire team at Harts is essential. We regularly seek feedback from all employees to gather ideas, including suggestions about what they have seen elsewhere that we might be missing.
Q:Who are your main suppliers? Which item lines sell well? Why do you think that is?
GH: I’ll hand over to David for this one: Our main suppliers include Horwoods, KitchenAid, Le Creuset, RKW, Sage, Captivate, Dexam, Dualit, Melitta, Rayware, Portmeirion, Denby, Arthur Price, Joules, White Stuff, Regatta, Bedeck and Toolbank, although in truth the list goes on, and all our suppliers are regarded and treated as key suppliers. After all, it is the combination of all our brands and departments that makes the Harts of Stur experience what it is.
Currently we are seeing strong sales across kitchen tools and gadgets, spring/summer clothing, gardening, bathroom and bedroom accessories and a very encouraging growth in our own brand, Stoven. Always difficult to pinpoint reasons as to why some things move up and others down, but we try to engage with our customers in many different and interesting ways, keep our ranging fresh and updated, and offer good value, product knowledge and service.
Q:Who are your main competitors? And how do you ensure your customers choose you instead of rivals?
GH: I love this question because we are fortunate to have different aspects to Harts. In our shop, we serve a 20-mile radius with very little competition. Beyond that, larger towns feature not only chains like John Lewis, Pro Cook, and Lakeland but also several strong independent cookshops.
When it comes to online shopping, every retailer is a competitor, regardless of size. This includes large retailers like Amazon and John Lewis, as well as suppliers who sell directly. So, what sets us apart and makes customers choose us? Our commitment to customer service is key. We offer real people with extensive, old-school knowledge, ensuring that our online customers receive the same high-level experience they would enjoy in-store. We utilise market-leading technology to ensure a simple and effective purchasing journey. Additionally, we offer a wide range of choices, stocking full selections to represent brands rather than just picking top sellers, all while offering excellent value for money.
Q:How do you attract new customers?
GH: Sorry, but I’m not going to give away all our tricks of the trade, but happy to share a few! Reputation: Whether through word of mouth, physical presence, or digital, reputation is worth its weight in gold. Engaging Social Media and Advertising: We love new products and like to share why we love them. Targeted and Unique Advertising Campaigns: Anyone can send an email or create a campaign, but we use technology and other marketing magic (or that’s what our marketing department tells me) to target the right customer at the right time and not just a batch-and-blast approach.
Q:What are the main problems of running the business in the industry today?
GH: Costs, costs, costs. It scares me how rapidly expenses are rising, which is why we closely monitor our margins. We invest significant time and money in sourcing the best technology for both our online and in-store operations, but this comes at a cost. Some people believe that running a website is cheap and easy, but when you manage the volume of SKUs we do, the software must be top-notch. Additionally, this requires a strong and efficient marketing team, web development team, third-party marketplace team, customer service team, and an effective warehouse team. To maintain our status as a destination store, we also need knowledgeable shop floor staff and industry-leading purchasing teams.
Then there’s the impact of politics and the ever-changing regulations we must navigate. Statistically, election years tend to affect consumer spending confidence, in our experience. Moreover, some of the political policies and financial changes that have been implemented continue to drive up costs and hinder confidence. And that’s not even touching on Trump; I think we’ll leave that there.
Q:What would help to make your life easier as a retailer?
GH: Stability: Understanding what lies ahead would greatly improve our ability to forecast effectively. Since the COVID pandemic, we have been forced to react to an ever-changing political and economic landscape. I don’t want to sound preachy, but decisions made for the greater good of the country and economy, rather than for political gain, would be beneficial.
Additionally, it would be helpful if some suppliers could clarify whether they wish to be suppliers or competitors. If they want to create a website to sell directly to consumers, that’s fine, but I am not a fan of it. Why would you undercut the retailers that support your brand?
Q:Do you have any plans for the rest of 2025 and beyond?
GH: Oh yes, we have exciting plans ahead! Over the past 18 months, we have been developing a three-year strategic plan. After analysing numerous forecast models, we have settled on a solid strategy and are ready to take action. With rising costs and competitors being acquired by venture capitalists or losing their identities, we must implement a proactive plan that maintains our unique identity, honouring the hard work my dad put into starting this journey.
While we will need to make some unpopular decisions, such as opening on Sundays, our strong performance in physical retail requires us to adapt. We continue to invest in our store, enhancing it with new displays and creating store-within-store environments with support from key suppliers. We are also incorporating new technology, including AI, to assist—rather than replace—our departments. Additionally, we will work closely with key suppliers to develop our own-brand offerings.
Q: Is there anything else you wish to add?
GH: I love independent retail and feel fortunate to have grown up in that environment, working alongside my father and brother, as well as a team that I truly consider family. I’ve had the pleasure of collaborating with some of the most dedicated individuals in the kitchen and housewares industry. We all face personal and professional challenges, but we support one another, which is what matters most. It’s important to take care of yourself and look after others while learning from everyone around you.
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