I S Enterprises International

A Message from Lord Pickles and Lord Blunkett, followed by I S Enterprises International'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 I S Enterprises International 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
21I S ENTERPRISES INTERNATIONAL |
BEST PRACTICE REPRESENTATIVE 2019
Managing Director
DavidSanders-Smith
Fully stocked ISE showroom
I
S Enterprises were founded in 1971 by David Sanders-Smith,
selling garments for use in the promotional clothing sector,
and are now recognised as one of Europe’s leading companies
in this industry. In 1994, they set up their own clothing brand,
RESULT Clothing Ltd, and later established SPIRO Performance
Activewear. ISE now offer ten leading promotional clothing
brands and over 100 different clothing styles from £12 million
worth of stock. Managing Director David explains his success
and what he has planned for the future.
Providing high-value, high-quality products to the promotional industry has always
been our company’s intent. Even though we’ve been in business for nearly 50
years, we are still fully committed to providing our customers with the highest level
of service. Our founding principle to focus on customer needs has led us to be
recognised today as a leader within the promotional clothing sector.
When I founded the company in 1971, only T-shirts and caps were available for
textile advertising. With the establishment of our own jacket brand RESULT in
1994, we were able to diversify the options available, becoming the first company
to stock jackets within the industry. When I founded RESULT, we were the only
promotional clothing company holding stock jackets for immediate delivery – today
there are over 100 throughout Europe, 30 operating in the UK alone. By including
jackets and various other types of clothing, we now sell our own brands through
34 distributors throughout the EU.
We were the last active clothing factory in Colchester, ending what was a major
industry in the town for years. When production closed, all the remaining staff
FACTS ABOUT
I S ENTERPRISES INTERNATIONAL
»Managing Director:
DavidSanders-Smith
»Founded in 1971
»Based in Colchester, Essex
»No. of employees: 60
»Services: Sale of clothing for
use in the textile advertising
industry
www.resultclothing.com
I S Enterprises
International
THE PARLIAMENTARY REVIEW
Highlighting best practice
22 | I S ENTERPRISES INTERNATIONAL
were integrated into the main
company in order to use their skills
in other aspects such as design and
quality control. Since the establishment
of RESULT and SPIRO, we have grown
rapidly. This year we had a turnover
of £40 million with a large part of
our business coming from exports to
EU countries. In a list featured in
The
Sunday Times
this year, RESULT was
accredited in the top 200 companies
with the highest recorded export
growth, amounting to 55 per cent of
our total turnover. 
A global outlook
In recent times we have attempted
to expand beyond the European
market. In the last five years we tried
to establish our business in the US.
I travelled to Philadelphia in order
to meet the largest wholesaler of
advertising textiles in the country
as they were interested in meeting
the most successful jacket brand in
Europe. We were offered an initial
order of $1.5 million but the terms
and penalties were so different to the
regulations in the EU that we decided
to decline the business rather than risk
our success for a maximum gain of five
per cent. We also sell our products in
New Zealand and Australia but these
markets only add 2.5 per cent to
ourbusiness.
We have moved our production from
Colchester to India and China and
more recently Bangladesh. I personally
spend three months every year
ensuring that the quality of production
and staff working conditions are up
to standard. We highly encourage
innovative solutions to improve
life for our workers and to ensure
fairemployment.
A key part of our success has been
maintaining the same manufacturing
sourcing, and we have been dealing
with the same factories in China
since 1986. Likewise, retaining key
staff is essential for the continued
development of any business.
Environmental considerations are an
integral part of our business practice
with particular attention paid to
responsible product design, energy-
efficient manufacturing and effective
use of recycling. From the earliest
stages of product design through
manufacturing, we take care to
keep our activities and our products
environmentally sound.
The 14-acre Result
distribution centre in
Beccles, Suffolk
When I founded
RESULT, we were
the only
promotional
clothing
company holding
stock jackets for
immediate
delivery – today
there are over
100 throughout
Europe, 30
operating in the
UK alone
23I S ENTERPRISES INTERNATIONAL |
BEST PRACTICE REPRESENTATIVE 2019
The threat of Brexit
When I first founded I S Enterprises,
I was personally selling across
Europe, travelling between Holland,
Scandinavia, Germany and France.
I did the deliveries, drove the van
and prepared all the documentation
for border crossings. I personally
experienced the delays and the time
involved in producing the necessary
documents to transit Europe.
I had to stop at every border for
import stamping before arriving at
the eventual destination. Back in the
1970s, a delivery to Frankfurt took four
days, and the length of the journey
to Paris was almost the same. I spent
countless hours in queues that began
at Dover and continued in Calais and
at the German border, before having
to wait for final clearance to deliver to
my customers.
Initially it was incredibly difficult to
try to grow my company. It was only
after Britain joined the EU that I saw
sustained growth. Britain became more
prosperous, meaning I could begin to
sell to UK clients. It also became easier
to cross borders, speeding up and
easing delivery routes.
Brexit threatens all this progress. I
would hate to see Britain return to
the period before our membership,
and if we cannot secure a good Brexit
deal, I believe we will. I fear that the
queues at Dover would now be even
worse than they were 40 years ago
as the streamlined EU member states
have become accustomed to smooth-
trading borders.
For us personally, a poor Brexit deal
would mean we would have to reduce
part of our UK operations and it would
make our exports to the EU, a key
part of our success, difficult to the
point that we may have to cease them
completely. The loss of this business,
which I have personally built up over
47 years, and the loss of the revenue
we have created for the country and
our staff, would be deeply saddening.
Brexit threatens
all this progress.
Iwould hate to
see Britain return
to the period
before our
membership,
and if we cannot
secure a good
Brexit deal, I
believe we will
ISE head office
Inside the Beccles
distribution centre

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from the prime minister.

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

By The Rt Hon Theresa May MP

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