Business

Where do you start when choosing new flooring?

When shopping for new flooring a good place to start is to decide which type of flooring you want in each room. Carpet for the bedrooms? Carpet, LVT, Laminate or wood in the hallways? LVT or stone in the kitchen and bathrooms? It’s your home so you can choose whichever flooring you want for each room!

With that being said, you do need to make sure the flooring is suitable for each room. This largely comes down to making sure the flooring for bathrooms and toilets are not going to be easily damaged by moisture. Plus most people prefer soft carpet in their bedrooms.

You then need to decide how much you want to spend and then start shopping for products within your budget.

Which flooring is popular right now?

The most popular interior flooring right now is LVT flooring. There are numerous features of LVT that make it attractive to so many. It’s waterproof, it’s easy to install, it’s not hugely reactive to temperature and it’s available in wide varieties.

Keeping in mind all of the above advantages, all of these benefits are available at a lower cost than natural floor types such as real wood or stone. The click LVT versions are designed to be suitable for DIY home projects by people with little to no experience in flooring installs.

The glue down LVT versions are also simple to install but they do require adhesive, which makes the installation more involved. This version is better suited to professional installers and also commercial environments such as schools and offices.

Is LVT really better than Laminate?

LVT and Laminate flooring are very similar, the main difference between them is LVT flooring is fully waterproof and laminate is not. Laminate is a little cheaper and can be less brittle during the installation process. Laminate is also extremely hard wearing, but can easily become ruined if it gets wet.

This provides peace of mind knowing that you could submerge LVT in water and it be totally fine. For a little extra money the majority of people would rather have the peace of mind.

There are those however that choose to save money by only having LVT in bathrooms and toilets, and have laminate for the larger living room, hallways and kitchen areas. It does make sense if you want to keep costs down to use the less expensive option for the large areas and the more expensive option for the smaller areas. Online flooring supplies shops usually have lower prices than high street shops so it’s worth shopping around.

Which is better, stone or LVT flooring?

LVT and stone flooring serve a similar purpose, they are both hard wearing and waterproof. However considering more people in recent years have purchased LVT flooring than stone, the numbers indicate that LVT must be better.

LVT is easier to install, it’s warmer to the touch, it’s slightly softer and it’s quieter to walk on. A large percentage of DIY installers are capable of installing click LVT flooring, whereas a much smaller percentage are capable of installing stone flooring.

Like most things in life it ultimately comes down to personal preference. Good quality stone floors do look fantastic and it’s easy to understand why stone floors are still popular.

Is real wood flooring still a good idea?

Real wood flooring is still highly popular so lots of people clearly think it’s still a good idea. The natural warm luxury that real wood flooring provides is unique and cannot be matched by any other flooring material.

Solid wood flooring has been known to last over 100 years, which is an incredibly long period of time. Stone flooring can last this long too, however stone is noticeably harder and colder than wood.

Engineered wood flooring with a thick wear layer can easily last more than 30 years. It doesn’t tend to last as long as solid wood because it has a thinner wear layer which can’t be sanded down as many times as solid wood.

Is carpet suitable for bathrooms?

Carpet if often used in bathrooms because it’s soft for bare feet and also non slippery. Whilst carpet is fine to get a bit wet in bathrooms and showers, the main reason to not use carpet in these areas is hygiene.

Especially rooms where there are toilets, the most hygienic flooring option is something that can be easily cleaned with disinfectant. The nature of carpet with its soft fibers can make it difficult to get as clean as a material such as LVT.

If you do really want carpet in bathrooms and toilets it’s best to change the carpet more regularly to be as hygienic as possible.

Read more:
Which Interior Flooring is Best?

Dyson has reported a £440 million drop in annual sales after being hit by US trade tariffs, although the group managed to increase profits through cost-cutting measures and operational efficiencies.

The company said revenues fell from £6.57 billion to £6.13 billion in 2025, marking a second consecutive year of decline following more than two decades of uninterrupted growth. The downturn was attributed to a combination of weaker consumer confidence in key markets, currency fluctuations and the impact of tariffs introduced under Donald Trump.

