GroceryAid, the UK's grocery industry charity, stands as a beacon of hope and support for those who stock our shelves, man our tills, and keep our supply chains running smoothly. As the charity celebrates another year of remarkable impact, Asian Trader sat down with Kieran Hemsworth, who last month completed his first year as CEO, to discuss GroceryAid's mission, achievements, and ambitious plans for the future.
Kieran Hemsworth's journey to the helm of GroceryAid is a story of industry experience meeting purposeful ambition. With a career spanning three decades in the grocery and FMCG sectors, Hemsworth brings a wealth of knowledge and a deep understanding of the industry's challenges to his role.
“I've had a long, long association with the charity. I've been going to GroceryAid events, probably for the last 30 years, ever since I was 24-25,” Hemsworth reflects. “Of course, it wasn't called GroceryAid then.”
Founded as the National Grocers Benevolent Fund back in 1857, the charity has combined with several other trade charities over the years, and changed its name from Caravan to GroceryAid in October 2012, following the merger with The Confectioners Benevolent Fund.
Hemsworth’s career in the industry began as a graduate trainee at Unilever, where he cut his teeth in marketing and sales roles over eight years. From there, he moved to Coca-Cola Enterprises, now Coca-Cola Europacific Partners, where he held several senior positions, including sales director for Grocery and Impulse and vice president of marketing for Northwest Europe.
He then went on to lead Ginsters, the Cornish pasty company, for five years as managing director, overseeing a significant brand relaunch. A stint at PZ Cussons followed, running the UK and Europe business of the Carex, Imperial Leather and Original Source maker. It was after this role that Hemsworth decided to pursue an MBA, a decision that would ultimately lead him to GroceryAid.
“Whilst I was doing my MBA, I thought, I just want to do something a bit more purposeful,” he explains. The opportunity to lead GroceryAid presented itself as a compelling way to give back to the industry he had been part of for so long. “I'd had quite a lot of interaction with the charity whilst I was at Coca-Cola. I was on the president's fundraising committee for about three or four years,” he adds, demonstrating his deep connection to the charity.
Despite his success as a senior executive, Hemsworth felt the need to broaden his knowledge base, leading him to pursue an MBA later in his career. “When you get to a certain level in an organisation, there are all sorts of trends that are happening, but you never have the time to properly get to grips with those trends,” he notes.
The year at Bournemouth University allowed him to dive into crucial topics like sustainability and digital marketing, trends that were becoming increasingly relevant in the grocery sector.
“I thought it was going to be easy, but it wasn’t!” Hemsworth admits, reflecting on the rigorous academic work required. “It was quite tough, but extremely rewarding, and I learned so much.”
A year of remarkable impact
Under Hemsworth's leadership, GroceryAid has seen remarkable growth in both its reach and impact. The charity last year provided 78,000 “incidences of support”, a staggering 93 per cent increase from just two years ago. This surge in demand has been met with a corresponding increase in welfare spending, now exceeding £6 million per year.
“It just goes to show how much of a need is out there for a charity that looks after the welfare of the people that work within grocery,” he says. “I think we'll spend £6.5m this year, but we could only match the level of demand out there thanks to the generosity of the people who support us as a charity.”
One of Hemsworth’s key realisations during his first year was just how much GroceryAid had evolved in recent years. “The welfare team have done an amazing job to change our offer, which was originally focused more on pensioner beneficiaries, to one that’s much more focused on the needs of grocery workers and their families,” he notes.
This shift reflects the growing recognition that grocery workers require comprehensive support, and GroceryAid’s support comes in three forms: financial, emotional, and practical. This holistic approach ensures that beneficiaries receive comprehensive assistance tailored to their specific needs.
Financial support includes grants for those facing sudden income drops due to factors like illness, relationship breakdowns, or housing issues. The charity also offers one-off grants with a specific remit, such as the cost-of-living grants and school essentials grants. “If you're on benefits and you work within grocery, you can apply for £150 per child grant to ensure that children go back to school with a new school uniform and new kit, which is great,” Hemsworth says.
To receive financial support, people should have worked in the grocery industry consistently for the past six months.
Emotional support is another crucial pillar of GroceryAid’s offerings. The charity provides access to trained counselors through its care line, offering up to six counseling sessions for those struggling with mental health issues. They have also partnered with charities like Relate, which offers counselling for relationship problems and Shelter, the housing and homelessness charity.
“If you phone up our care line, you'll speak to a trained counselor, and that trained counselor work out what's the best route for the help that it's required. So, if you've had a relationship breakdown, they will put you into somebody like Relate. If you've got an issue with housing, they will put you in contact with Shelter,” he explains.
Practical support rounds out the charity's offer. This includes access to specialists who can provide guidance on tax issues, financial problems, and even legal matters. “We will pay for people’s legal advice,” Hemsworth says, highlighting the breadth of practical support available.
Reaching the Independent sector
While GroceryAid has made significant strides, one of the ongoing challenges is raising awareness of the charity’s services, particularly among frontline grocery workers. “We did some research where we talked about the sort of services that we offer, and only 18 per cent of frontline grocery workers had heard of GroceryAid,” Hemsworth reveals.
This statistic is a driving force behind Hemsworth's ambitious vision for the charity. “Our vision is to help everybody within the grocery industry that needs us,” he states emphatically. “Now we think that is roughly 10 per cent of people who work in the industry. So instead of the 78,000 instances of support, we think actually what we should be helping is about 260,000.”
To bridge this awareness gap, Hemsworth and his team are approaching GroceryAid “a little bit like a consumer brand.” This involves not only leveraging their existing supporters to spread the word but also venturing into paid media on digital platforms, targeting frontline grocery workers through platforms like Facebook and Instagram.
A significant focus for Hemsworth and GrocryAid is expanding the charity's reach to independent retailers and their staff - a sector, often characterised by smaller operations and tighter margins, which can be particularly vulnerable to financial and emotional stresses. As he took the reins at the organisation last year, his immediate action was to launch a leaflet aimed at raising awareness among independent stores.
“Last year, from a financial grant perspective, we helped just over 650 people working in the independent sector, and we spent about £350,000 on financial support for them,” Hemsworth shares. “On the care line, we helped about 900 people who work in the independent sector.”
However, he acknowledges that this is just scratching the surface of the potential need. “If you take that as a percentage of the totality, it's not enough, and we want to grow it,” he says.
To boost awareness among independent retailers, GroceryAid offers free promotional materials. “If you run an independent store and you want to use our services, you can download from our website posters, leaflets and wallet cards to put up in store, we will send you all of this,” Hemsworth explains. “All you need to do is supply your name and address, and these services are open to everybody who works within your store. It's a great welfare offer for everybody.”
Independent retailers, often family-run businesses, face a unique set of challenges. The charity is careful to differentiate between personal financial struggles and business challenges. While the charity cannot provide direct financial support to save failing businesses, it does offer practical advice on managing business debt.
“Part of the practical offer that we have is how you manage small business debt and issues relating to the financial performance for a smaller business with advice,” Hemsworth notes. This practical advice can be a lifeline for retailers juggling both business and personal financial hardships, offering them a way to navigate their difficulties with professional guidance.
