Boodles

A Message from Lord Pickles and Lord Blunkett, followed by Boodles's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Boodles is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.boodles.com

THE PARLIAMENTARY REVIEW
Highlighting best practice
20 | BOODLES
Managing Director
MichaelWainwright
Boodles’ 220th
anniversary collar
Boodles is a sixth-generation family-owned business that
designs and sells the finest quality jewellery from nine
locations across the UK and Ireland. Founded in 1798, it
has a rich heritage within Liverpool and has been a presence
in London since 1987. Managing Director Michael Wainwright
explains that the business has been associated with his family
since about 1860, when his great great grandfather became
manager of their first shop in Liverpool.
Boodles story began over two centuries ago in the bustling city of Liverpool, which
had become one of the wealthiest cities in the world thanks to its place at the
heart of the British trading empire. In 1860 my great great grandfather, William
Wainwright, saw the opportunity to make his fortune by taking over a local
jeweller, which was renamed Wainwright & Sons. Under my forebears’ guidance
Boodles, as the company is now known, began to thrive. My father grew the
business in the years following the Second World War and took the decision to
open a second shop in 1965, in Chester. Since then we have opened seven further
showrooms, including five in London and one in Dublin. Locations in London
include Bond Street, Sloane Street and Harrods Fine Jewellery Department, some of
the world’s foremost retail locations.
Our expansion into London started in 1987, when we opened a shop in
Knightsbridge. I joined Boodles in 1984, after training as a chartered accountant,
and with Nicholas my elder brother who joined Boodles in 1966, have helped
oversee our progression from a regional county jeweller to an established UK brand.
FACTS ABOUT
BOODLES
»Managing Director:
MichaelWainwright
»Founded in 1798
»Based in Liverpool and
London, with stores in
Manchester, Dublin and
Chester
»Services: Design and retail of
the finest-quality jewellery
from 9 locations across the UK
and Ireland
»No. of employees: 110
Boodles
21BOODLES |
BEST PRACTICE REPRESENTATIVE 2019
Designing fine jewellery
We like to think that we have been
different from the very beginning.
No other national jewellery brand
hails from Liverpool and few have
been steered by six generations of
the same family over some 150 years
(my nephews Jody Wainwright and
James Amos are the sixth generation).
We are passionate about producing
beautiful jewellery and our business
to this day includes just four, all family
shareholders, which is remarkable
given the age of the company.
In 1990, we began a process of
reinventing our approach to the design
and manufacture of jewellery. We
took on our first in-house jewellery
designer, Rebecca Hawkins, who is still
with us today and manages a team of
four. We only sell jewellery designed
by Boodles and our designs are only
available at Boodles. Our jewellery is
largely created and hand-crafted in
London. Supporting the London trade,
which possesses some of the most
skilled craftsmen in the world, is an
important facet of our authenticity and
we are now one of the most significant
designers and makers of fine jewellery
in the UK.
Our jewellery is design-led and
showcases the capability of our
designers and craftsmen. TheRaindance
Ring, designed in 2002, is our most
celebrated piece and in 2010 it was
placed in the permanent collection at
the Victoria and Albert Museum as an
example of “outstanding contemporary
British design”. Boodles also designs
and creates a Wonderland Collection
of jewellery every two years. These are
pieces of outstanding and often avant
garde design which frequently contain
highly important diamonds or coloured
stones, and showcase our outstanding
design credentials.
In 2015 the Wonderland Collection
was designed in collaboration with
the Royal Ballet, of which Boodles is
a sponsor, in a range entitled “Pas de
Deux”. Designer Rebecca Hawkins was
given rare and privileged behind the
scenes access to the Royal Ballet and
its archives to design the collection.
Similarly, engagement rings make up
a significant part of the business and
present an opportunity to develop
relationships with customers at the
start of their jewellery buying lives.
Many people become attached to the
jeweller from whom they purchased
their engagement ring.
Finally, the only items offered that
are not designed in-house are Patek
Phillippe watches. Designed and made
Boodles’ “Be Boodles”
collection and archive
imagery
We only sell
jewellery
designed by
Boodles and
our designs
are only
available at
Boodles
Boodles x Patek Philippe
watch
THE PARLIAMENTARY REVIEW
Highlighting best practice
22 | BOODLES
in Geneva, Switzerland, these watches
are amongst the finest in the world and
they contribute significantly to sales.
Boodles is one of a handful of jewellers
worldwide who sell only Patek Philippe,
and no other watch brand.
A growing brand
Relationships with our customers
are a crucial aspect of our service
and it differentiates us from larger,
more corporate competitors. Our key
demographic of customers is British
entrepreneurs and we make special
efforts to entertain our clients and
provide them with an experience that
goes way beyond buying a piece of
fine jewellery. We believe being a
Boodles customer becomes a way of
life for many.
We host many events in the year, the
most notable being sponsorship of
‘The Boodles Tennis’ Tournament at
Stoke Park, now in its 18th year. “The
Boodles”, as it is known, is a five-day
event that hosts eight of the top 20
tennis players in the world, previous
players including Andy Murray and
Novak Djokovic. Put on just a week
before Wimbledon, 700 Boodles guests
are invited to the event every year and
it presents an important opportunity
for us to showcase our work and build
relationships. As well as this and the
Royal Ballet, Boodles also sponsors the
May Festival in Chester and a race at
Cheltenham Festival, as well as luxury
car event, Salon Privé.
Some customers have been shopping
with Boodles for many years and close
friendships are established. Recently,
we took a group of customers to New
York to meet the manufacturers of the
Ashoka Cut diamond, a relatively new
and important style of diamond cut
exclusive to Boodles. This is an example
of the innovative and creative approach
we take to give our customers
an experience. Customers expect
something beyond simply purchasing
a piece of jewellery and we want them
to love the entire buying journey at
Boodles. They appreciate the difference
that our 220 year-old, sixth-generation,
family-owned business makes to the
quality and heritage behind every piece
and we really strive to showcase this.
Some
customers
have been
shopping with
Boodles for
many years
and close
friendships are
established
Novak Djokovic at
TheBoodles

www.boodles.com

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister