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July 22, 2020

Simply packages up a great deal for a distribution services company

Simply, the SME funder, today announced that it has provided £123,500 to a repacking and distribution services company to enable it to grow its business.

The company recently appointed a new director and won a large contract with a food manufacturer to package and distribute its product. To do this, it had to buy a piece of specialist machinery. Stefan Radymski at Goodman Corporate Finance introduced the firm’s director to Simply’s Rich Happer who structured a deal which involved the deposit being raised on unencumbered equipment via sale and HP back, with the rest of the funds on a HP deal.

Rich Happer, regional sales manager at Simply said: “We’ve got a great relationship with Stef at Goodman’s which is based on trust. We had been working on this deal for a number of months and recently it came to fruition. The new head of the business has a wealth of experience in the industry and has turned the business around. As you can imagine, he was very pleased that he got his funding and we are proud to help him purchase machinery that will take his business to the next level.”

Stefan Radymski, sales director at Goodman Corporate Finance, said: “A massive thanks goes to Richard Happer and the team at Simply. They do what they say they’re going to and always find a way to stand out from the crowd and support our clients. Everyone worked really hard to get this deal closed and I was kept informed every step of the way. Our client now has a brand spanking new food packaging machine ready and raring to go.”

July 14, 2020

Signs of growth but crisis far from over

Covering the four weeks 31st May – 4 July 2020

  • On a total basis, sales increased by 3.4% in June, against a decrease of 1.6% in June 2019*. It is the highest since May 2018**. Also, It is the first growth registered since the lockdown and above the 3-month average decline of 6.4% and the 12m average decline of 2.1%.
  • In June, UK retail sales increased 10.9% on a like-for-like basis from June 2019, when they had decreased 2.2% from the preceding year*. In June, like-for-like has been measured excluding temporarily closed stores but including online sales: the figure is primarily driven by online sales.
  • Over the three months to June, in-store sales of non-food items declined 46.8% on a total and 11.3% on a like-for-like basis. This is worse than the 12-month total average decline of 16.5%. For June, the like-for-like excluding temporarily closed stores remained in decline.
  • Over the three months to June, food sales increased 7.3% on a like-for-like basis and 3.8% on a total basis. This is higher than the 12-month total average growth of 2.7%. For the month of June, food was in growth year-on-year.
  • Over the three-months to June, non-food retail sales increased by 9.5% on a like-for-like basis and declined 15.0% on a total basis. This is below the 12-month total average decline of 6.2%. For the month of June, non-food was in slight growth year-on-year.
  • Online non-food sales increased by 48.2% in June, against a growth of 3.3% in June 2019*. This is above the 12-month average growth of 17.1%.
  • Non-food online penetration rate increased from 33.1% in June 2019 to 50.7% this June.

* Note 2020 is a 53-week year in the ONS calendar: as a result of the extra week in January 2020, the comparable 2019 performances cited here may differ from those published last year, due to the one-week shift in the comparison.
** Excluding Easter distortions

Helen Dickinson OBE, chief executive | British Retail Consortium:

“June finally saw a return to growth in total sales, primarily driven by online as a result of lockdown measures being eased and pent up demand being released. Despite footfall still being well below pre-coronavirus levels, average spend was up as consumers made the most of their occasional shopping trips. Computing, furniture and home improvement all continued to do well as the public invested in home comforts and remote working. However, while categories such as food performed strongly, not all retailers can breathe a sigh of relief, with clothing, footwear, and health & beauty still struggling. All eyes are on next month now that pubs, restaurants and cafes have reopened, in the hope it brings a much needed boost to our high streets and shopping centres.

“Though a month of growth is welcome news, retail is not out of the woods yet. The pandemic continues to pose huge challenges to the industry, with ongoing stores closures and job losses across the UK. The reopening of shops is an important step on the road to recovery, but with months of rent building up, many shops will be forced to close unless action is taken before the next Quarter Rent Day. The Government must remain open to further action to boost consumer demand and should take steps to support with rent costs or the industry could suffer thousands of avoidable job losses.”

Paul Martin, UK head of eetail | KPMG:

“June saw pent up consumer demand released, with total sales finally back in positive territory – up 3.4% on the same month last year. While the easing of social distancing restrictions is of course welcome news, the challenges and longer-term consequences for the industry have far from disappeared, and not all categories of retail are benefitting from this post-lockdown boom.

“Food and drink sales have continued to perform strongly, and June’s warmer weather accentuated that further. It also resulted in more Brits purchasing items to make their post-lockdown lives more comfortable, whether that be furniture, toys, or computing equipment.

“Fashion sales haven’t rebounded quite as impressively though, despite reports of increased interest from those prepared to queue to enter stores. Online sales – while still in a high gear – are cooling a little as high street activity picks up again slowly and cautiously. That said, whether consumers will forego the convenience of online shopping now that they’ve become accustom to it, remains a fundamental question for the future.

“Retailers won’t be picking up where they left off and months of reduced or no sales will threaten the survival of many. The pandemic has significantly changed consumer behaviour, it’s therefore vital that routes to market and ways of working are adapted with that fact in mind.”

Food & drink sector performance | Susan Barratt, CEO | IGD

“The continued warm weather and further easing of lockdown restrictions contributed to another month of high growth in sales for food and grocery retail. With more opportunities to socialise in the sun and sport back on TV, shoppers have been enjoying BBQs and picnics. However, with more retail and out-of-home outlets now up and running, the sector will find more competition for spending from July.

“While shopper confidence remains low, the easing of lockdown measures and low inflation has resulted in IGD’s Shopper Confidence Index improving for two months in a row with confidence increasing across most regions in June, particularly Scotland. However, as shoppers grapple with the economic impact of Covid-19, confidence continues to be fragile.”

July 13, 2020

La Barca is grilled to bits with £175k support from Santander

La Barca is an established Italian restaurant that has operated from the same premises in central London for over 40 years. The restaurant has an impressive list of regular diners ranging from high profile politicians, actors and TV and film directors as well as visitors, residents, and businesses. The restaurant closed in March in line with the government’s guidance and is excited to be reopening this Wednesday 15 July.

Santander UK agreed a £175k CBILS support package with the funding supporting La Barca to invest in internal renovations to ensure social distancing can be adhered to. The funding will also help to equip colleagues with personal protective equipment (PPE) and fund marketing to help bring in new income streams. The restaurant has increased its outdoor seating capacity and introduced “fine dining” takeaway and catering services.

Tanya Davoli, part owner and director at La Barca, said: “With Santander’s support we could invest in increasing outdoor seating for customers as well as training and safety equipment for our staff. Santander not only provided us with support to meet our financial obligations but assisted us in preparing the restaurant for the future, making the business safer, more competitive and attractive going forward.”

Robert Riffkin, relationship director at Santander UK, commented: “We’re delighted to be working with La Barca to provide vital funding so the business can adapt and get ready to reopen. Its many loyal customers will be happy to return for their fantastic food and improved take away and catering services.”

Santander UK is hosting a series of free ‘Survive and Revive’ webinars for SMEs on how to bolster their business proposition. Covering a range of topics – from innovating effectively to aligning purpose and culture – our experts delve into some of the ways that businesses have adjusted, and thrived, since the outbreak of coronavirus. You can find these webinars and a list of other helpful resources at www.santanderbreakthrough.co.uk/coronavirus.

July 7, 2020

What skills do you need to start a street food business?

Are you thinking about starting a street food business? Well, you need to make sure that you have the right skills for the job. If you are starting the business with a partner, you don’t need to have all the necessary skills by yourself since you will be sharing the duties. Of course, you will gain most of the skills on the way so don’t feel discouraged if you don’t qualify for most of them at the moment. Here are the best skills you should have if you are planning to start a street food business.

1. Exceptional cooking skills

Once you open a street food business, you will spend most of the hours cooking and preparing food. If you’re not doing this, it’s definitely a bad start for your business. You should be able to produce high-quality food consistently and fast. At first, if you don’t have enough money to hire more staff for your business, you will be forced to handle most of the cooking yourself.

Do you have previous experience as a chef? Did you previously work in the catering industry? Well, you will be well suited in the street food business. If you don’t have any of these skills and are still interested in a street food venture, you can start a mobile catering business. Here, you can prepare food for people upon request without the rush to do it fast.

