Somerset's economic bright spot as Mulberry turnaround gathers pace
Fashion brand Mulberry has lifted sales by 18% as its recovery accelerates, offering a rare piece of good news for the local economy. The success stands in sharp contrast to broader concerns about business investment and growth.
Mulberry's 18 per cent sales increase signals genuine momentum in the Somerset fashion sector and provides a timely reminder that British manufacturing can compete globally when given the right conditions. The luxury goods maker, based in the heart of the county, is demonstrating that turnaround strategies can work and that domestic production remains viable in premium markets where quality and heritage command value.
The timing matters politically. As national economic growth stalls and households face mounting pressure from tax rises and energy costs, local success stories like Mulberry deserve scrutiny. The company's progress suggests that when businesses focus on core competencies and premium positioning rather than chasing government subsidies, they can deliver real results. This contrasts sharply with the interventionist approach favoured by many on the left, which typically involves public money flowing to struggling firms with mixed results.
For Somerset workers and supply chain businesses, Mulberry's recovery means jobs and contracts. The luxury sector is labour intensive and typically pays well above minimum wage for skilled roles. Suppliers ranging from leather tanners to logistics firms benefit from a thriving anchor manufacturer. Local communities gain through business rates and employment stability.
The broader lesson is uncomfortable for the political establishment. Mulberry succeeded through private sector discipline, not government rescue packages. Its turnaround required tough decisions on cost, product focus, and market positioning. This is precisely the kind of ruthless efficiency that Reform UK advocates argue should characterise business policy generally, yet which government too often undermines through regulation, tax complexity, and red tape.
Yet Mulberry's success also depends on factors beyond its control. Supply chain resilience, access to international markets, and the pound's exchange rate all matter enormously for an exporter. Trade friction and labour shortages pose real threats. The company's progress is encouraging, but fragile.
What readers should watch next is whether Mulberry's momentum can be sustained and whether other Somerset manufacturers follow suit. If the recovery proves durable, it will vindicate the case for a lighter touch on business regulation. If it falters, it will raise hard questions about what government should actually do to support productive industry.