He also touches on a critical issue within any charitable organisation providing financial aid -ensuring that the support does not unintentionally enable harmful behaviors such as gambling. “We don’t like to turn people down, but we would turn somebody down if there is a high level of gambling, on the bank statements,” Hemsworth clarifies. In such cases, the charity signposts individuals to relevant addiction support services to help them address their underlying issues.
“There's a check, just to make sure that we're giving the right people the right sort of financial support, but also the right sort of emotional and practical support that go with that as well.”
Fundraising and celebration
GroceryAid's events play a crucial role in both fundraising and industry engagement. The crown jewel of these events is the Barcode Festival, which exemplifies the charity's growth and ambition.
"Barcode is just the most brilliant event,” Hemsworth enthuses. “The reasons why people go to Barcode is maybe slightly different from some of the other events that we run. More and more it's because people want to celebrate as a team, give a bit of reward and recognition as a team.”
Looking ahead, Kieran’s focus is also on scaling up GroceryAid’s events, particularly the Barcode Festival.
“If our vision is to try and help everybody, and we were successful in terms of growing the level of awareness, then I've got to increase the welfare budget to match that,” he notes.
Described as a day of celebration for the grocery industry, Barcode has outgrown its previous venue near The O2, which has a capacity of about 5000, and will be moving to a larger greenfield site at Kenwood House, in Hampstead, London, next year. This move will increase capacity to around 6,000 or 7,000 attendees, with potential for further growth in the future.
The festival serves multiple purposes, and increasingly as an opportunity for brands to showcase themselves in a unique, emotive way.
“In the last Barcode, we had over 1000 retailers there. So, it's a great opportunity to showcase your brand in an emotive way, rather than just talk with a presenter, do it in a proper way whilst everybody has enjoyed themselves as well,” Hemsworth explains.
But Barcode is just one of many events in GroceryAid's calendar. From challenge activities like coast-to-coast cycling and rowing across Lake Windermere to gala events with major retailers, each event serves to bring the industry together while raising crucial funds for the charity's work.
Focus on diversity
GroceryAid's commitment to the industry extends beyond direct support to workers. The charity also facilitates the D&I in Grocery programme, which aims to raise the level of diversity across the sector. With over 100 partners now participating, the program provides a platform for companies to learn from each other and drive positive change.
“It's a fantastic programme where the partners learn from the partners,” Hemsworth says. "Some of them a little bit further forward in terms of their D&I journey, but this gives a great opportunity for people who are not so far forward to be able to learn a huge amount from the other partners within the programme.”
The programme includes Learning Labs, mentor sessions, and a large annual live event, D&I in Grocery LIVE! This year's event, took place in early October, featured retail consultant and broadcaster Mary Portas as the keynote speaker.
For Hemsworth, the Asian retail community plays a vital role in the convenience sector, and he is determined to include their experiences in the D&I conversation. “We’re very pleased to have Asian Trader as one of our partners to ensure that representation,” he notes. “The whole programme is across the totality of the industry, and we need to make sure that we are covering everybody from that perspective.”
A message for Diwali
With Diwali just around the corner, Hemsworth offers a heartfelt message to retailers celebrating the festival of lights: “Have an amazing Diwali, but also remember your workers over this time as well. Please help us to get that message out, of our fantastic welfare services that are available to them.
“Sign up to the website, get the pack downloaded, drive that level of awareness of everybody working in your store, to make sure that they really understand that there is an industry charity here that's available to help them, should they fall into need, whether that is financial, emotional or practical.”
It’s a message that underlines the heart of GroceryAid’s mission - supporting those who keep the grocery industry running, day in and day out. By spreading the word and ensuring that workers know where to turn in times of need, Hemsworth hopes that more people will benefit from the lifeline that GroceryAid provides.
Diwali is a time of giving, a time to reflect on the spirit of kindness and community. What better way to embody that than by ensuring your staff are aware of the support available to them through GroceryAid.
The application process
For those seeking support from GroceryAid, the process is designed to be as straightforward and supportive as possible. CEO Kieran Hemsworth walks us through the steps: “If you're suffering that sort of temporary drop in income, in terms of if somebody in the house is ill and you have to reduce the number of hours that you're working, or there's a relationship breakdown or a housing issue, the best thing to do is to go via our website groceryaid.org.uk.” From there, applicants can find information about available grants and how to apply. The website offers a live chat option and a phone number [08088 021 122] for those who need assistance with their application. The application process is designed to be comprehensive but compassionate, considering the applicant’s financial situation, such as savings and bank statements, to ensure the right support is provided. GroceryAid's caseworkers guide applicants through the process, ensuring they receive the most appropriate support for their situation. “The approach from the welfare officers is often the case that we get people applying for like a cost-of-living grant, which is quite a low-level grant, and when they casework it with the individual, they will find out there's another opportunity to apply for an even bigger grant,” Hemsworth explains. “Also, depending on the issue, they will signpost the other services that we can offer as well, so either the practical support that's required to go with it, or any emotional support that's required to go with it. So, it's a more holistic process in terms of what we offer.”
Journalist Nick Wallis has stood by the victims of the Post Office miscarriage of justice for nearly 15 years. Now, as the Inquiry nears its end, he shares his thoughts on the saga – and the guilty
The Post Office scandal is the greatest miscarriage of justice in British legal history, with nearly a thousand wrongful prosecutions, and a massive inquiry is ongoing.
Post Office Ltd (POL) relied on “evidence” from a fatally-flawed Horizon IT system that made it look as if sub postmasters were stealing money from their businesses. And was inclined to believe whatever the Fujitsu programmers said. POL began to prosecute postmasters from early on this century, shortly after Horizon was adopted.
Later, as more and more previously law-abiding sub postmasters turned, without or planning, to a life of hopeless crime – they were contractually responsible for financial shortfalls in their branches, so stealing was nonsensical – patterns emerged that would throw into question the robustness and integrity of Horizon and Fujitsu. But POL, committed to its shiny new IT project, ignored the protests and carried on, prosecution-happy, even after it had lost more than a dozen cases – losses which it kept very quiet about in future years.
All the prosecutions were brought by POL itself rather than the Crown Prosecution Service, and public and legal scrutiny as a result was very limited. Sub postmasters who found themselves in the dock were each lied to by POL that they were the only ones to have lost money; then bullied and blackmailed into pleading guilty, repaying “stolen” sums, or resigning. Many sub postmasters, assured that a guilty plea or a “repayment” would see the end of the matter, found themselves thrown into prison anyway – people such as Seema Misra, who was even pregnant at the time.
Accused postmasters often found themselves vilified within the communities that had come to trust them, and many were subject to racial abuse. POL debt collectors, working on commission, hounded and doorstepped the accused, who began to experience ill-health, family break-ups and mental breakdowns, even suicides.
The sub postmasters’ union was no help, because it was being financed by POL and was interested only in smoothing the way between itself and its paymaster. It merely whispered what the POL advised: give yourself up, computers don’t lie, just come clean.
At one point a slight nervousness entered POL and it hired two forensic accountants – Ron Warmington and Ian Henderson of Second Sight – to produce a report, which made uncomfortable reading in that it highlighted instances where Horizon had plainly been untrustworthy, implying that prosecutions might be unsafe. There was no Third Sight: Ron and Ed were undermined and then sacked.
