Anderson Maguire targets growth after bringing in outside expertise

Mr Webb, who first entered the industry in 1980, was latterly general manager of funeral services at the Midlands Co-operative Society, a role he held between 2004 and 2014.

The Midlands co-op, which has around 150 funeral homes, is part of the Central England Co-operative, the third largest provider of funeral services in the UK.

Mr Webb, who travels from his Peak District base to work in Glasgow four days a week, has wasted no time in taking up the ambitious growth strategy set by his predecessor.

The company has just sanctioned a £1 million investment in eight “onstage” Mercedes vehicles - three hearses and five cars – as well as new vans and ambulances.

And under Mr Webb’s leadership it has introduced a profit sharing scheme for the firm’s staff, in addition to its long-established company pension.

Mr Webb said the scheme gives staff “ownership of the company”.

“Once we have met our targets, and taken care of the re-investment in the business from a capital investment need, any surplus is shared back into the business with colleagues,” Mr Webb said.

“My belief in that that it keeps them hungry to provide [a] quality service, which naturally generates more funerals, and the business generates its increase in turnover.”

Anderson Maguire has no immediate plans to add to the company’s 11 branches.

After opening “three or four in quick succession”, the focus is now on bedding down the most recent acquisitions and putting its systems in place. But that does not mean it is not ambitious to grow its share of the Scottish market.

Anderson Maguire is part of the estimated 60 per cent of the market occupied by independent family-owned firms in Scotland, with Dignity, the listed funeral business, co-ops and smaller groups account for the balance.

According to the most recent figures on registered deaths from the National Records of Scotland, Anderson Maguire holds a 14.6 per cent share of the market among independents in the Glasgow city trading area.

“Our market share is edging up nicely,” Mr Maguire said. “We have increased competition from budget funerals but our numbers are going up. We deliver a quality product and it is what we remain focused on.”

Mr Maguire emphasised how important repeat business is to the firm, which turns over £3,3m and employs 26 full-time and 15 part-time staff.

“The people in Glasgow have expectations of what Anderson Maguire that we deliver,” he said. “We have built that brand over a number of years and people expect us to maintain a certain level. It costs a lot to maintain that.”

Mr Maguire added: “People are extremely loyal to us. We know statistically that loyalty to a funeral directors runs at something between 60 and 65 per cent. With us, it’s over 90 [per cent]. We pick this up from the surveys we do.”

Mr Webb noted: “We take the view that any increase in profitability is put back in the business to ensure standards don’t just remain high, but the highest of all our competitors. If you do a good job, people will come back to you.”

He added: “Rather than become an expensive director doing a lower number of funerals a year, we would sooner be a busier director generated through high quality service that generates its money back into that business, to ensure that we are there for future generations.”

While the arrival of Mr Webb has allowed Mr Maguire to step back from the day to day financial running of the company, Mr Maguire is still very much the face of the business. His family also remain heavily involved.

Mr Maguire said: “One of the best decisions I made was bringing in someone like Paul who had a proven track record, who has no ties whatsoever to our family. He’s there purely and simply as a professional manager. He has brought a wealth of expertise.”