John Lewis

Shop online at John Lewis, the UK's favourite retailer, for the best in furniture, fashion, toys, homewares, electrical, and gifts.

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John Lewis Information

Shop online at John Lewis, the UK's favourite retailer, for the best in furniture, fashion, toys, homewares, electrical, and gifts.

John Lewis & Partners began trading over 150 years ago in 1864 on London's Oxford Street, and is a leading omni-channel retailer in the UK with 50 John Lewis & Partners shops and a growing online business We also offer a range of financial products from Home Insurance to Foreign Currency and our credit card, the Partnership Card through John Lewis Finance.

'Never Knowingly Undersold' has been our unique promise to our customers for over 75 years, on quality, service and value. You can trust that we will always stock the best quality products, responsibly sourced.

If we find a national high street competitor offering a better nationwide price for the same individual product, sold with the same service conditions, we'll lower our price to match in all our shops and on our website, including when a competitor is having a sale

We've been with you every step of the way for 155 years. Which is why we've been exploring how to keep bringing you the services you know and love, as well as new ways to get inspired. Think expert live talks from specialist Partners, virtual appointments, interactive masterclasses and more - live in your home. 

The John Lewis Partnership is the UK’s largest employee owned business and parent company of our two cherished retail brands - John Lewis & Partners and Waitrose & Partners, which are owned in Trust by over 80,000 Partners.

We have 50 John Lewis & Partners shops and 338 Waitrose & Partners shops across the UK, along with and We also have two international sourcing offices, a soft furnishings factory, various distribution centres, three Waitrose & Partners cookery schools, a content production hub, heritage centre and our own Waitrose& Partners farm.

We are stepping into a vital new phase for the Partnership and in March 2020 we launched a Strategic Review.

We need to reverse our profit decline and return to growth so that we can invest more in our customers and in our Partners. This will require a transformation in how we operate as a Partnership and could take three to five years to show results. 

As part of this we will also look at ‘right sizing’ our store estate across both brands, through a combination of new formats and new locations; repurposing and space reductions of existing stores; and closures, where necessary. Through all these changes the Partnership will continue to be:

  • Employee-owned
  • Retain our two brands - John Lewis and Waitrose
  • Put exceptional customer service at the heart of what we do - whether in store, online or in customers’ homes  
  • Focus on quality and value, with Partners empowered to offer products and services that are more local  
  • Put even greater emphasis on ethics and sustainability

There are areas of the business where we know we need to serve customers better. We are focused on:   

  • Designing, sourcing and curating products and services that are good value and creating experiences that help customers live healthily, enjoy their homes, and manage their finances.
  • Both brands working closer together, as one Partnership, and transforming online experiences.
  • Increasing our focus on sustainability by launching our Unpacked trial and reducing plastics.

Our Partners play a key role in the differentiation of our business. We are focused on:

  • Investing in and enhancing the quality of our leadership through training events and restructuring our leadership team.
  • Becoming a workplace leader on health and wellbeing. 
  • Reviewing and modernising Partner pensions and pay.

Our constitution requires us to make sufficient profit to keep the Partnership going, not the highest amount possible, and to put our customers and our Partners ahead of profit.  Our financial strategy is focused on improving our financial strength and flexibility and managing cash and liquidity tightly. We are focused on:

  • Strengthening our balance sheet, liquidity position and Debt Ratio.
  • Improving gross margin and operating efficiency.
  • Reducing costs in pensions, supply chain, property and head offices.

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