Matthew Randle, General Manager at independent bed retailer Dreamland Bedding Centre, talks about award recognition success, community engagement, staff challenges and how onboarding a new supplier has delivered rapid results.
The past 12 months for Dreamland Bedding Centre has been one of significant growth – far beyond its own expectations and driven by being crowned National Bed Federation Small Retailer of the Year 2024, an accolade that has truly transformed the business on multiple levels.
“Winning the NBF Small Retailer of the Year Award last year marked more than just a milestone, it catalysed a period of accelerated growth, recognition, and renewed purpose for the business,” Matthew revealed. “It served as external validation not only of our commercial performance but also of our values-driven approach, and it has inspired us to raise the bar even further.
“While we’ve experienced intermittent days of zero sales, these have often been followed by exceptionally strong performances, highlighting the unpredictable nature of current consumer behaviour. Interestingly, where historically our trade was concentrated on weekends, we’ve seen a noticeable shift towards stronger weekday performance, with many weeks’ targets being achieved by Thursday.
“Notably, between weeks 7 and 11 this year, we recorded our highest year-on-year growth for a four-week period. Winning the NBF Small Retailer of the Year award has been truly transformative, massively enhancing our visibility, attracting new customers, and validating our operational and the strategic direction.”
Recognition didn’t stop there for the business. Dreamland has been finalists in a number of prestigious categories, including Business of the Year at the Community Awards, Midlands Retail, Leisure and Hospitality Business of the Year, and a Regional Sustainability Award. “These accolades represent more than individual or operational success—they reflect a team culture built on collaboration, integrity, and resilience,” Matthew continued.
“In recognition of that collective effort, we invited the entire team to attend our latest awards celebration. It was important to share that moment, because every success we’ve had is a direct result of their unwavering commitment to excellence, to our community, and to building a business that leads with purpose.”
And it’s the team at Dreamland that the company has continued to focus on, albeit with challenges along the way. “One of the most persistent and complex challenges we face is sustaining a viable staffing model that meets the demands of a dynamic retail environment while remaining financially and operationally sustainable,” Matthew said. “This balancing act involves navigating rising customer expectations; particularly around personalised service and product expertise, alongside mounting regulatory and the markets economic pressure, including increased National Insurance contributions and the broader implications of wage inflation.”
Dreamland’s response has been both strategic and values-driven, as Matthew explains: “Recognising that long-term resilience lies in cultivating internal capability, we have strengthened our internal progression pathways to ensure that talent is identified, nurtured, and retained. An unexpected challenge has been introducing a staff uniform—something entirely new to our culture. What appeared to be a relatively straightforward operational change met disproportionate resistance from a team member. It was a timely reminder that even seemingly minor changes can benefit from thoughtful leadership and considered communication.”
From staff to suppliers, Dreamland has been rewarded with its expansion into the higher-end of the market. Following a promising introduction to Enchanted House Beds at last year’s NBF show, the responses has exceeded expectations. “Expanding into the higher end of the market is always a calculated risk,” Matthew said. “The range has delivered consistent sales, strong margins, and contributed significantly to a rise in average order value.”
The company has also seen a significant change in supplier behaviour, particularly a rise in “aggressive stock offers”. In response, Dreamland has adapted its strategy by holding higher stock levels from core brands like Sleepeezee, Silentnight, and Sealy than at any point previously. “This has paid dividends, particularly with customers who expect quick delivery, a segment that remains central to our business model,” Matthew added. “We’re also seeing the rise of own-label and white-label products across the industry. While commercially attractive for retailers, I find the sheer volume of rebranded or “exclusive” products increasingly confusing.
“From an ethical standpoint, I’ve deliberately chosen to stay with standardised, nationally recognised product names. I believe this supports price transparency, simplifies the buying process, and ultimately builds long-term trust in the customer relationship.”
Forging strong relationships stretches beyond customers too, as Dreamland fosters an approach to maximise community engagement. Matthew said: “Situated in an economically challenged area with high vacancy rates and historically low levels of inward investment, I’ve made a strategic decision to champion place-based regeneration. I now serve as a director of our local Community Forum and been appointed chair the Community Business Alliance.
“These groups aim to foster collaborative economic revitalisation and social cohesion across the town. I’ve also submitted an application in the initial round of the UK Shared Prosperity Fund to support digital infrastructure and education for local SMEs in the Highstreet.
“In parallel, I regularly contribute to policy dialogues—most recently at a roundtable hosted by the House of Commons at the Black Country Living Museum—where I shared insights with members of the Department for Business and Trade as part of their inquiry into small business strategy. These are long-term interventions designed to reposition the town as a destination, improve footfall, and support our commercial resilience.”
Furthermore, and on a personal level, Matthew was named Apprentice of the Year in the Leisure, Retail, and Hospitality category at the Ladder for the Black Country Awards, as well as shortlisted as a finalist at both the Chamber of Commerce Awards and the Dudley Mayor’s Business Award, while also being recognised from the Mayor of the West Midlands for his commitment to learning.
Looking ahead, Dreamland’s focus will be on balancing measurable, practical sustainability efforts with long-term economic and social resilience, as Matthew concludes: “We’re going to continue to grow as a business driven by values, guided by the principles of people, planet, and profitability in equal measure.”
