Name: Maintaining Ethan Allen’s Premium Product in a Weak Housing Market
Uploaded: 2026-07-21T19:16:00Z
Duration: 2 min 27 s
Description: Farooq Kathwari, CEO of Ethan Allen Interiors, tells Barron’s Andy Serwer how he’s protecting the brand’s "high-end reputation" amidst the current affordability crisis and volatile housing market.

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Farooq Kathwari, CEO of Ethan Allen Interiors, tells Barron’s Andy Serwer how he’s protecting the brand’s "high-end reputation" amidst the current affordability crisis and volatile housing market.

https://m.wsj.net/video/20260721/673802e5-2011-4c0b-9f53-51367e9e9481/1/hls/manifest-hd-wifi.m3u8

Maintaining Ethan Allen’s Premium Product in a Weak Housing Market

While Kathwari's decision to concentrate manufacturing in Vermont, North Carolina, Mexico, and Honduras helped protect his supply chain from global volatility, Ethan Allen has faced domestic challenges like a housing slowdown. At the company's revamped design center in Midtown, I asked Kathwari how he plans to protect the brand's higher end reputation at a time when consumers are so price conscious. So the housing market has been kind of weak over the past several years, and yet Ethan Allen is known for not discounting. How do you manage to pull that off?

Well, it's a challenge. If it was not the fact that we have a reputation of good quality, good service and good values, that's what makes it happen. And what it also does, it creates a confidence in our clients that they're not going to buy something and a few weeks later is going to be off 40%, 30% as happens in the marketplace. So creating credibility is a very important part of our enterprise within our own designers. Our interior designers have clients, long-term relationships. So their credibility is critical. So I don't want them to have a situation that they do a great work for a client and all of a sudden a few weeks later, the client said, you know, "It's now 30% off, what happened?" So creating that credibility is critical to our business.

Ethan Allen's annual revenue run rates around $600 million, which in the greater scheme of things with the tech giants is not that big of a company. And yet you maintain a premium business model, but it's sort of on a lighter budget. How do you manage to do both of those things?

We do have a consistency in terms of our revenues. Our margins and gross margins is 60%. Our operating margins are anywhere from 10% to 15%. We generate good cashflow. We give one of the highest dividends around. So I think this question of being consistency in our business model in the fact that we also are very disciplined in the way we operate our business, that has given us an opportunity for, as I said, for decades we have been able to maintain this profitability.