POL discomfort (or growing terror) was compounded when Simon Clarke, a barrister working for a law firm retained by the organisation, looked into the matter and discovered that the Fujitsu expert witness – Gareth Jenkins – whose testimony had led to the conviction and imprisonment of dozens of luckless sub postmasters, had lied and obfuscated on many matters under oath in the witness box, rendering every conviction unsafe. This was the notorious “Clarke advice”, which POL promptly made vanish until 2020, when it was finally pried from POL’s grasp.
The prosecutions continued for many years and the conspiracy grew deeper with each sub postmaster’s false conviction.
By now, of course, a very bad but limited mistake of over-reliance on experts and technology starting two decades earlier had metastasized into the greatest legal scandal of the century, with literally hundreds of sub postmasters prosecuted, sacked, bankrupted and ruined.
This was partly for the sake of keeping POL – which had been seeking £1.5 billion in new funding from the government – looking competent and professional. Such a scandal breaking might have proven an existential matter for POL. But lethal blowback is now searing its way through the ranks of the Executive great and good (and to an extent, government) as the Post Office Inquiry goes on, wrecking reputations and placing many – one hopes – in the cold blast of serious legal jeopardy.
Sir Alan Bates, Founder, Justice for Subpostmasters Alliance (Photo Andrew Matthews - WPA Pool/Getty Images)
The mood in the country turned decisively against POL after the drama, Mr Bates vs The Post Office, was broadcast on four consecutive days from 1 January 2024. To have the entire saga laid out in a manner the public could grasp – and become outraged over – seemed almost like a miracle.
But from very early on, one man had been keeping the flame alive and doing the serious footwork of investigating and documenting all that was happening. That was Nick Wallis, an ex-BBC journalist, now a freelancer, whose Post Office Scandal website relentlessly exposed all the POL goings on, all the obfuscation, lies and evasions, the injustices and contradictions, the rumours and scandals. For years, Nick kept plugging away, always modestly, always making it clear that he was supporting the victims, the suffering sub postmasters.
In the end he wrote a book about it, The Great Post Office Scandal – in a sense a book that remains very much unfinished as we approach the culmination of the Inquiry and await the findings of its Chair, Sir Wyn Williams; and then subsequently the deliberations of the police and Crown Prosecution Service, to see whether a measure of justice will finally be meted out to the conspirators.
Asian Trader recently spoke to Nick to get his personal view about all that has gone on, and to gain an understanding of the inner workings of this greatest scandal.
Story of a scandal
“I've been following the story since 2010, watching it develop, reporting on it for various outlets, mainly the BBC,” says Nick and explains that it was only after a Court of Appeal judgment in 2021 that the government finally bowed to public pressure and agreed to make the inquiry statutory, “at which point we all knew that that would mean there was at least a possibility that we would start to hear some answers”.
Nick has been in the Inquiry hall at Aldgate House in London as often as possible, live-tweeting, for a process that has been ongoing now for over a year.
"I think one of the best things that happened to the inquiry,” Nick says, "was starting it with the human impact hearing, where you had a parade of downtrodden but honest people who had an extraordinary integrity, explaining step by step, exactly what the Post Office did to them.
“Just one or two of these stories should outrage anyone, but there were hundreds. I mean, dozens of people gave live oral evidence, and then there were many, many more witness statements that were given to the inquiry. And I think for the entire inquiry – the Secretariat, the team of barristers, the Chair and his facilitators – it focussed them on getting to the truth of what happened, and they have carried that spirit.”
The POL and Fujitsu and legal people who did have something to hide and did have to justify appalling decisions “didn't come across so well because they were essentially found out by the evidence”.
REUTERS/Hollie Adams
I suggest that there were two exposures, one of the Establishment and its complacency and self-interest. And there was the exposure of what we've come to see is “professionalism” and all the ills that it can foster within an organization.
“What the scandal exposed is the absolute dereliction of duty by so many different sectors and professions and industries,” says Nick. “The corporate governance of the Post Office was negligent. The Post Office executive withheld information from the Board. The Board was not giving the correct information to the shareholder executive or the government department. The shareholder executive wasn't analysing the data that they were getting or asking the relevant questions. They were, in turn, misinforming the ministers, who again, knew they were sitting on a huge problem at times, but failed to apply themselves properly to investigate. And on top of that were the consistent failures of the legal profession to do their duty with regard to the courts and justice, rather than their own naked self-interest.”
Put like that, it seems pretty damning.
Not Rumpole of the Bailey
The legal profession – with honourable exceptions, such as Lord Arbuthnot and the excellent team of backs and lawyers who have conducted the questioning at the Inquiry – have not been morally impressive.
“The Post Office lawyers appear to have been characterized largely by – I would say incompetence just about shades out malice. And utter indifference, or in fact scorn for the sub postmasters, who were the lifeblood of their organization,” says Nick. “A lot of the litigators acting for the Post Office’s external organizations were particularly gruesome, and the barristers that they employed.”
At one point the POL on advice of its legal team, tried to get a judge who had found against them in an earlier hearing, the excellent and technically knowledgeable Mr Justice Fraser, sacked (“recused”) so that he could no longer adjudicate on the actions regarding the sub postmasters. This backfired very badly on POL.
“It’s a perfect example of lawyers who can come in, get paid an awful lot of money to throw their weight and opinions around, with in most circumstances absolutely no skin in the game. They got caught out because this was such a big scandal. It is the class of person, at the very highest levels of the legal profession and the establishment, who could not give a monkey’s about the truth of what was happening. And we saw this with plenty of the other lawyers,” Nick concludes with justifiable contempt.
(Photo by TOLGA AKMEN/AFP via Getty Images)
I say that, in all this time, nobody at POL wondered about why an entire class of person – sub postmasters – would decide to become criminal, all in the same way, and all with so little chance of profiting from it.
“It's purely cultural,” he answers. “The development of the Post Office and the admission of sub postmasters into the ranks of the Post Office was predicated with a class loathing, which resented their existence from the very start and saw them all as potential risks to the business, potential thieves. When discrepancies were supposedly highlighted by the Horizon IT system, they took the assurances from Fujitsu that there was nothing wrong it and were able to reinforce their prejudices against sub postmasters, by assuming their guilt. It’s culture, and culture trumps everything; culture even trumps the law.
“If you have bad culture in the legal profession, or in the corporate governance environment, or in a political, or governmental environment, that will manifest itself in injustice.”
Very many sub postmasters (and of course sub postmistresses) are of South Asian origin, and I ask Nick whether he believes racism and prejudice played a part in the prosecutions. I quote a witness testimony from a Fujitsu call-centre employee, where distressed sub postmasters would call when they saw something wrong in their accounts.
The testimony recalled how a cry would go up: “We’ve got another Patel!” – to indicate another “crook” had surfaced. There were classifications for “Negroid” in the Post Office HR bureaucracy. What was going on there?
“I had a theory that the Post Office was indiscriminate in who it prosecuted,” replies Nick. “I think the racial classification codes were shocking and appalling. The fact that the Post Office had not updated them from when they were grandfathered into the organization, from the same racist Metropolitan Police identification codes from the late 1970s, speaks volumes about their incompetence.”