2. Business skills

Preparing amazing food is the first skill in any street food venture but it’s just the tip of the iceberg. You need other business skills such as the following.

a) Marketing – If you want your street food business to be successful, you need to create a recognizable and memorable brand. Take a look at Proper Popcorn for a great example. You need to take advantage of social media to advertise your brand. You should be able to make your customers aware of your location every day so they can find you effortlessly.

b) Design – You will attract a lot of customers if you have amazing flyers, business cards, logo and your food truck. That’s why you need to have design skills. If you know someone who can charge less for designing these things, you can contact them immediately. Of course, if you have a relative who can do it for free, you should contact them. Since you are starting out, you need to find ways to save money rather than breaking the bank trying to higher the best designer in the market.

c) Finances – Since a street food business is just like any other business, you need to know how to budget and track your expenses to guarantee a good profit. You practice your negotiation skills to ensure you get the best discounts on stock and rent.

d) Management skills – With your business expanding, you need to hire the best staff and train them accordingly. Find ways to keep them motivated to work for you. Even better, you should offer incentives so they can work at the best levels effortlessly.

e) Customer service – Remember, you are selling a lifestyle to your customers, besides the food. If you are charging the highest prices, you should make sure your customers have the best experience.

The list of skills you need to learn might appear overwhelming but you can learn most of them along the way. As a first time street food vendor, it’s hardly likely that you will know all these skills from the first day. It’s a trial run that allows you to sharpen your skills as you progress.

You can make things easier by partnering with someone with skills you might not have. For instance, you might be a great chef but lack the skills of running a business. If that’s so, you should partner with someone who can handle the business side of things. Of course, if that’s not a good option for you, the next thing to do is research.

Take advantage of the internet, your network of people and books and learn everything there is to do about running a street food business. It’s the best way to ensure success. You should be humble and seek advice whenever possible to ensure smooth running of your business.

 

July 3, 2020

Ice cream maker celebrates centenary amid Covid-19 disruption

A family-run Suffolk ice cream producer with Italian roots is celebrating its 100-year anniversary despite the ongoing disruption thanks to funding from Lloyds Bank.

Criterion Ices, headquartered in Bury St Edmunds and with a parlour – Marine Ices – and second distribution hub in London, had to close when almost all of its hospitality and tourism clients shut their doors and demand for its products virtually vanished back in March.

The £250,000 loan, via the Coronavirus Business Interruption Loan Scheme (CBILS), enabled the company to cover fixed overheads – including the high electricity costs of its ice cream storage rooms – and provided breathing space while sales slowed.

Having initially furloughed all 28 of its employees, Criterion Ices is now beginning to bring staff back as demand starts to pick up. Production is currently around 20% of pre-Covid 19 levels, up from 5% in April, and the business is hoping a few hot summer weekends will support its return to normality now lockdown is easing and shops are able to reopen.

Criterion Ices supplies household names including the National Trust, Royal Opera House, London’s Sadler’s Wells Theatre and Norwich Theatre Royal, as well as restaurants, ice cream parlours, retailers and farm shops. Managing director Paul Myatt’s family acquired the company in 1995 but it was the previous owner’s grandfather who came over from Italy and in 1920 set up its first parlour in Sydenham, South London. Paul Myatt says his family still make the same authentic recipes that were first used 100 years ago.

The company, which last year reported an annual turnover of just under £3m, has been a customer of Lloyds Bank for more than 25 years.

Paul Myatt said: “Our business pretty much disappeared overnight. To put things into context, we were due to supply the 1,300-seat Norwich Theatre Royal for a month-long run of Les Misérables from Wednesday 4th March. On Friday 13th the theatre was closed. It was the same across the board – as if somebody had turned off a tap.

“Lloyds Bank has been by our side all the way through, since we were a far smaller operation making 100 litres a day to now, when we have the state-of-the-art equipment to produce 5,000 litres a day. They’ve always believed in what we’ve wanted to do and backed us, which is hugely important for a small business. We know there are still tough times ahead but we can now see the future and we know that if an opportunity comes along we have the support we need to seize it.”

Adrian Eacott, relationship manager at Lloyds Bank, added: “Paul and the team at Criterion Ices have remained buoyant despite these tumultuous times for the business in what was supposed to be an anniversary year full of celebrations. They’re quite rightly confident of the quality of their products and that the hospitality and tourism sectors can bounce back. We have no doubt that they can come out of this in a strong position and will soon be looking forward to many more years of success.”

