In November 2015 we launched the 'Moving Up a Gear' strategy.

This strategy was an evolution from the previous 'Getting into Gear' strategy and comprised five pillars.

We have set-out below a description and the objectives of each strategic pillar, together with achievements over the last 3 years.

Putting Customers in the Driving Seat

Investing in customer data and insight capabilities to maximise the lifetime customer value

  • Improve understanding of our customers
  • Combine our pools of customer data into a single view
  • Leverage customer data to gain insights and tailor offers
  • Refresh brand positioning to create a more emotional connection
  • Address areas where we may be underperforming
  • % of sales matched to customers in Retail improved from 3% to 59%; foundations built to increase relevance to customers
  • More personalised email marketing, including product recommendations
  • Utilising data for customer insight
  • Mix of eReceipts, tokenisation and improved data matching powering our 'single customer view' database
  • Colleague headsets rolled-out across the store estate supporting better customer service and colleague knowledge sharing

Service in Our DNA

Halfords has been through a service revolution and now we need to embed it in how we do business. Our ability to offer great service is one of our key differentiators

  • Maintain 3-Gears training programme and increase emphasis on service and selling skills
  • Develop talent throughout the Group, including through our Aspire and Apprenticeship programmes
  • Reward skills through enhanced pay
  • Grow service-related sales
  • 10 new Retail services launched taking the total to over 70 in-store services
  • Over 70% of colleagues trained to 'Gear 2' level, up from 46% three years ago
  • An average of eight 'Gear 2' trained fitters per Retail store, to meet customers' servicing and repair requirements
  • Service-related Retail sales +46%
  • Significant increase in colleague retention across Group
  • Received 9th place in the 'Best big companies to work for 2018' up 9 places in 3 years
  • Colleague training in dash cam fitting and e-bike maintenance

Building on Our Uniqueness

Exclusive products, relevant innovation, unique partnerships and collaborations

  • Maintain and develop a pipeline of relevant innovation
  • Nurture and complement our partnerships and collaborations
  • Exclusive product ranges
  • Launch of own-brand ranges including Carerra electric bike and Halfords dash-cam
  • Acquisition of Tredz enabling the group to cater for all types of cycling customer
  • Growth in trade sales supported by an enhanced central support team and ability to use trade cards online
  • Launch of Boardman Performance Centre

Better Shopping Experience

A seamless customer experience, online as well in store

  • Update stores using our evolved store refresh concept
  • Continual improvement of our online and fulfilment propositions
  • Launch a transactional website for Cycle Republic
  • Continue to target growth in areas where we have relatively low market share
  • 78 stores refreshed in various formats, including development of 'high street' and 'light' versions of the latest refresh format
  • We have started to take a more agile approach to web development; recent improvements include 'personalised shopping' or 'frequently bought together with' tools
  • Increased mobile participation in FY18 with traffic up 14% and order values up 30%
  • Halfords Mobile Expert trial launched, as we trial and learn about how we may offer fitting services on a mobile basis
  • We now have 20 Cycle Republic stores and in Summer 2016 launched a transactional website

Fit for Future Infrastructure

Moving from fixing the basics to improving efficiency and fulfilment

  • Maintain short-term stability of our supply chain operations through peak periods
  • Review and identify the long-term requirements for our supply chain
  • Turn our IT investment focus to developing value-adding colleague and customer-facing IT applications
  • Continue our strategy of right-sizing, relocating and renegotiating leases upon expiry
  • 3 distribution centres (Daventry, Coventry and Washford) well embedded and operating to plan, coupled with a change from 5-day to 3-day a week delivery
  • Efficiency improvement programme 'we operate for less' delivering efficiency saving across the Group
  • Electric / hybrid vehicle maintenance training in Autocentres
  • More 'store-friendly' deliveries introduced to optimise unpacking of stock by store colleagues
  • Single view of stock supporting customer visibility of stock availability

Fast fact


increase in service related Retail sales over three years

Fast fact


Cycle Republic stores now operational