The US levies targeted imports from countries including Malaysia and the Philippines, where Dyson manufactures a significant proportion of its products. Tariffs initially reached as high as 24 per cent before being reduced, but still had a material impact on the company’s ability to compete on price in one of its most important markets.

Dyson responded by increasing prices in the US, citing broader global economic pressures, which in turn contributed to softer demand.

Chief executive Hanno Kirner described the tariffs as “particularly damaging”, noting that they had disrupted sales momentum at a time when consumer sentiment was already fragile across major economies including the US, Germany and China.

Despite the drop in sales, Dyson’s profitability improved significantly. Operating profits rose from £520 million to £600 million, while earnings before interest, tax, depreciation and amortisation (EBITDA) increased from £940 million to £1.1 billion.

The improvement was largely driven by a programme of cost reductions, including job cuts implemented in 2024, when the company reduced its UK workforce by around 1,000 roles.

The results underline Dyson’s ability to protect margins even in challenging trading conditions, reflecting a disciplined approach to cost management and pricing.

The company maintained a strong focus on product development, investing £400 million in research and development and launching a record number of new products during the year.

James Dyson said the business remains committed to innovation as a key differentiator in increasingly competitive markets.

Dyson has expanded beyond its core vacuum cleaner business into categories such as haircare, air purification and robotics, where it is competing with both established brands and lower-cost entrants.

The company is also integrating artificial intelligence into its product range, including new robotic cleaning systems capable of identifying and removing stains, as it seeks to maintain a technological edge.

Now headquartered in Singapore, Dyson continues to operate in more than 80 markets worldwide, with growth in the UK partially offsetting declines elsewhere.

Kirner said the company plans to broaden its product offering further, introducing devices at a wider range of price points to reach more consumers.

The results highlight the challenges facing global manufacturers in an increasingly fragmented trade environment, where tariffs and geopolitical tensions can have a direct impact on supply chains and pricing.

For Dyson, the combination of strong profitability and continued investment suggests resilience, but the decline in sales underscores the pressure on consumer demand and the risks associated with global trade disputes.

As the company navigates these headwinds, its ability to balance innovation, cost control and market expansion will be critical in determining whether it can return to sustained revenue growth.

Read more:
Dyson hit by £440m sales drop as Trump tariffs bite

Octopus Investments is set to cut around a fifth of its workforce as it accelerates the adoption of artificial intelligence, in a move that reflects the rapid transformation underway across the asset management industry.

The City-based firm, which manages close to £15 billion in assets, is understood to be placing around 130 roles at risk of redundancy, primarily in back-office functions. With just over 600 employees, the restructuring represents a significant shift in how the business operates, as it seeks to streamline processes and modernise its infrastructure.

The cuts form part of a broader strategy to invest more heavily in technology, particularly AI, which is increasingly being used to automate routine tasks, improve efficiency and reduce operational costs across financial services.

The move underscores how quickly AI is reshaping the financial sector, particularly in areas such as administration, compliance and reporting, where repetitive processes are well suited to automation.

Asset managers have been among the fastest adopters of the technology, using AI tools to handle data processing, client onboarding and portfolio analytics. As a result, roles that were once labour-intensive are being reduced or redefined.

Octopus Investments said the decision was necessary to ensure the business remains competitive in a rapidly changing environment.

“We’ve made the difficult but necessary decision to ensure we are a simpler business that can respond to the pace of change,” a spokesperson said, adding that affected employees would be supported in finding new roles both within the wider group and externally.

The restructuring is not an isolated case. Across the City and globally, financial institutions are reassessing their workforce structures as AI capabilities expand.

HSBC, for example, is reportedly considering up to 20,000 job cuts over the coming years, partly driven by the efficiency gains offered by AI.

The shift reflects a broader recalibration of the industry, where firms are balancing cost pressures with the need to invest in new technologies that can enhance performance and client service.

Despite the job cuts, Octopus Investments remains financially robust. The firm reported a 10.3 per cent increase in net profit to £76.7 million in 2024, with revenues rising to £225.7 million.

It is one of the most profitable divisions within the wider Octopus Group, which also includes businesses such as Octopus Energy and Octopus Money.

The decision to reduce headcount is therefore not driven by financial distress, but by a strategic effort to adapt to technological change and maintain long-term competitiveness.