June 10, 2020

Cheese manufacturer secures large contract with asset finance facility from Academy Leasing

 

Academy Leasing (“Academy”), the specialist asset financier and part of the 1pm Group of Companies, has supported a Welsh-based cheese manufacturer secure a major supermarket contract. Academy has enabled them to invest in a vital piece of specialist equipment through the provision of a £77k asset finance facility.

The family-owned business Blaenafon of Cheddar was set up by husband and wife team, Gerry Woodhouse and Susan Fiander-Woodhouse, who are passionate about producing cheese with a difference. Their award-winning collection of distinctively unique flavoured cheddars include Prosecco and Strawberry, Taffy Apple, and Aubergine Firecracker.

The business has grown awareness of its cheeses through its presence at major events and festivals, and in doing so achieved coverage across a variety of TV & Media worldwide. As Blaenafon of Cheddar secured larger contracts and scaled up their business, they found they needed to invest in new machinery to keep up with the growing demand. Where previously the business had waxed all cheeses by hand, the financing of a vital piece of equipment which automatically wax-coats the cheese was essential if they were to achieve their growth aspirations. The equipment supplied by Vantage House will allow for a faster and more efficient production process.

Susan Fiander-Woodhouse, director at Blaenafon of Cheddar, commented: “The support from Academy has been invaluable. They really took the time to understand our business and what was needed to scale up our operations. Gaining access to the funding and then the equipment was really smooth and easy. It has meant that we can protect our cashflow, managing the cost of this vital equipment and spreading the cost over an agreed period of time. The fast turnaround has meant that we could quickly adapt our existing production process and fulfil our new contract on time!”

Carol Roberts, head of asset at 1pm, added: “It’s a pleasure to support Blaenafon of Cheddar, which is a fantastic success story of a family-run business growing and adapting their operations to manufacture more delicious products to meet growing demand. Asset finance can take the stress out of upscaling a business and this equipment will help them fulfil their new contracts, improve their production processes and enable them to grow its product range. We wish them the best of luck on their journey to delivering its products to the corners of the UK from its Welsh base.”

Academy Leasing remain open for business and available to support credit worthy British businesses source the vital pieces of equipment they need. As part of the 1pm Group, Academy also provide access to a multi-product range of business finance solutions from invoice finance, commercial loans through to vehicle finance.

As Susan concludes: “Our passion is to offer customers unique and high-quality cheeses and securing this equipment means we can accelerate our production, increase the amount of cheeses we supply and continue to focus on developing new varieties of cheese for our customers in the future.”

May 13, 2020

Record decline as lockdown bites

Covering the four weeks 5 April – 2 May 2020

  • On a total basis, sales decreased by 19.1% in April, against an increase of 2.4% in April 2019. This is the worst decline recorded since our monitor began in January 1995, reflecting the effect of lockdown measures. It is below the 3-month and 12-month average declines of 7.5% and 2.3% respectively, both record declines in themselves.
  • UK retail sales increased 5.7% on a Like-for-like basis from April 2019, when they had increased 2.0% from the preceding year. In April, Like-for-like sales has been measured excluding temporarily closed stores (but including online sales); therefore the figure is primarily driven by online sales.
  • Over the three months to April, in-store sales of non-food items declined 36.0% on a total and 17.3 on a Like-for-like basis. This is worse than the 12-month total average decline of 11.5%. For April, the like-for-like sales, excluding temporarily closed “non-essential” stores, was in double digit decline.
  • Over the three months to April, food sales increased 6.0% on a Like-for-like basis and 4.5% on a total basis. This is higher than the 12-month total average growth of 1.6%. For the single month of April food was in decline year-on-year.
  • Over the three-months to April, non-food retail sales decreased by 4.4% on a like-for-like and 17.5% on a total basis. This is below the 12-month total average decline of 5.6%. For the single month of April, non-food was in decline year-on-year.
  • Online non-food sales increased by 57.9% in April, against a growth of 4.0% in April 2019. This is above the 12-month average growth of 8.5%.
  • Non-food online penetration rate increased from 29.9% in April 2019 to 69.9% this April.
  • Note 2020 is a 53-week year in the ONS calendar: as a result of the extra week in January 2020, the comparable 2019 performances cited here may differ from those published last year, due to the one-week shift in the comparison.

