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Description
Potted Christmas treePot Grown Root ball intact. A living tree. Nordmann Fir Low needle drop. Deep green needles. Plant After Christmas Keep it. Grow it. Use it again. British Grown From sustainable UK plantations. The tree A Christmas tree that lives on This is a pot grown Christmas tree. The roots stay intact. The tree is alive. After Christmas, you plant it in the garden or keep it in the pot for next year. We grow Nordmann Fir. Firm, deep green needles. Low needle
The tree
A Christmas tree that lives on
This is a pot grown Christmas tree. The roots stay intact. The tree is alive. After Christmas, you plant it in the garden or keep it in the pot for next year.
We grow Nordmann Fir. Firm, deep green needles. Low needle drop. It holds well indoors for three to four weeks without shedding.
Sizes run from 2ft to 5ft. These trees suit homes where a large cut tree does not fit, or where you want a tree that goes on giving after the festive season ends.
Photo: potted Nordmann Fir in a living room setting
The sustainable choice
A real tree you keep for years
A living Christmas tree does not end at Christmas. After the festive season, plant it in the garden. In good soil with room to grow, Nordmann Fir puts on several inches a year.
Smaller trees work well as long-term pot plants. A 2ft or 3ft tree can stay in the pot for two or three seasons. Move it to a bigger pot each spring with fresh compost.
Real trees capture CO2, including after they leave us. We source from sustainable UK plantations where every tree sold is replaced with a new sapling.
Sizes
Choose your tree
2ft
60 cm
Fits on a table or windowsill. Good in a small room or as a second tree. Easy to keep in a pot year to year.
3ft
90 cm
Floor-standing. Works in a flat or compact living room. Small enough to keep in a pot for several seasons.
4ft
120 cm
A proper tree. Suits most rooms. Holds a full set of decorations well. Most popular for pot grown trees.
5ft
150 cm
Full-size feel. Needs a large pot, at least 30 litres. Plant it in the garden after Christmas for the best long-term result.
How to care for it
Four steps for a healthy tree
01
Water it
Check the soil every two days. Keep it moist, not waterlogged. A pot grown Christmas tree needs about half a litre of water every two to three days indoors.
02
Keep it cool
Place it away from radiators and fireplaces. Heat dries the soil and stresses the roots. A cool spot near a window works best.
03
Bring it in slowly
Move it into an unheated porch or garage for two or three days before bringing it indoors. This reduces temperature shock on the roots.
04
Plant or pot it on
After Christmas, move it outside. Plant it in the garden, or move it to a larger pot with fresh compost. Keep it watered through spring and summer.
Photo: Nordmann Fir deep green needles close-up
Questions
Frequently asked
What is a pot grown Christmas tree?
A pot grown tree is raised in its pot from the start. The roots are never cut or dug up. The root system stays intact and the tree stays alive. After Christmas, you can plant it or keep it in the pot for another season.
Do potted Christmas trees survive outside?
Yes. Nordmann Fir is hardy in the UK. After Christmas, move the tree outside and plant it in the garden or keep it in its pot in a sheltered spot. Water it through spring and summer and it will grow on year after year.
How long can I keep the tree indoors?
No more than four weeks. Most people bring it in around the first of December and move it outside after New Year. The longer it stays in a warm room, the greater the stress on the roots.
Can I use the same potted tree next Christmas?
Yes, if the tree is healthy and has spent the rest of the year outside. Keep it watered and pot it on into a larger container as it grows. Many people use the same tree for three or four years before it outgrows the house.
Will it drop needles?
Nordmann Fir has very low needle drop. It is far better than Norway Spruce in this respect. A well-watered tree in a cool room will barely shed over a four-week period. Needle retention is one of the main reasons people choose Nordmann Fir for pot grown trees.
How do you deliver a potted Christmas tree?
We use tracked courier for most UK addresses, and our own team for London. Potted trees are heavier than cut trees, so we pack them with care to protect the root ball in transit. London deliveries arrive before 2pm on your chosen date.
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4.3 ★★★★★
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Product Reviews
★★★★★ 5
A wonderful telling of history.
Format: Kindle
A wonderful telling of history by an enjoyable author. It isn't light reading per se but if you want a read that will enhance your understanding of the American people this is a good book.
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Reviewed in the United States on December 15, 2013
★★★★★ 5
Scholarly and Readable, Too
Format: Paperback
I read the first volume in this series (about the Great Depression), and now I'm in the midst of this one. Kennedy's very-lucid prose keeps the reader moving along, and of course, the sweep of the story he's telling is nearly-irresistible. But in lamer hands, the prose might well have bogged down in turgidity--not so in this case!
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Reviewed in the United States on June 23, 2014
★★★★★ 4
Good but not as good
Format: Kindle
Freedom From Fear #1 was one of the most interesting and informational books I've ever read. Part Two was interesting but I did not learn much more about the war than I had known before other than the fact that, while Japan lost the war, Anglo-Saxons are no longer in control in the Far East. I somewhat disagree with his ending ideas about the "good" war, that it wasn't so "good" after all in it's outcome. However, those who fought in it and their families would probably disagree.
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Reviewed in the United States on May 22, 2014
★★★★★ 5
The Innovator's DNA - Disruptive Research - Disruptive Writing
A Politically Correct Status Quo
It is politically correct in management circles to say that you are "results oriented" or that you "drive for results" in your organization.
The status quo in business schools is to indoctrinate students in the delivery skills of analyzing, planning, detail-oriented implementing, and disciplined executing.
This book and the research upon which it is based disrupts that politically correct status quo.
Clayton Christensen has spent close to two decades creating the research, conceptual, and application foundation of the disruptive innovation body of knowledge. He has been working for more than 8 years with Jeff Dyer and Hal Gregersen, both gifted researchers, teachers, and consultants in their own right, on this project. These guys are a disruptive "dream team" of contributors.
This book articulates an extension of the disruptive innovation body of knowledge that clearly describes an individual profile of the disruptive innovator and an organizational profile of an organization that makes disruptive innovation happen.
So what makes this book disruptive?
The first thing is timing. It arrives on the scene at a time when innovation is one of the most critical components of a solution to our global financial and organizational mess. If we are to get out of our morass of debt and sluggish growth and respond to the continually emerging challenges of a burgeoning global society it will ride on the backs and wings of innovation. The status quo must be disrupted for us to survive and thrive!
Second is the audacity of the core models. The authors claim that innovation can be learned at both the individual and organizational level. Individuals can increase their ability to discover (Discovery Quotient - DQ) and learn to be more innovative. They cite the four specific behavioral skills of asking questions, engaging in observations, networking with people who have a different point of view, and experimenting to figure out what can work as the common elements of what innovators do. They also identify the cognitive skill of associational thinking, the ability to find connections between ideas that do not seem to be related to each other, as the connection between the behavioral skills and the generation of ideas. They extend their claim that the innovation competency can be learned to the organizational domain by saying that organizations can become more innovative through developing and leading people, designing and implementing processes, and advocating and living by philosophies that support innovation. These two arguments stand in stark contrast to the beliefs and practices of a vast majority of leaders and institutions.
(For a diagram of the Model see [...])
'And all of this is built upon the third source of disruption: research. Their work is based on well-founded research into the "DNA" of the world's leading innovators and the world's most innovative organizations. The authors conducted nearly 100 interviews of world class innovators and their colleagues to get at the heart of what innovators do. They also interviewed and surveyed executives who are not innovators. (Their survey data base has over 5000 respondents in it.) So they have been able to compare and contrast the two populations to more clearly see what it takes to effectively innovate.
They have also done research on business results attributable to innovation. Collaborating with HOLT (a division of Credit Suisse) they were able to craft a measurement called the "innovation premium." This measure identifies if an organization's market capitalization can be accounted for by existing cash flows or if there is an innovation influence on the stock price. By using this measure, they have been able to clearly and objectively identify which organizations are benefiting from innovation.
Yet to Explore
The tension in the balance of influence and power between the leaders with predominantly "Discovery" or "Delivery" mindsets is an area that has yet to be explored. If the premises of this book are sound, and I believe they are, we need to figure out how to manage that tension and balance in order to generate, incubate, and strengthen innovative ideas as we bring them to full fruition in the marketplace. Great ideas that are not delivered upon are simply recreational pursuits that do not build great people, great institutions, and great societies. So there is work yet to do.
Invest Your Time and Effort
This book makes a significant contribution to both the disruptive innovation body of knowledge and the evolving body of practice on innovating disruptively. It is well worth reading, pondering, and acting upon.
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Reviewed in the United States on August 18, 2011
★★★★★ 5
Inspiring and well-written
This is a very interesting book written by some Harvard profs. They did a large national survey of innovative businesses and their leaders. The book posits that innovative people follow five skills: associating, questioning, observing, networking, and experimenting. These skills can be found at the individual or organizational level. The idea is that most people have these skills in their DNA and can bring them out with some practice. There are a lot of interesting and inspiring examples like Steve Jobs and Jeff Bezos. Although this book seems like a self-help type book with a lot of hype, it has an academic underpinning. Any organization that is interested in promoting innovation could benefit from encouraging these 5 skills. If you are interested in innovation or creativity in business or any organization that produces something, you will like this book. The books is a little distracting to read because it has sidebars all through it giving interesting examples that break up reading concentration. Aside from that, it is a well-written book that is easy and enjoyable to read. I enjoyed the book greatly and found it to be inspiring.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on December 5, 2015
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