The firm has faced some criticism in recent years over the fees charged on certain investment products.

Its flagship venture capital trust, Octopus Titan VCT, agreed to reduce management fees by 17 per cent last year, while the company has also earned substantial fees from managing private investment vehicles, even in periods where those funds reported losses.

These issues have added to the pressure on the business to demonstrate efficiency and value for investors, a factor that may also be influencing its push towards automation.

For employees, the restructuring highlights the growing impact of AI on white-collar roles, particularly in financial services.

While front-office and client-facing positions are less immediately affected, back-office functions are increasingly being automated, reducing the need for large operational teams.

At the same time, new roles are emerging in areas such as data science, AI development and digital strategy, suggesting a shift in the types of skills required across the industry.

As AI continues to evolve, asset managers are likely to face further pressure to adapt their business models, balancing efficiency gains with the need to retain expertise and maintain client trust.

For Octopus Investments, the current restructuring represents a significant step in that transition, one that reflects both the opportunities and challenges posed by technological change.

Across the City, similar moves are expected to follow, as firms seek to position themselves for a future where automation plays an increasingly central role in financial decision-making and operations.

Read more:
Octopus Investments to cut 20% of staff as AI reshapes asset management

Next has unveiled a major expansion of its UK logistics network, committing more than £300 million to new warehouse infrastructure in a move it says could deliver a £2.5 billion boost to the wider economy.

The FTSE 100 group has secured planning permission for a new 1.2 million square foot distribution centre at its Elmsall complex in West Yorkshire, with construction expected to begin in 2028 and the facility set to become fully operational early in the next decade.

The investment marks a significant step in Next’s strategy to scale its domestic operations and support continued growth in online sales, which have outpaced expectations in recent years.

The retailer plans to spend £307 million on logistics over the next three years, as it responds to a sustained surge in digital demand. Web sales have grown by 28 per cent over the past two years, far exceeding the company’s earlier forecast of 10 per cent.

The expansion is designed to increase capacity, improve efficiency and support faster delivery times, positioning Next to compete more effectively in an increasingly digital retail environment.

While UK sales grew by a comparatively modest 7 per cent last year, international sales surged by 35 per cent, highlighting the importance of strengthening domestic infrastructure to support long-term growth.

The announcement comes alongside robust financial results, with pre-tax profits rising 15 per cent to £1.2 billion for the year to January 2026.

Investors responded positively, with Next’s share price rising by as much as 6 per cent following the update, reflecting confidence in both the company’s performance and its forward investment strategy.

Alongside physical infrastructure, Next is also increasing its use of artificial intelligence across key areas of the business, including customer service, product development and software engineering.

Chief executive Simon Wolfson said the company sees AI as a tool to enhance productivity rather than replace workers.

“AI will change people’s jobs rather than replace them, making them much more effective and removing tasks they enjoy least,” he said.

The retailer is not yet deploying AI within its warehouse operations, but Wolfson indicated that the technology could play a significant role in future logistics planning, particularly in demand forecasting and inventory optimisation.

“AI is perfectly placed to help support those decisions,” he said, noting its ability to analyse large datasets and model different scenarios.

The investment comes at a time when retailers are facing rising cost pressures, including higher energy prices linked to global geopolitical tensions.

However, Wolfson dismissed the idea that businesses should seek government bailouts, arguing that public finances are already under strain.

“We’ve got to recognise the government hasn’t got a lot of money spare,” he said. “Asking for support at a time like this is problematic.”

Next estimates that its logistics expansion will contribute £2.5 billion to the UK economy, through a combination of direct investment, job creation and improved supply chain efficiency.

The development is also expected to strengthen the UK’s retail infrastructure at a time when e-commerce continues to reshape consumer behaviour and industry dynamics.

The company’s strategy reflects a broader trend among major retailers, who are investing heavily in logistics and technology to adapt to a rapidly evolving market.

For Next, the combination of strong financial performance, expanding digital demand and targeted investment in infrastructure provides a foundation for continued growth.

As the retail sector navigates cost pressures and shifting consumer habits, the success of such investments will be critical in determining which players can maintain their competitive edge in the years ahead.