Former sub-postmistress Seema Misra (Photo by HENRY NICHOLLS/AFP via Getty Images)
And the ex-coppers they employed to go after the sub postmasters.
“What I do think is particularly interesting, is when those non-white sub postmasters enter the criminal justice system. You've got a cohort of people who've never committed any crimes, because you can't become a sub postmaster if you haven't got a spotless record. Then, when you compare their sentences and the way they were treated by the criminal courts with those of their white counterparts, they seem to get massively disproportionate sentences for their first offense.”
So, it’s in the system rather than personal?
"A white sub postmaster might escape jail,” explains Nick. “A non-white sub postmaster gets a custodial sentence. A white sub postmaster gets a custodial sentence. A non-white one gets a much harsher and longer one. There is now a very interesting cohort of people to be studied because they don't have any previous offending, and therefore you can conceivably compare like-with-like.
Nick has been trying for some time now to get the data out of POL and then the government and has been working with Professor Richard Moorhead at the University of Essex to try to extract that data, but he says, “It’s been like pulling teeth. It's been glacial.”
Birth of a crime
When, I ask, does Nick believe the prosecutions tip over from being a screw-up to being an actual criminal conspiracy?
“Second Sight went in, and after a year, produced an interim report which suggested that there were two known faults with Horizon. One of the external prosecuting barristers saw this report, and within days wrote what became known as the first Clarke advice.
“That was an explosive document, it was an unexploded bomb that had just been handed to the Post Office. Its most senior lawyer read it and did not pass it on to the chief executive or the Post Office Board.
“What we still do not know is how much of the contents of that advice was communicated to the Post Office chief executive and the Post Office Board. But the Post Office CEO, Paula Vennels, wondered whether they should do a proper investigation of all their prosecutions, and she was shut down by their Head of Communications, Mark Davies, who said no, it would create a massive story, and isn't worth it.”
That meant a chain of events was set in motion which “essentially led to them being patted on the back by the various people they were paying to pat them on the back and tell them that that they didn't have a problem.”
Nick says, “That was the point when this went from appalling, terrible, inept, malicious, indifferent cock-up to a conspiracy to pervert the course of justice.”
What next?
Phase Seven of the PO Inquiry his now in session – that's the That's the recommendations and reflections section that will eventually recommend future changes in POL (and hopefully more widely) to ensure nothing like this ever happens again.
But what about punishment for the wrongdoers, now we can pretty much see what happened and who did what in POL and Fujitsu and in various law firms.? Nick lays out how this world of government and big organisations works. Why did the endless ministers responsible apparently never do very much to find out what was going on?
“Information was reaching ministers through non-official means, and they were doing what they could against a machine that was determined to repel any kind of substantive exercise in raising the bonnet or lifting up the rock, and so consistently failed to uncover the problem. There was a vested interest in keeping the problem covered up.”
The system again.
Former Post Office chief executive Paula Vennells arrives to testify at the Post Office inquiry on May 22, 2024 in London, England. Paula Vennells worked as the Post Office chief executive during the key Horizon operating years from 2012 - 2019. (Photo by Carl Court/Getty Images)
“Too many people had too much to lose by saying, Okay, let's, let's do a root and branch investigation into what has gone wrong here. They knew that if they kept digging, what they found could be existential for the government and the Post Office. But when it comes to miscarriages of justice, that's the point at which you should say, I don't care if this loses me my job. I don't care if the whole cabinet has to resign. I don't care if my career prospects are blighted going forward and forever stained by a crisis that will have my name attached to it simply because I did something about it.”
Is it also that beyond this point that if I don't say something, I enter the realm of legal liability? I ask.
“I've long said that it's all very well having a carrot for whistleblowers, and to say that they’ll be protected – which, at the moment they're not – but you also need to have a whacking big stick whereby, if a senior person sees, suspects or comes across a document which even suggests something might have gone seriously wrong, that if they don't do their utmost to investigate it and alert whoever they need to alert, then there's a good chance they might go to jail. And that just simply doesn't exist in this country.”
Do you think that in the police investigation, they're going to do the FBI thing, where they'll try and tip somebody low down and then somebody higher, somebody higher, until they get somebody important
“We were all rather hoping the inquiry would turn into a circular firing squad, but it hasn't. There's no jeopardy for them, apart from maybe a bit of mild criticism or even strong criticism from Sir Wyn Williams when he finally reports.
“They can ride out whatever happens in the public arena as they're giving evidence – it's yesterday's chip paper. But if the Jeopardy is that they may well end up with a criminal conviction or jail time, it is entirely possible that some of the people who have not been as fulsome with their answers as they could have been in the inquiry, will start pointing the finger of blame at people who were directly responsible, and the police may be able to put together a case to charge those individuals higher up the chain.”
Nick’s book is available on Amazon and on his website, and it’s a brilliant, definitive read. What is the next project?
“I'm in talks to write a new book about the Gender Wars,” he says, “which is not such a departure as it sounds because it is all tied up in legal procedurals.”
“You're very brave man,” I say, with genuine admiration.
“Well, I like a scrap, and I would like to say there's no way that I will abandon this story. It's going to be part of my career for as long as the story has legs, and it's certainly got a long way left to run.”
In today’s fast-changing retail landscape, Bestway Wholesale is known for making bold moves when necessary. But lately, it’s store arm, Bestway Retail, has been buzzing with fresh ideas, capturing the attention of both the industry and consumers alike.
From pioneering hybrid new store models to spearheading customer-centric strategies, strengthening retailer relation and expanding own brand line, Bestway Retail has been cementing its position as a dynamic player for some time now.
The biggest buzz right now is around their innovative approach of “store within a store”, also known as dual store or hybrid store concept. Introducing back-to-back permutations and combinations of its different symbol groups (Costcutter, Best-One, Bargain Booze, Wine Rack, Select Convenience and Central Convenience) in a new dual store format, Bestway Retail is definitely on to something fresh and intriguing.
Asian Trader got in touch with Bestway Retail Director Jamie Davison, who is said to be the driving force behind Bestway’s recent redefinition of convenience stores.
Davison explained, “Our dual supply hybrid store concept focuses on the different customer demographics and having the right offer and proposition that meets the needs of local customers in that catchment area.
“We believe that our new concept stores define the future of convenience. This innovative and pioneering concept brings together the strength of the Costcutter or Best-one’ convenience offer with the leading beers, wines, and spirits lines available from Bargain Booze or Wine Rack to make a fantastic proposition for both retailers and consumers alike.
“We are proud of our hybrid concept that allows retailers to not only compete, but to thrive and take on all competitors within the convenience market with confidence.”
Daring Duals
Introduced by former Bestway retail director Mike Hollis in early 2022, the inspiration behind this model stems from the thought that no two stores are completely alike.
The first Costcutter-Bargain Booze hybrid store was adopted by Costcutter retailer Peter Patel at his Meopham store in Kent, showcasing a 420 sq ft Bargain Booze section inside his 1,900 sq ft store. The store reported a spike of “166 per cent” in alcohol sales after the refit and rebranding.