Helen Dickinson OBE, chief executive | British Retail Consortium:

“With lockdown measures in full swing, April saw a record fall in retail sales. Food sales were disappointing, with the virus preventing large family gatherings and turning Easter into a more modest affair. For many non-food goods, such as clothing, footwear and large household items, the decline was particularly steep as consumers responded to lockdown conditions. The proportion of goods purchased online rose sharply, with products such as games consoles, bicycles, office equipment, and haberdashery, all high on the list. However, even the dramatic rise in online sales could not make up for the loss of instore purchases. Coronavirus has accelerated many of the trends seen prior to the outbreak and it is likely that as the lockdown wears on, these new shopping habits – such as the trend towards online purchases – will become more entrenched for many consumers.

“While retailers have a lifeline through various government loans and support, they need to know this will continue beyond the current deadlines. Government should also step in to support on rents for those retailers still facing rent costs, despite little or no sales. Without this, businesses may be forced to close – threatening jobs and further harming local communities. Monday’s Recovery Strategy was an opportunity missed to provide a clear and detailed roadmap, outlining when and how shops will reopen after the 1st June, so that retail can help get the economy moving and the public can get all the goods they need.”

Paul Martin, UK head of retail | KPMG:

“With the nation firmly under lockdown throughout April, drastic retail sales declines were to be expected. Total sales fell a staggering 19.1% compared to last year – eclipsing any previous fall since records began – but that pain hasn’t been felt equally. So few physical stores, or indeed retailers, were open for business in the month, making like-for-like comparisons hard to establish, but the ability to continue trading or leverage online channels was beneficial for the fortunate few though.

“Aside from ‘essential’ retailers still operating physically, consumers have had little alternative but to log-on, and online sales were up nearly 60%. As you’d expect with consumers staying at home, the focus has been on home-related goods, as well as trying to keep entertained. Computing equipment, household gadgets, as well as toys and baby equipment were among the categories that performed strongly. Meanwhile other non-food categories, especially fashion, experienced a significant decline.

“The disparities in retail continue, not only between ‘essential’ and ‘non-essential’, but also between those with an online channel and those without. Eyes are firmly fixed on how the easing of restrictions will impact consumer spending going forwards, with the acceleration of online sales likely here to stay and overall demand in certain categories, like fashion, remaining subdued for some time.”

Food & drink sector performance | Susan Barratt, CEO | IGD

“April was another busy month for food retailers as they adapted to in-store social distancing and built capacity for surging demand in online shopping. However, sales were more restrained than the high peaks of March and current restrictions on social gatherings will have dampened any seasonal boost expected from Easter.

“The latest reading of the IGD Shopper Confidence Index indicates trust in the food and consumer goods industry is at its highest level for 12 months, with shoppers increasingly appreciating the work of the industry. However, shopper confidence continues to decline and is now at its lowest level since December 2013. As such, retailers need to keep an eye on the future as well as tackling the immediate challenges of COVID-19.”

April 6, 2020

Family-run baker rolls out delivery service to help community in need

Family-run bakery chain, Cooplands has increased its bread production and started providing local deliveries to communities across Yorkshire and the North East, with the support of Lloyds Bank.

The 135-year old business operates a network of 172 bakery shops and cafes across the North, with more than two thirds of those that support residential communities remaining open during the national lockdown.

To ensure local residents can receive food items – including essential items not typically stocked by Cooplands – the business is now distributing food packages to customers within 10-15 miles of its three main production sites in Durham, Hull and Scarborough.

The business has been able to pivot its operations to better serve community need with the full support of Lloyds Bank after it secured a flexible funding facility from the lender. The business has also increased bread production at its three main production facilities to meet demand.

Belinda Youngs, chief executive at Cooplands, said: “We have a long history as a community-focused business, bringing local produce and baked goods to families across Yorkshire, Lincolnshire and the North East. Our ambition is to quite literally put bread and other staples on the table during these challenging times and it’s only possible for us to react to changing market conditions as quickly as we have with confidence in the support of our bank.