Read more:
Next to invest £300m in UK logistics as new warehouse set to deliver £2.5bn boost

UK drivers are bracing for a sharp rise in fuel costs, with petrol prices expected to exceed £1.50 per litre for the first time in nearly two years as the fallout from the Middle East conflict continues to ripple through energy markets.

According to RAC, the average price of petrol has already climbed to 149.82p per litre and is likely to break through the 150p threshold imminently. Diesel prices have risen even more steeply, reaching an average of 176.66p per litre, an increase of more than 34p since strikes on Iran began.

The surge marks the highest diesel prices since the energy crisis triggered by Russia’s invasion of Ukraine in late 2022, underscoring the sensitivity of fuel markets to geopolitical shocks.

The primary driver of the increase is the sharp rise in global oil prices. Brent crude is currently trading at around $107 per barrel, having surged from roughly $70 a month ago and briefly approaching $120 earlier in June.

Simon Williams of the RAC said wholesale fuel data suggests further increases are likely in the short term, with petrol potentially reaching 152p per litre and diesel climbing towards 185p.

“While soaring costs at the pumps are putting a strain on drivers, as long as oil remains around $100, prices should begin to stabilise,” he said, though he cautioned that further volatility remains possible depending on developments in the conflict.

Fuel prices continue to vary significantly across the UK, with drivers in rural areas and at motorway service stations often paying the highest rates.

Petrol prices at motorway forecourts have already exceeded 171p per litre, while some locations are charging more than 190p for diesel, with a handful exceeding 200p. By contrast, drivers in certain parts of Lancashire are paying closer to 143p for petrol, highlighting a growing regional disparity.

The rise in fuel costs is expected to feed through into broader inflation, affecting transport costs, supply chains and the price of goods and services.

For households, higher petrol and diesel prices are an immediate hit to disposable income, particularly for those reliant on cars for commuting or living in areas with limited public transport.

Businesses, especially those in logistics and transport, are also facing increased operating costs, which may ultimately be passed on to consumers.

While drivers face rising costs, the government is set to benefit from increased tax receipts. Fuel prices in the UK are subject to 20% VAT, which is applied on top of fuel duty, effectively creating a “tax on a tax”.

The RAC Foundation estimates that UK motorists consumed nearly 47 billion litres of fuel last year. Based on pre-conflict prices, this would have generated around £13 billion in VAT revenue.

With petrol and diesel prices rising sharply, that figure is now expected to increase to approximately £15.5 billion, delivering an estimated £2.5 billion windfall to the Treasury.

The government has accused fuel retailers of profiteering from the price surge, although forecourt operators have rejected the claims, arguing that higher wholesale costs are being passed through to consumers.

The debate highlights ongoing tensions over fuel pricing transparency and the distribution of costs across the supply chain.

Much will depend on the trajectory of oil prices in the coming weeks. If geopolitical tensions ease and supply stabilises, prices could plateau or begin to fall. However, a prolonged disruption to global energy markets could push costs higher still.

For now, drivers face a renewed period of volatility at the pumps, a reminder of how quickly global events can translate into everyday economic pressures.

Read more:
Petrol set to top £1.50 a litre as Iran war drives fuel price surge

The United States has warned that Sir Keir Starmer’s push to realign the UK more closely with European Union rules risks undermining transatlantic trade, in a rare public intervention that highlights growing tensions over Britain’s post-Brexit strategy.

Warren Stephens said Washington views the UK government’s plan to reintroduce elements of EU regulation, particularly in agriculture and food standards, as a potential obstacle to trade with the US.

“To the extent that that affects US trade and requirements, that’s going to be a problem,” he told a business audience in London, adding that such a move “will not be favourably received in Washington”.

The warning comes as Keir Starmer and Chancellor Rachel Reeves seek closer economic ties with Brussels, including plans to reintroduce an initial tranche of 76 EU directives into UK law.

The proposed alignment, largely focused on farming and food standards, is intended to smooth trade relations with the EU and reduce friction for exporters. However, US officials fear it could complicate market access for American goods, particularly where regulatory standards diverge.

Stephens suggested that the UK’s attempt to balance its relationships with both Brussels and Washington could create competing pressures.