Another such dual-branded store in Bolton has also been seeing encouraging numbers since it adopted Costcutter-Bargain Booze model. With two prominent brands displayed outside the store, retailer Kersheaup Vagadia’s store has been seeing a “significant increase” both in footfall and in average basket spend.
What makes this hybrid model so compelling? In an era where personalisation is key, Bestway’s hybrid stores seem to hit the nail with their adaptability and flexibility.
The “marriage of the two brands” means the hybrid stores have an exciting and market leading alcohol offer to complement the leading grocery proposition, Davison said, adding that some dual stores have been boosting store sales by a whopping “220 per cent”.
Under the umbrella of “store within a store” model, Bestway Retail has so far introduced Costcutter-Bargain Booze proposition and Costcutter-Wine Rack model.
Wine Rack hybrid is for a “more premium demographic with its range of wines and Champagnes” while Bargain Booze one targets the “mass market looking for value offerings”, Davison explained.
The first Costcutter Wine Rack hybrid store opened in Guildford in late 2023, a concept that is set to be rolled out wider across the Southwest.
Calling them “a key part of Bestway Retail’s winning formula”, Davison stated that the hybrid stores provide shoppers with “wide fresh and chilled offering, Own Label (Coop, Best-in), wide range of branded groceries, a full suite of Food-to-Go options, exceptional usage of locally sourced Direct to Store Supply Partnerships (over 300), specialist BWS offer,£5 million investment in marketing packages and significant investment in social media channels”.
Davison continued, “Our dual supply hybrid stores were executed by drawing off the extensive knowledge and expertise of colleagues and departments across Bestway businesses, working collaboratively with partners to ensure the store-within-a-store concept delivered the right proposition for the store demographic.”
Bestway Retail has so far completed 10 of the dual-branded conversions. The wholesale giant said it was planning to expand the concept and supply into areas of the UK within which Bargain Booze had not historically operated.
Meanwhile, Davison stated that Bestway Retail is aiming to have “100 such hybrid cum dual stores by the end of 2024”.Bestway Retail’s plans don’t stop there. The group has also struck a long-term partnership with SimplyFresh, allowing SimplyFresh retailers to open dual-fascia stores with Bargain Booze and Wine Rack brands.
With almost 30 years of experience in retail, Davison is clearly a veteran and a seasoned retail expert who knows the business inside out- definitely a perfect person to lead a bold initiative like this.
Starting his career with his own store, Davison joined Costcutter in 1999 where he quickly climbed the ranks to become Business Development Director of New Business. He came to Bestway along with Costcutter acquisition, joining as Business Development Director, a position he has held since 2021.
In current role of Retail Director which he took last year, Davison has overall accountability for the new business and store development teams along with overall responsibility for the support and development of the Best-one, Costcutter, Bargain Booze, Wine Rack brands, along with relationships held with symbol retailers.
Davison told Asian Trader, “My role is focused on engaging with our customers and ensuring my team are supporting and driving our customers plans to grow’. I am ensuring that we continue to develop our retailer engagement and the propositions and services that we offer.”
For a company supporting over 3,000 retail outlets under its core brands, such a commitment to growth is certainly no small task.
Meanwhile, Bestway Retail’s renewed focus on its symbol retailers, driven by Davison, is now starting to show results. The numbers are speaking for themselves.
Davison said, “Average weekly purchasing figures from new hybrid group of stores is nearly double the average of a non-hybrid Costcutter, Bargain Booze or Wine Rack retailer. Rebate being paid back to a hybrid retailer by Bestway is +40 per cent vs the average paid to non-hybrid Costcutter which demonstrates loyalty.”
The other encouraging figures reported at dual stores are “3 per cent margin growth as well as margin rate improvement, 40 per cent improvement in footfall, 48 per cent increase in weekly sales and +11.7 per cent average basket spend”, Davison informed.
Bestway’s focus isn’t limited to its hybrid stores. The company has also undertaken a major facelift for its Best-One brand, refreshing the way these stores are presented, ensuring a vibrant and modern look and feel is carried out both internally and externally.
Davison said, “The main focus of this modernisation was to overhaul, focus on key promotions for low demographic areas and the introduction of an up weighted own label presence.”
The pilot of revamped Best-one, that opened near Bristol, boasts of “refreshed 3D-halo, back lit fascia and new vinyl’s that reflect what the store is selling”. The refreshed Best One model also has “stronger value message, promotion gondola, twice dump bins, floor stacks and dedicated own label range in “Best-in bay”.
“Customers love what we have done, and they are supporting us with their pounds,” Davison said.
Buzz has it that there is another hybrid model brewing, which could see a Bargain Booze store sited within a Best-one, or vice-versa, depending on whether the store in question is grocery or alcohol-driven. The concept would likely replace the current Select Convenience format.
Retailer relations
To strengthen its relationship with retailers, Bestway has been developing retailer engagement programmes for its 3000 retailer outlets.
Davison told Asian Trader, “Relationships are at the heart of all we do, and we want to continue to support that. We have introduced our retailer forums across all our brands; we are holding retailer regional meetings.”
Bestway’s retailer showcase held in May was the “biggest and the most successful” the group has seen to date, with the attendance of more than 500 retailers.
He pointed out, “We also make sure to engage with suppliers and develop partnerships and networking opportunities for our colleagues. Throughout the year we plug in opportunities for social events as well to strengthen the relationship building with retailers and suppliers. Every end of the year we come together in November to celebrate our colleagues, our retailers and our valued supplier partners as well at our Bestway Awards.”
Davison also credited the field teams, highlighting their role in constantly supporting retailers.
He said, “Our field team helps retailers understand their key catchment area, the trade zone that they operate in, to be able to compete in their specific location and bring the relevant ranges, fulfill the missions of the various shopper personas and bring their shopper a key value offer and maximize the opportunities out there.”
While Bestway is undoubtedly focused on growth, it hasn’t lost sight of the challenges facing the convenience sector.
Davison informed, “We have developed a very strong own label proposition to bring value to shoppers impacted by the cost-of-living crisis. Having three principles in mind – margin, value and quality – the range features almost 200 lines.”
Retail crime is another pressing issue.
He said, “We are working closely with our retailers and use our forums to ensure we listed to the issues and provide support with solutions. With Dawood Pervez (managing director at Bestway Wholesale) being a chairman of FWD, we also seek support from the rest of the industry as well where applicable.”
As the retail landscape continues to shift, Bestway Retail is also preparing for the impact of new legislative restrictions, such as the disposable vape ban and possible Deposit Return Scheme (DRS) regulations.
He said, “We acknowledge the importance of all these policies and respect them and are working with our customers to transition and mitigate any risks. For example, when it comes to the HFSS regulations, we have been developing our Good Food project for over two years now, with the objective to bring healthier options to our customers.”
Future is here
Davison’s extensive experience in convenience retail, combined with his deep understanding of the industry, gives him a unique perspective. His advice to independent retailers is simple yet profound that “one size or model does not fit all” and it is important to get to know the customers and adapt the propositions to tailor serving specific needs.
Looking ahead, Davison seems laser-focused to further develop dual-branded stores, ensuring “there's a perfect fit for everyone”.