“The team at Lloyds Bank has been exceptionally fleet-footed in putting the conditions in place for our cashflow to remain in good health. In addition, while we have regrettably had to furlough some employees associated with our cafes, mobile food vans and city centre shops that don’t serve residential communities, the new funding will ultimately preserve those jobs in the long-term.”

Hannah Douglass, relationship director at Lloyds Bank, said: “We remain committed to being by the side of businesses, especially during this challenging and unprecedented period. As such, we’re working closely with government to provide the short and long-term funding needed by businesses both large and small. This includes setting aside £2bn of arrangement fee-free finance to help firms affected by COVID-19.”

April 1, 2020

Slowing food inflation might not last

 

  • Shop Prices fell by 0.8% in March compared to a 0.6% decrease in February. This is below the 12- and 6-month average price decreases of 0.3% and 0.5%, respectively.
  • Non-Food prices fell at a steady pace of 1.9% in March. This is below the 12-and 6-month average price declines of 1.3% and 1.7%, respectively. This remains the highest rate of decline in Non-Food prices since May 2018.
  • Food inflation eased to 1.1% in March, down from 1.6% in February. This is below the 12- and 6-month average price increases of 1.6% and 1.4%, respectively.
  • Fresh Food inflation eased for the third consecutive month. In March, Fresh Food prices rose by 0.4% compared to a 0.6% rise in February. This is below the 12- and 6-month average price increases of 0.9% and 0.6%, respectively. This is the lowest inflation rate for the category since March 2018.
  • Ambient Food inflation slowed sharply to 2.0% in March down from 3.0% in February. This is below the 12- and 6-month average price increases of 2.4% and 2.6%, respectively.

Helen Dickinson OBE, chief executive, British Retail Consortium:

“As of the first week of March, when our price collection took place shop prices were pushed further into deflationary territory, with food inflation easing and non-food prices continuing to fall. Fresh food prices rose by a modest 0.4%, as lower global prices in 2019 filtered through, limiting the price rises of meat, dairy and fish products. Non-food prices fell again in March as household spending remained low.

“There are a number of price pressures arising from the coronavirus crisis. Food prices, particularly of fresh produce, may be impacted by higher costs on seasonal farm labour, while non-food prices will be pushed down by lower demand. It is likely that the combination of future economic uncertainty and job losses, whether realised or potential, will drive people to reconsider their spending patterns and to save more. As a result, it is vital the Government monitors the situation carefully and is ready to continue taking bold action where necessary to support jobs and businesses.”

Mike Watkins, head of retailer and business insight, Nielsen:

“The weak demand for many goods and services means non-food retailers continued to battle hard for consumer spending by keeping prices down wherever possible. And across supermarkets, the recent upwards pressure on food prices slowed a little in March, with a slowdown in the rate of inflation in both ambient and fresh foods.”

March 27, 2020

Mazda CX-5 reinforces subtlety in its latest guise


Having arrived at a level of svelte style and street presence that provides high satisfaction, states Iain Robertson, Mazda realises that change-for-change’s-sake on its mid-size crossover model could upset an unnecessary applecart.

Elegance, in my eyes, is a beautiful Frenchwoman wearing a plain, single-colour dress, without adornments, a whiff of Chanel No.5 and the finest of 23ct white gold chains around her neck. It is an international style statement that few nationalities can carry off more successfully. Worn with a quiet braless confidence to just level with the knees, it is a minimalist style statement par excellence. There are no additional details. No waste. Zero fripperies. Finest denier, ecru silk stockings and a crisply smart pair of stilettos complete the image.

Take your pick of furniture, white goods, electronics, glassware, even foodstuffs and especially venues; the correct combination of colour and minimal accoutrements carries vital class and appeal. It is so easy to become beguiled by splashes of the avant-garde but plain and simple carries the message most fluently. My favourite typeface is Arial, which is sans serif and unmistakably clean and clear. My favourite hotel chain is Malmaison. My favourite chocolate is Bournville.

Now take a long, lingering look at the latest Mazda CX-5. It is an automotive design that is quietly confident and devoid of excess, while making a bold on-road statement that is convincing and uncomplicated. The observer is in no doubt as to its purpose. The CX-5 stands taller than the family hatchback, even in its top specification, riding on 19.0-inch diameter alloy wheels that fill the wheel-arch cavities to hunker it subtly and closely to terra firma, aiding its poise.