“I know the EU is important to the UK, and you’ve got to do what’s best for you,” he said. “But it does have implications for our trade relationship.”

The comments also reflect broader frustration in Washington over the pace of progress on the UK-US trade deal agreed last year under Donald Trump.

While the agreement came into force in mid-2025, Stephens indicated that the US is keen to see faster implementation and deeper integration.

“We’re excited by these deals and ready to act,” he said. “We want to see the same urgency from our partners.”

Among the proposals under discussion is a framework that would allow companies to raise capital across UK and US markets using domestic regulatory filings, a move aimed at strengthening financial ties between the two economies.

The US ambassador contrasted Washington’s relatively smooth dealings with the UK against what he described as a more difficult relationship with the EU, despite a trade agreement signed last year.

Delays in ratifying that agreement, partly linked to geopolitical tensions, have underscored the complexity of EU negotiations and may be influencing US concerns about the UK moving closer to European regulatory frameworks.

Beyond trade, Stephens also weighed in on broader economic policy, urging the UK to make greater use of domestic energy resources, including North Sea oil and gas, to support competitiveness and reduce costs.

At the same time, he adopted a more measured tone on the UK’s engagement with China, acknowledging the importance of the market while warning of the need to protect sensitive technologies and intellectual property.

The intervention highlights the increasingly delicate position facing the UK as it seeks to recalibrate its global relationships in the post-Brexit era.

Efforts to rebuild ties with the EU are seen by the government as essential to boosting trade and economic growth. However, the US remains one of the UK’s most important economic partners, and any perceived shift towards European alignment risks creating friction.

For businesses, the potential divergence in regulatory standards raises questions about market access, compliance costs and long-term strategy.

As the UK pursues a more pragmatic approach to international trade, balancing relationships with both the EU and the US will be critical.

The latest warning from Washington suggests that alignment with Brussels may come with trade-offs, and that the path to maximising economic opportunity may be more complex than anticipated.

For policymakers, the challenge will be navigating these competing priorities without undermining the UK’s position in either of its most important trading relationships.

Read more:
US warns Starmer’s EU reset could strain UK trade ties

The UK is expected to suffer the largest economic hit among major global economies from the ongoing Middle East conflict, according to the OECD, which has sharply downgraded its growth forecasts and warned of rising inflation risks.

In its latest outlook, the OECD cut the UK’s growth forecast for 2026 to just 0.7 per cent, down from a previous estimate of 1.2 per cent, placing it among the weakest performers in the G20. Only Italy is expected to record slower growth among the G7 economies, while the UK is also forecast to experience one of the highest inflation rates in the group.

The downgrade reflects the UK’s vulnerability to rising energy costs, which have surged following the escalation of the US-Israel conflict with Iran. Disruptions to oil and gas supplies, particularly through the Strait of Hormuz, have driven up wholesale prices, feeding directly into inflation and dampening economic activity.

The OECD warned that a prolonged conflict could lead to “significant energy shortages” globally, with knock-on effects including higher fertiliser costs, reduced crop yields and a potential spike in food prices next year.

For the UK, which remains heavily reliant on imported energy, the impact is particularly acute. Rising fuel costs are already being felt at petrol stations and in heating bills, while businesses are facing higher input costs across supply chains.

Alongside weaker growth, inflation is now expected to rise significantly. The OECD forecasts UK inflation will reach 4 per cent this year, up from a previous estimate of 2.5 per cent, before easing to 2.6 per cent in 2027, still above earlier projections.

Across the G20, inflation is now expected to average 4 per cent, compared with a previous forecast of 2.8 per cent, highlighting the global nature of the price shock.

The combination of slowing growth and rising inflation raises the prospect of a stagflationary environment, complicating policy decisions for central banks and governments.

Financial markets have already begun to adjust to the new outlook, with expectations that the Bank of England may need to delay or reverse planned interest rate cuts.

Mortgage lenders have responded by increasing rates and withdrawing hundreds of deals, reflecting concerns about sustained inflation and higher borrowing costs.

The shift in expectations marks a sharp reversal from earlier in the year, when markets had anticipated a gradual easing of monetary policy.