He told Asian Trader, “Our focus is on creating dynamic, modern, and customer-centric spaces that cater to evolving shopper missions.
“We will tailor solutions to the unique needs of our retailers and optimise our Shopper First program to target key audience demographics to help pinpoint the right offers. Whether a bustling city centre outlet, community store or a cosy neighbourhood shop, we've got it covered.”
In many ways, Bestway Retail’s hybrid store model encapsulates the group’s as well as Davison’s philosophy- flexibility, agility, adaptability, personalisation and local relevance. As the retail landscape continues to evolve, it’s clear that Bestway is not just keeping pace but is ahead of the curve. The future, it seems, is already here.
Industry was left stunned in March this year when leading retail figure Victoria Lockie announced her abrupt departure from Nisa’s Head of Retail position. After all, having spent over a decade at Nisa, much of it leading from the front, Lockie had become a formidable presence, embodying the brand with her strong leadership and even stronger voice.
Her exit left many wondering what her next move would be. It didn’t take long for the answer to emerge.
Just a few months after leaving Nisa, the retail world was buzzing again with the news that Lockie had taken up a crucial new role at the UK’s largest buying group.
In early September, Lockie was appointed as Retail Director at Unitas, where she is tasked with driving the group’s retail and wholesale growth initiative as well as further development of its own brand range. Considering her experience in retail that spans more than three decades, starting from ground zero and rising to the top, bringing her on board is clearly a brilliant move by Unitas.
In an industry-first exclusive interview, Lockie talked in detail with Asian Trader about her strategy for navigating the evolving landscape, the challenges, issue of gender diversity, and how she plans to ensure Unitas stays ahead in all respect in an increasingly competitive market.
Lockie said, “The role of retail director has been created to further grow Unitas Wholesale’s retail offer and capabilities. Working with the wider team, I will be leading the retail and commercial agenda, which will not only shape the ‘Plan for Profit’ category management scheme, but also support the growth of our members’ symbol store development programs, the group’s retail and wholesale promotional programs and the continued roll out of the Local Living own brand range.”
Her new task is as challenging as it sounds exciting, but she has no illusions about the magnitude of the work ahead. The new role will also require her to focus on providing support for Unitas’ retail wholesalers to improve the proposition and execution in depot.
She said, “I will be supporting Unitas members to have the right products at the right price at the right time, executed well in depot so it actively engages retailers and drives sales and delivers ROI for our suppliers.”
The role of Retail Director also comes with a specific focus on strengthening the support that Unitas provides to its members in the ever-evolving digital landscape.
“I will also be working with the Unitas team to drive forward the digital agenda to ensure our members and their retailers can access our industry-leading support in the ways that are most accessible and appropriate for them,” Lockie notes, reflecting her commitment to embracing technology and modernizing Unitas’s retail strategy.
A kick start
With a recent successful conclusion of the Unitas conference that saw the attendance of record number of member businesses, Lockie seems to have hit the ground running.
Lockie’s arrival at Unitas coincided with the group’s four-day annual conference, and it proved to be the perfect launch pad for her new role. The timing couldn’t have been better.
She said, “Since joining Unitas Wholesale, my first few weeks have been a blur of activities, and I have loved it. I have immersed myself in the group and its membership, and the conference was a fantastic opportunity to meet so many in such an engaging and positive environment.”
The conference took place in Vilamoura, Portugal from September 20-24, creating quite a buzz among wholesalers and suppliers alike.
Smashing its earlier records, the conference was attended by a record number of member businesses, representing “more than 95 per cent of Unitas Wholesale turnover along with a record-breaking 900 one-to-one member and supplier meetings”.
At the heart of the conference, which was themed around “Inform, Inspire and Engage”, were in-depth and thought-provoking presentations by industry leaders, including figures such as Leon co-founder and author Henry Dimbleby, economist Paul Johnson, Lumina Intelligence’s Jill Livesey and Ed Stibley, TWC’s Tanya Pepin and DGA Group’s Katherine Morgan.
Members also took to the stage to share their stories with the suppliers in the room to aid insight and awareness of the opportunities in the channel which everyone found beneficial.
Lockie herself was the key part of a panel session focused on the future of retail.
She revealed, “It was a real privilege to take part in a panel session focused on the future of retail, where I was able to share some of my experience and outline some of my plans, such as how we will be supporting our members’ retailers to create stores that are industry leading, relevant and innovative by embracing the latest technologies, and Unitas’ retail expertise.
“This will ensure our members’ stores will best serve the communities that rely on them with what they need, when they need it.”
Reflecting on her first few weeks, Lockie said, “What a start to the role! What an incredible few days, full of positivity, enthusiasm and energy! It was the best and greatest introduction to the group and its members.”
Post-conference, Lockie is eager to hit the road, travelling across the country to meet several Unitas members dotted across the UK with a mission to better understand their infrastructures, depots, and symbol estates.
She informed, “Looking ahead, over the coming weeks I’m focusing on getting out on the road, travelling the length, breadth and depth of the UK to visit as many member businesses as I can so I can spend time fully understanding their infrastructure, depots and symbol estates in order to bring the best support I can.”
Retail bug
Lockie’s love affair with retail began at the tender age of 14 when she started working in a local convenience store.
She said, “I started my career at Costcutter in 1987, working in a variety of roles, including six years in IT which has led to my understanding and respect for data. By working in multiple departments, I have extensive operational experience which proved to be invaluable as my role, and the business, grew.
“From running my own stores, including a diverse blend of store types, from university sites, holiday parks, small format and large, my understanding of the challenges, and opportunities, now proves to be enormously beneficial.”
At Nisa, Lockie spent more than 12 years, joining in 2012 as a sales support manager, before serving in positions such as head of retail operations and head of key accounts. Her time at Nisa was transformative, both for herself and the company. Over the years, she built lasting relationships with retailers while leading the partner base and retail team.
She also led the symbol group’s retail team through significant transitions, including Nisa’s shift from a mutual-style ownership structure to a corporate governance model.
Lockie is confident that all that she has learned will now come in handy as she has a better perspective of how things actually work.
She said, “I have spent my career embedded in convenience retail, and this knowledge will be invaluable in my new role.
“Through my years at Nisa and with Costcutter before that, I have spent my career embedded in convenience retail so this knowledge and insight will be invaluable in my new role. My experience has shown me, repeatedly, the critical importance of encouraging retailers to stay close to their customers.
“Understanding the needs of your customer base and the area in which you operate is essential to ensure your range is right.”
Apart from navigating business decisions, the key role at Nisa also armed Lockie with the power of honest communication and in building lasting relationships, something which she found resonating at Unitas as well.
“During my career, I have learnt many lessons, not least the value of open and honest communication and the importance of relationships, but this is also key to everyday life. What appealed to me about joining Unitas was that one of its strategic pillars is around building sustainable relationships with its supplier base which aligns perfectly with my own approach.”
Apart from making strides on the business side, Lockie’s tenure at Nisa saw her touch several other milestones. More than just a business leader, Lockie also became a trustee for MADL (Making A Difference Locally), where she worked tirelessly to help independent retailers support their local communities.