Mazda is a Master of Design integrity and clarity, of which colour choice becomes an optional consideration and not because the car looks better in one shade, over another. In fact, Mazda can prove that it is form and not function that will turn heads; it possesses a history of timely expressions of grace and stultifying beauty that has the additional benefit of timelessness. They are the measure of the brand that provides classical elegance, where perceived value becomes a secondary consideration. They are unswerving characteristics.

Enter the cabin and the occupant is not overwhelmed by confusing switchgear, or digital panels possessing multiple applications. Instead, an aura of calm familiarity, ringed with high quality, supported by comfort, in its choice of fine hide and high tactility. It is the impression of feeling totally at home with the CX-5 that impresses most. The instrument faces are clean and legible. The touchscreen in the centre of the dashboard is readily understood and all controls fall precisely to hand, with sensory adroitness, from the positive click of the indicator stalk, to the snick-snack of the manual gear-lever around the gate.

Yet, changes have been wrought. The first CX-5 was launched in 2012 and given a comprehensive mid-life refresher in 2017 to result in the ‘Mark Two’ version, itself revised only a couple of years ago, mainly to introduce improved electronics and cleaner engine technology. While 2020 will enter the annals of history as one of the least forgettable of years, however much we may wish it never happened, Mazda is using it as a means to make Kaizen improvements to the CX-5. There are far more than appearances suggest but it remains a gentle evolution of a proven machine.

Cylinder deactivation, on manual 162bhp Skyactiv-G petrol models, reduces CO2 emissions by 8%. The 14-strong model line-up features six petrol and eight diesel variants. Most of them are front-wheel drive, with a choice of automatic, or manual gearboxes across all models and the revised petrol unit being available in all three trim grades: SE-L, Sport and GT Sport. Mazda continues to support diesel technology, the 2.2-litre Skyactiv-D diesel being offered in 147bhp and 181bhp forms. The former unit is available in SE-L and Sport grades, with front-wheel drive, while the latter version features all-wheel drive in either Sport, or GT Sport trim levels.

The central command screen now sees the mapping extend to the full width of the monitor. However, in a range, where sales are predominated by higher-end models, Sport buyers can now look forward to a reversing camera and a power-lift tailgate, while the cabin benefits from an eight-way power adjustable drivers’ seat, black leather, heated front seats, heated steering wheel and a windscreen projected, colour head-up display, plus a Bose 10-speaker audio system.

The CX-5 has always been an SUV praised for its dynamic stability and Mazda’s commitment to driver engagement witnessed subtle tweaks to the CX-5’s suspension set-up in the 2019 update, which further refined the car’s highly-regarded agility and ride quality. A thicker front-anti roll bar, smaller rear anti-roll bar and revised front stabiliser bushings combined with new urethane material in the rear damper top mounts and amended damper valve structures to deliver the improvements. In addition, the 2019 updates saw the introduction of Mazda’s G-Vectoring Control system (GVC Plus), which now features direct yaw control to enhance stability at higher speeds. While the latest Mazda CX-5’s dynamic set-up is largely unaltered, improvements have been made to sound insulation, to refine the cabin further.

At the top of the shop is the flagship GT Sport. As you might expect of a luxury crossover, the GT Sport features an array of equipment highlights over and above the regular Sport, which include front seat ventilation and heated outer rear seats. In addition to the ADAS safety tally fitted across the range, the GT Sport’s standard trim includes adaptive LED headlights, Driver Attention Alert, Rear Smart City Brake Support and 360-degree around-view monitor, marked out externally by the aforementioned, 19.0-inch bright alloy wheels.

Mind you, there is a price to pay and it starts at £27,030, rising to a whopping £39,085, at the top end of the scale. Mazda has already proved that its CX-5 is capable of converting higher-end crossover/SUV owners to the brand. It never forces their arms and relies on that insouciant draw of subtlety and street presence, which is always preferable to crass commercialism. Eminently suitable for business use, Mazda knows how to make an impression on the automotive scene and it does so, without over-wordiness, without over-egging the omelette. Unerringly and timelessly attractive, it is clarity and a delicate touch that wins fans.

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