Chancellor Rachel Reeves acknowledged the impact of the conflict but insisted the government’s economic strategy had strengthened the UK’s resilience.

“In an uncertain world we have the right economic plan,” she said, adding that recent policy decisions had put the country in a better position to weather global instability.

However, opposition figures have seized on the downgrade as evidence of underlying economic weakness. Mel Stride described the forecast as a “damning verdict” on the UK’s vulnerability, while the Liberal Democrats called it a “wake-up call” for policymakers.

The effects of the energy shock are already being felt across the corporate sector. Retailers and manufacturers have warned of rising costs linked to fuel, transport and energy.

Executives at major UK companies have highlighted the growing burden of energy-related expenses, with some warning that sustained increases could force businesses to pass costs on to consumers.

The deteriorating fiscal position also limits the government’s ability to respond with large-scale support measures. Reeves has indicated that any assistance for households will be targeted and constrained by borrowing rules, reflecting the pressure on public finances.

The OECD emphasised that support measures should be “timely and well-targeted”, focusing on vulnerable households and viable businesses while maintaining incentives to reduce energy consumption.

Beyond the immediate crisis, the OECD highlighted the need for longer-term policy changes to reduce reliance on imported fossil fuels and improve domestic energy resilience.

Investments in renewable energy, energy efficiency and infrastructure are seen as critical to mitigating future shocks and stabilising the economy.

The latest forecasts underscore the fragile state of the UK economy, which was already experiencing modest growth before the conflict.

While global growth is expected to hold at around 2.9 per cent this year, the UK’s weaker performance reflects both external pressures and structural vulnerabilities.

For policymakers, the challenge will be navigating a complex environment where inflation, energy security and economic growth are increasingly intertwined.

For households and businesses, the message is more immediate: the cost-of-living pressures that defined recent years may be set to intensify once again, as the full impact of the energy shock feeds through the economy.

Read more:
UK set for biggest growth hit among major economies from Iran war, OECD warns

A UK-based start-up is bringing Mickey Mouse and other iconic characters to smartphones after striking a major content deal with The Walt Disney Company, in a bid to reverse declining reading habits among children.

London-founded Comixit has secured rights to adapt more than 100 titles across Disney, Pixar and 20th Century Studios into digital comic strips known as webtoons, a fast-growing format designed specifically for mobile consumption.

The agreement will see globally recognised franchises including Frozen, Ice Age and Moana reimagined as vertically scrolling, episodic comics tailored to younger audiences. The company has already partnered with the The Beano, signalling early traction in the children’s content space.

Comixit was founded in 2025 by entertainment executive Michael Nakan, who said the platform is designed to meet children “where they already are”, on their phones, while turning screen time into a more constructive activity.

“Disney has shaped imaginations for generations,” he said. “Bringing its characters into a modern, mobile-first format allows us to make reading engaging again.”

Webtoons, which originated in South Korea in the early 2000s, are structured for vertical scrolling, allowing users to move through stories frame by frame on a smartphone. The format blends visual storytelling with concise text, making it particularly accessible for younger readers and those less inclined towards traditional books.

Nakan said the idea for Comixit was sparked by declining literacy engagement among children, citing research that suggests only one in three young people aged eight to 18 now enjoy reading in their free time.

The start-up is entering a rapidly expanding market. Industry estimates put the global webtoon sector at around $9 billion in 2024, with projections suggesting it could grow to nearly $100 billion by 2033, potentially surpassing the scale of Japan’s manga industry.

By combining globally recognised intellectual property with a format optimised for mobile devices, Comixit is aiming to capture a share of this growth while addressing a broader cultural challenge around reading and engagement.

The platform uses artificial intelligence to convert traditional comic formats into webtoon-style content, but the company emphasises that all material is reviewed by human editors to ensure quality, accuracy and age-appropriate standards.

Unlike many digital platforms targeting younger audiences, Comixit has deliberately avoided social features such as comments, instead focusing on a curated and moderated environment designed to be safe for children.

The company is also developing tools that will allow users to create their own stories, adding an interactive dimension to the platform and encouraging creativity alongside consumption.

Comixit has attracted backing from prominent figures in film and media, including Harry Potter producer David Barron and Peaky Blinders producer Caryn Mandabach, as well as investor Magnus Rausing.

