Monday Interview: What Amazon journey taught Emma Booth about the future

When you think of Preston-headquartered family owned grocer Booths, it comes with a certain upmarket northern nobility. A love of food, a northern pride and a certain sense of reassurance. 

That and the yellow sticker shelf offers some pleasant discount surprises if you get there at the right time. 

You can also have a nice chat with the staff on checkout at any one of their 28 stores, who seem to enjoy working there and dealing with customers. In 2023 Booths ditched an experiment with self-checkouts, which to those of us who have shopped there all of our lives, made perfect sense.

For Emma Booth, from the seventh generation of the family, and who has recently joined the board as chief brand officer, and overseen a brand refresh, the self-checkout question is about service rather than technology. 

“Every decision we make starts with the customer experience. There isn’t a single right or wrong approach to self-checkouts; it depends entirely on the experience you’re trying to create for your customers. 

“Our customers consistently tell us they value human interaction, knowledgeable colleagues and genuine conversations, so investing in those moments is entirely consistent with the Booths brand. That’s why we’re continuing to invest in our specialist counters, where customers can talk to experts, ask questions, discover new products and receive personal recommendations. We embrace technology where it enhances the customer experience, but never at the expense of the warmth and personal service that makes Booths distinctive.” 

She’s relishing her current role and describes it as a “privilege” to help shape the future of a family business that has been part of people’s lives for generations. 

“As a member of the Booths family, I feel a real responsibility to protect what makes the brand special while ensuring it continues to evolve for future generations. It’s incredibly rewarding to work alongside talented colleagues and trusted supplier partners, knowing that together we’re building on a legacy that’s been shaped over more than 175 years,” she says.

New look for Booths stores

Though Booths has always been part of her life, she naturally grew up with a real appreciation for the business, its values and what it means to our customers and colleagues, but her route towards the high table of the business was always conditional on her “earning her stripes” elsewhere. 

“My Dad and I always agreed that it was important for me to build my own career first, gain experience elsewhere and earn my stripes before joining the family business. The idea was that if I did return, I would bring fresh thinking, new skills and a different perspective that could genuinely add value to the business. That’s what led me to spend six years at Amazon, where I developed experience that has been invaluable. Coming back to Booths felt like the right time to apply what I’d learned and help shape the next chapter of a business that means a great deal to me and my family. “ 

She says her time at Amazon taught her the importance of always starting with the customer and using data to inform decisions without losing sight of intuition and creativity. 

In that incredibly fast-paced environment she was always encouraged to innovate, operate at high standards, but there was a willingness to challenge the retail status quo, she says. “I also learned the value of moving quickly, testing ideas and continually improving; lessons that have been invaluable in helping me balance a heritage brand’s traditions with the need to keep evolving,” she adds.

On arriving back in Lancashire and taking on the task of evolving the look and feel of Booths and its brand, she eventually put together a brief for specialist brand consultants The Strategy Shop & Smith.

“The brief was to evolve the Booths brand, not reinvent it. We wanted to build on our heritage and the trust we’ve earned over generations, while ensuring the brand felt more relevant, distinctive and emotionally engaging for today’s customers. 

“At its heart, the ambition was simple: to make Booths truly irresistible, while preparing the brand for growth beyond our store estate through both business-to-business partnerships and direct-to-consumer channels. The Strategy Shop & Smith helped us articulate what makes Booths unique, creating a clearer brand platform that celebrates our passion for great food, our local roots and the warmth and authenticity that define the Booths experience.”

She says the most important elements of the brand refresh is that it is rooted in Booths’ heritage, but designed for the future. 

“We’ve brought back the Booths lion as a proud symbol of our history, craftsmanship and confidence, reconnecting the brand with an important part of its identity. We’ve also introduced a richer blue to reflect the premium quality, trust and timelessness that define Booths, while helping us stand out more distinctively. 

“Finally, we’ve added our founder Edwin Henry Booth’s signature to our packaging as a mark of authenticity and a reminder that we’re still guided by the same principles of quality, integrity and care that the business was built on over 175 years ago. Together, these elements create a brand that feels both unmistakably Booths and ready for the future.”

However, she says it isn’t just a case of repainting the vans and changing the colour palette, she knows that in order for it to work, and reinforce that connection with customers old and new, she has to ensure everyone in the business is fully bought into the brand’s ethos.

“Getting people to believe in the brand starts with making it meaningful. We don’t talk about the brand as a logo or a campaign; we talk about the standards we set, the choices we make and the experience we want every customer to have. It’s about giving colleagues a clear sense of purpose and showing how every role contributes to delivering the Booths experience. When people understand that and see it reflected in the decisions the business makes every day, the brand becomes something they trust, not just something they wear on a badge.”

That also influences buying and product sourcing decisions that are central to Booths values.

“While value is important, we never define it by price alone. We look for products with outstanding quality, strong provenance and a story worth telling; whether that’s from a local artisan producer or a long-standing national supplier. 

“We build long-term partnerships with suppliers who share our commitment to quality, sustainability and responsible sourcing, because those relationships ultimately deliver a better experience for our customers. Every decision is guided by a simple question: is this something we’re proud to put the Booths name alongside? That discipline helps ensure our range remains distinctive, trusted and true to what Booths stands for.”

She says the next chapter for Booths is about expanding the reach of the brand beyond store locations, while continuing to invest in the stores and customer experience that remain at the heart of our business. 

“We see significant opportunities to grow through carefully selected commercial partnerships and a much stronger direct-to-consumer proposition, while also making greater use of our own manufacturing capabilities. 

“Our business-to-business strategy is about bringing Booths products and expertise to new markets. Alongside supplying premium food and drink through the right partners, we have the capability to develop and manufacture exceptional products for like-minded businesses, creating new revenue streams while showcasing the quality and craftsmanship that sit behind the Booths name. At the same time, we’re investing in our direct-to-consumer offer so customers across the UK can enjoy Booths products wherever they live. By expanding our online range and making more of our exclusive products available nationally, we can build relationships with customers who may not have had the opportunity to visit one of our physical stores. For us, growth isn’t just about opening more stores; it’s about unlocking the full potential of the Booths brand and the capabilities that sit behind it.”

None of that comes without risks, and she is factoring in huge meta issues when considering the business’s wider strategy.

“The UK grocery market is one of the most competitive it’s ever been. Retailers are facing continued cost inflation, rising employment costs, supply chain pressures and increasingly cautious consumer spending, all while customers expect exceptional quality, value and convenience. It’s a challenging environment for every business in the sector. 

“For Booths, the opportunity lies in staying true to what makes us different rather than trying to compete on the same terms as everyone else. We remain focused on offering an experience, product range and level of service that customers can’t find elsewhere, while continuing to invest in the areas that will support sustainable long-term growth. As we explore new opportunities beyond our stores, we’re equally mindful of protecting the integrity of the brand, ensuring every step forward strengthens what Booths stands for.”