Her tenure at Nisa also saw a sizeable impact on fair representation. Through panels and forums both internally and within the industry, she diligently worked on diversity, inclusion and mentoring activities, a passion which she is determined to pursue at Unitas as well.
Currently, she is an ambassador for Diversity in Wholesale, Women in Wholesale, GroceryAid, and WiHTL Women to Watch 2024. For many years, she has heavily supported the Association of Convenience Stores including the more recent Shopkind campaign.
She is determined to pursue the causes at Unitas as well.
“I was an active ambassador for their diversity and inclusion agenda, which I will be continuing at Unitas. I am passionate about driving this agenda forward, with continued work with Diversity in Wholesale, Women in Wholesale, Women in Retail and other industry initiatives,” she said.
Braving ahead
Clearly, Lockie brings more than just passion to the table; she also brings an unmatched depth of hands-on industry experience and more importantly, empathy.
With her decades of experience, she is acutely aware of the challenges that face both retailers and wholesalers.
She said, “There are countless issues facing the retail sector, and wholesale, right now, not least the increased cost to do business at a time when consumers are counting every penny and demanding the best value.
“At Unitas, we have recognised that there are opportunities to drive the retail proposition forward right across the group with store formats, compelling range advice and powerful promotions to meet these customer requirements.
“Our members are at different stages in their retail journey and our priority is offer the support most needed in order to counter the challenges they may face. Some members have
invested with dedicated retail teams out in the field to support their retailers, and others are at the start of this journey, so we are hard at work to understand what is needed and how we can best deliver an improved level of support to their retailers.”
Another issue that Lockie feels particularly passionate about is the rise of shoplifting, robbery, and violence against shop workers. Having introduced several successful safety initiatives in her previous roles, she is determined to bring similar programs to Unitas’s wholesale members.
She told Asian Trader, “I feel passionately about the safety and protection of convenience store retailers and how we can best support them to stay safe. In previous roles, I introduced several initiatives that were successful in protecting the welfare of retailers, and I will be looking to do the same again through our wholesale members.”
Looking ahead, Lockie feels that “value” will continue to be priortised by wholesalers and retailers as well as buyers.
She said, “Value is one of Unitas’s key strategic pillars as this will continue to play a huge role for wholesalers and retailers, so a strong value proposition is essential. Price marked packs will, of course, continue to drive trust and loyalty, but with the caveat that shared margins are appropriate.”
Apart from value, the end users also prioritise quality, something which tends to ensure the repeat customers at stores. Lockie is set to cater to this requirement through Unitas’ own label range.
She continued, “What is clear is that alongside value, customers are also expecting quality, which is why the Local Living own brand range is so key to get right. Our members’ retail customers are relying on us to deliver a high-quality value proposition, and we are confident that the Local Living SKUs currently available and those in the pipeline will tick all those critical boxes.”
Lockie is also concerned about squeezing retailers’ margin and is also focused on increasing supplier engagement at depots.
“To also drive value, our promotions need to pack a punch to deliver excellent margins, sales and footfall on the bestselling brands, and this is another of my key priorities to ensure we utilise our scale as the UK’s largest wholesale buying group to deliver really powerful deals.
“NPD of course continues to drive engagement right across the sector, in depots and in store, and by leveraging our scale and reach, we have access to the leading suppliers and brands.”
She is focused on listening – to members, suppliers, retailers – in order to establish what’s working and where improvements can be made to Unitas’ processes and propositions to provide both independent retailers and its members with the support they need to thrive.
Unitas’s “Plan for Profit” initiative is another area where Lockie is eager to make an impact.
She told Asian Trader, “I have 37 years’ experience within the retail sector, and I’ll be bringing that expertise and insight to the role to ensure our promotions, and ‘Plan for
Profit’are effective and deliver results for retailers and consumers. By working closely with members and our supplier partners, we can unlock significant opportunities both in depot and in store.
“An ongoing priority will be examining our joint business plans with suppliers with a retail lens. Not only will this enable us as a group to better understand the challenges suppliers face but also identify new opportunities to drive compliance and execution across the group.
“Talking with suppliers enables us to really understand what’s on their mind around issues such as NPD and compliance, and this helps us to shape activity in depot and in store.”
Lockie also points out that the wholesale and retail landscape gets largely impacted by regulations and legislation, such as HFSS (High Fat, Salt and Sugar) and MUP (Minimum Unit Pricing). She is confident, however, that the Unitas team is well-positioned to stay ahead of these challenges, providing members with the support and information they need through Plan for Profit, when they need it, in order to succeed.
It’s barely a couple of months but Lockie seems to have settled down well in her new key role.
She said, “Also, working with the wider Unitas team, we’re constantly exploring new opportunities to launch them across the wider membership to drive benefits for the whole group. We have a lot of plans in progress, so watch this space.”
Making inclusive workspaces
Both retail and wholesale are infamous for the pay gap when it comes to gender despite women playing a huge role in the retail sector. Apart from the pay gap, their numbers shrink rapidly with rising ranks.
Spanning 37 years, Lockie has been a part of a sector where women often tend to experience being the only woman in the room. However, the change is happening, and she has been both a witness and the key driver.
She said, “Things have moved on, without a doubt. Thanks to excellent initiatives such as Diversity in Wholesale, there is recognised support across the sector which is most welcome. However, more still needs to be done and I’m passionate about playing a role in this.
“Joining Unitas, I’m delighted to see that the group takes diversity and inclusion seriously, which is reflected in its team, and I’m really positive about the future for women in this fantastic channel.”
Lockie urges female retailers and wholesalers to never be afraid to work within different areas of the business, saying such an opportunity will always be beneficial as it gives a “broader understanding”.
Her advice to women looking to advance in retail is clear.
“Take ownership of your career. Build a broad network of people you can learn from, and endeavour to work with a mentor. Never underestimate how much you can learn from others. More people will be willing to help than you realise. You just have to ask!”
Lockie being an expert in knowing the pulse of the British convenience channel, her new role at Unitas does sound like a perfect fit not only for her but for retailers, wholesalers and the industry as a whole.
With her passion for retail and excellent business acumen along with her commitment to diversity, she is poised to lead the buying group into an exciting and dynamic future—one where independent retailers and wholesalers alike can thrive.
Marketing Manager Amy Heap talks about the c-store heritage brands that set KP Snacks apart from the competition and explains why they are doing so well
Can you please give an overview of your brand?
At KP Snacks, we offer a wide-ranging portfolio of crisps and snacks. One aspect of our range that sets us apart is our selection of classic Heritage Brands. With Nik Naks, Wheat Crunchies, Space Raiders, Roysters, Discos and Frisps, we’re tapping into the growing consumer demand for “Modern Nostalgia”, maintaining the positive associations our consumers have with these brands and making sure they remain relevant in today’s market. As well as being great tasting, fun and familiar, these products offer great value to shoppers with unique and flavourful brands that consumers trust and love.
How is the range currently performing?
Our unique brands are delivering sustainable growth to the Convenience channel. Last year, Nik Naks and Discos were in the UK’s top ten fastest-growing Food & Drink brands, with Wheat Crunchies growing by over 50 per cent1. Space Raiders is also driving sales within the channel, growing at +4 per cent2. Meanwhile, Roysters T-Bone Steak £1.25 PMP is outperforming the PMP segment in both volume and value.3 These unique brands have become staples of the Convenience & Impulse channel, offering consumers a mix of value, familiarity, quality and great taste.