Nakan’s own background spans both film and television, with experience working alongside director Joe Wright and contributing to major productions such as Game of Thrones and House of Cards during his time at HBO.

The app is already available across the UK, Europe, the Middle East and Africa, with plans to expand into the United States, a key market for both digital content and children’s entertainment.

At its core, Comixit’s strategy reflects a broader shift in how content is consumed and how literacy can be supported in a digital-first world.

By leveraging familiar characters and immersive storytelling, the company is attempting to bridge the gap between entertainment and education, encouraging children to engage with narratives in a format that feels native to their everyday habits.

As traditional reading faces increasing competition from digital media, initiatives like this suggest the future of literacy may lie not in resisting screen time, but in reimagining it.

Read more:
British start-up Comixit lands Disney deal to bring Mickey Mouse to mobile

Adding cryptocurrency payments to your website sounds like a developer’s job. You’d need API integration, webhook configuration, security implementation, etc., which is considered technical.

Many business owners don’t have that expertise. They end up either hiring developers or putting crypto payments on the back burner.

CoinRemitter eliminates that barrier. This crypto payment gateway offers plugins, invoices, and widgets. These features don’t require any technical skills to accept crypto payments. This crypto payment gateway helps you accept Bitcoin, Ethereum, USDT, etc., without coding.

Crypto Payment Plugins for Instant Integration

CoinRemitter’s ready-made Crypto plugins eliminate the need for technically complex integration into websites built on WordPress, OpenCart, PrestaShop, Laravel, etc. You can install them like an extension, connect your wallet, and accept payment in crypto. The setup takes about 12 minutes on average.

On the other hand, custom crypto API integration may stretch into days depending on your platform. With plugins, your store gets crypto payment functionality without you touching a single configuration file.

Professional Invoices for Service-Based Businesses

Not every business runs an online store; some prefer requesting payments via invoices. Traditional invoicing platforms charge fees and take days to settle. Plus, international clients face wire transfer costs that eat into your agreed rate.

The invoice system from this crypto payment processor lets you create and send payment requests in cryptocurrency for free. You enter the amount, select the crypto, and share the invoice link. Clients pay directly. No account creation required on their end. Settlement happens in a few minutes instead of 3-5 business days. That’s the difference between waiting for a wire transfer and having funds available by the end of the day.

For service businesses, this means faster cash flow. You don’t chase payments across time zones. And you’re not losing 3-4% to international transaction fees.

Crypto Payment Widgets: Four Solutions, Zero Code

Some businesses need even simpler solutions. Building a full checkout system for such businesses may not be worth it. This process can also be time-consuming.

This cryptocurrency payment gateway offers four widget options that solve different payment scenarios to address this issue. Each one generates code or a URL that you can copy and paste into your website. That’s it.

Pricing Widget

The Pricing Widget displays subscription tiers or pricing plans with built-in payment functionality. SaaS companies love this one. You set up your plan names, prices, and descriptions in the visual editor. The widget handles the rest, displaying options, collecting payments, and tracking conversions.

No CSS knowledge needed. The preview shows exactly how it’ll look on your site before you publish.

Presale Widget

Crypto projects launching tokens need a way to collect payments during ICOs. The Presale Widget creates a complete token sale interface. You can set up to four distribution rounds with different prices, increase pricing after a certain time period, and offer bonus tokens for larger purchases.

This feature also supports multiple currencies. So, you can add multiple crypto options during the presale period. This will help you distribute tokens to a wider audience.

Payment Button

Simple needs call for simple solutions. The Payment Button Widget gives you exactly what it sounds like. It gives a customizable button that triggers a crypto payment. Configure the amount, choose your cryptocurrency, customize the appearance, and embed the generated code.

Donation pages use this extensively. So do freelancers collecting fixed-fee payments. The button is responsive and adapts to mobile screens automatically.

Payment Page

The Payment Page Widget helps you create a web page with a shareable URL. You can create and customize the page, set pricing, get the URL, and share it anywhere to request payments.

This feature is ideal for social media creators, consultants, and other businesses who take bookings via email. Anyone who wants to accept payment in crypto without a website can find this feature helpful. It allows you to track analytics, set expiration dates, and display goal progress for fundraising campaigns.

Why These Tools Matter for Non-Technical Businesses

Developers often charge $50-150 per hour. Custom crypto payment integration can require anywhere from 10-40 hours, depending on complexity. That’s$500-$6,000 in development costs before you process your first payment.

CoinRemitter’s user-friendly solutions cost $0 upfront. You pay only 0.23% processing fees per transaction. Development costs are eliminated entirely.

Here’s what you get without writing code:

Zero Developer Dependency: Set up payments yourself. Change configurations anytime. No waiting for developer availability.
Instant Updates: In widgets, you can easily make customizations, including pricing, payment options, widget appearance, etc., through the dashboard.
Lower Launch Costs: No upfront investment in custom development. Your savings start day one.
Faster Time to Market: Go from “I want to accept crypto” to processing payments in under an hour. Some businesses launch the same day they sign up.
Full Control: Access your payment data, statistics, and configurations from anywhere. No middleman required.

Conclusion

Accepting cryptocurrency shouldn’t require technical expertise. Yet many payment gateways assume you have developers on staff. This cryptocurrency payment gateway flips that assumption. Plugins, invoices, and widgets put crypto payment acceptance in your hands regardless of your technical background.

You get the same features businesses pay thousands to develop, multi-currency support, instant notifications, and settlement tracking, without hiring anyone. The platform handles complexity. You handle your business.

Ready to accept crypto payments without writing code? Create your free CoinRemitter account and choose your integration method. No KYC required.

Read more:
How Coinremitter Helps Businesses Accept Crypto Without Developer Support

Jaguar Land Rover has temporarily halted production on key vehicle lines at its Solihull plant after a disruption in the supply of critical components, in the latest setback for the West Midlands-based automotive group.

The pause, which is expected to last around two weeks and coincides with a previously scheduled Easter shutdown, will affect production of high-value models including the Range Rover and Range Rover Sport.

The company said the stoppage was caused by a “part supply challenge” involving one of its suppliers, adding that it is working closely with the partner to resolve the issue as quickly as possible.

“Due to a part supply challenge with a supplier, we are temporarily pausing production on certain vehicle lines at our Solihull manufacturing facility,” a spokesperson said. “We are working to minimise any impact on our clients or operations.”

The disruption highlights the continued vulnerability of global automotive supply chains, where even a single component shortage can force production lines to stop.

While JLR has not disclosed the specific part involved, the incident underscores the complexity of modern vehicle manufacturing, where just-in-time delivery models leave little margin for error when supply issues arise.

The Solihull plant is one of JLR’s most important manufacturing sites, producing some of its most profitable vehicles, making even short-term stoppages commercially significant.

Despite the production halt, JLR confirmed that employees will continue to attend the site as normal during the shutdown period, suggesting the company is seeking to maintain operational continuity and avoid disruption to its workforce.

The overlap with the planned Easter break is also expected to soften the overall impact on output.

The pause marks the latest challenge for JLR, which has faced a number of operational disruptions in recent years.

In 2025, the company was forced to shut down parts of its IT systems following a major cyberattack, which affected production and operations for several weeks before systems were fully restored.

While production levels had since returned to normal, the latest supply issue highlights how external factors, from cybersecurity threats to supplier reliability, continue to shape the performance of the automotive sector.

The disruption comes at a time when car manufacturers are navigating a complex transition, balancing traditional production with increasing investment in electric vehicles, while also managing cost pressures and supply chain risks.

Industry-wide challenges, including semiconductor shortages in recent years and ongoing geopolitical tensions, have exposed structural weaknesses in supply networks, prompting many manufacturers to rethink sourcing strategies and build greater resilience.

JLR has indicated that it expects the issue to be resolved within weeks, with production resuming shortly thereafter.

However, the incident serves as a reminder that even as the industry moves towards more advanced and electrified vehicles, its dependence on tightly integrated supply chains remains a critical point of vulnerability.

For now, the company’s focus will be on restoring production quickly and ensuring minimal disruption to customers and deliveries, while reinforcing supply chain stability to avoid similar interruptions in the future.

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JLR halts Solihull production over supplier parts issue