How is the market currently performing?
Bagged Snacks is a strong and resilient category with huge scale, now worth over £4.3bn4 and growing. At KP Snacks, we have a track record of strong performance with our Heritage Brand portfolio currently growing at +6 per cent5.
Now more than ever, consumers are looking for products which are considered to offer good value for money, with retailers saying customers are looking for value and deals6. While our range offers everyday value it also bridges the gap between nostalgia and relevance, making them hugely popular.
How are you supporting your brand?
We’ve recently launched an exciting new £45,000 retailer incentive for our Heritage portfolio. Running until October 13, the new giveaway offers retailers the chance to win one of 90 £500 cash prizes by purchasing cases of Discos, Space Raiders, Nik Naks, Roysters, and Wheat Crunchies.
The incentive showcases our range and the critical role it plays within the Bagged Snacks category as a staple of the Convenience & Impulse channel. We’re also distributing new POS kits to drive standout of Heritage brands in-store and help increase retailer sales.
Our new POS package features the strapline “Extra Taste, Extra Fun and Extra Sales” and includes vibrant dump bins, shelf wobblers and shelf strips to help retailers capitalise on the strength of KP Snacks’ Everyday Value brands, delivering stronger customer visibility to drive sales growth.
We also recently launched brand new packaging across our Discos range, giving this classic brand a more contemporary feel. With vibrant colours and a dynamic design, the new packs deliver a more impactful standout on shelves.
Do you have any new product development?
We are committed to bringing innovation to the category with our NPD strategy, anchored in insight and delivered in a range of formats to bolster retailer sales.
We continue to innovate across our Heritage Brands range to deliver further differentiation.
We recently launched Nik Naks Rib ‘N’ Saucy in Grab Bag format, reintroduced the sought-after Nik Naks Scampi and Lemon in a £1.25 PMP and launched Wheat Crunchies Spicy Tomato, driving consumer interest and sales.
Most recently, we launched Discos Prawn Cocktail £1.25 PMP, capitalising on the considerable growth of Prawn flavours in the UK market. Worth £154m and growing +16 per cent YOY7, Prawn flavours are increasingly in demand.
It’s not just our products we’re innovating – we’re constantly reviewing and improving our packaging in line with our commitment to use as little plastic packaging as possible. This year we reduced plastic packaging across our Discos, Roysters and Frisps six-packs by 35 per cent by implementing new flow wrap equipment. Equivalent to 100 tonnes of packaging saved annually and 620 fewer lorry journeys, our packaging innovation helps to minimise our environmental footprint.
How important are independent retailers to your brand?
Retailers are hugely important to our brands and we are committed to delivering great value to our consumers, while also providing the right products in the right formats to drive sales for our retail partners and incremental category growth.
Heritage brands are a critical part of core ranging, with these products in particular appealing to consumers looking for great value snacks and representing brands that are iconic and well-loved in their own right.
Our new incentive is specifically designed to reward retailers and help them boost their sales by leveraging familiar brands which deliver everyday value and strong consumer appeal.
What trends are occurring in the sector?
PMP formats have seen significant growth in recent years and will stay increasingly relevant as the cost of living remains high. PMPs offer consumers great value for money, with clear pricing reassuring shoppers that they’re getting a good deal. Food to Go missions are also on the rise at +15 per cent8.
We have an extensive PMP portfolio, offering a range of tasty snacks at a variety of prices to suit all budgets and occasions. Our smaller format PMPs include the UK’s number one best value brand, Space Raiders, in a 40p PMP, alongside Discos, Skips and Wheat Crunchies at 50p with Nik Naks Nice ‘N’ Spicy and Nik Naks Rib ‘N’ Saucy available as £1.25 PMPs.
Describe your brand in three words …
Great-tasting, fun, trusted.
1 Nielsen IQ, Total Convenience Bagged Snacks Report, Total Volume, MAT 13.07.24
2 Nielsen IQ, Total Convenience Bagged Snacks Report, Total Volume, MAT 13.07.24
3 Nielsen IQ, Total Coverage, Total Value, MAT 13.07.24
4 Nielsen IQ, Total Coverage, Total Value, MAT 13.07.24
5 Nielsen 52 w/e 10/08/24
6 Figures quoted from KP Snacks/ ACS survey of 28 retailers, August 2022
7 Category – NielsenIQ, Scantrack, 52 w/e Oct 2023 - Total Coverage
Becky Allan, Marketing Manager at snack brand Takis, tells us how the super-fiery chilli flavours of this market-conquering phenomenon are the secret of its hot success
Can you please give an overview of your brand?
Takis first made a name for itself when it went viral in the US, with global sales of the popular rolled tortilla chips surpassing $2bn. Every Takis product is known for its fiery flavour, intense crunch and unique tortilla roll, providing consumers with an exciting and unmatched snacking experience.
The UK convenience sector can now enjoy the brand’s three SKUs: the best-selling Fuego flavour provides a blast of flaming hot chilli pepper and tangy lime, earning it an “EXTREME” rating on the brand’s Heat Meter. Takis’ Volcano variant meanwhile offers an intensely cheesy flavour with a cheeky fiery kick. The newest SKU, Dragon Sweet Chilli, ensures every bite is filled with a spicy sweet chilli flavour combination that tingles your taste buds. Marked as “Hot” on the Takis Heat Meter, these hot and spicy corn chips are sure to thrill true chip lovers.
How is your brand currently performing?
Takis is outperforming the wider snacking market with value growth of +8.1 per cent, making up 18 per cent of the market1. We are currently the fastest selling in the top 50 in the snacking category, driven by our increased distribution (+24 per cent YOY) 2.
When it comes to the convenience sector specifically, Takis is worth over £13 million and is in growth, seeing sales of over 6.1m packs a year3. We see no signs of this slowing, as Takis continues to cater to those looking for an intense snacking experience. In fact, our brand has a 23 per cent market saturation4, helped by our range of formats including the new PMP grab bags. This is a launch we’re particularly proud of, as it broadened our availability into the convenience channel – an area crucial to the snacking market.
How is the category currently performing?
The total market is proving a big profit driver for retailers, worth a huge £2.14bn, seeing 1.46bn packs sold a year5. When it comes to the tortilla sub-category, the convenience channel is seeing growth of +4.3 per cent year-on-year6. In the convenience sector, we’re seeing sharing formats grow at the quickest rate: +14.4 per cent year on year7!
The growth of the market is something that excites us here at Takis – there’s room to continue to expand and innovate, helping retailers provide snacking offerings that cater to a range of shopper wants and needs. There are lucrative profit opportunities to be had by retailers, and we’re here to help them make the most of them.
How are you supporting your brand and NPD?
This year has been a particularly exciting one that has seen us make significant headway in terms of establishing ourselves as a major player in the snacking category. With a marketing focus that sees us go where the consumer is, we are focusing our efforts on where Gen Z spend most of their time – social media. TikTok and Instagram are both incredibly important platforms; they enable us to not only be visible but build a community of fans and followers that we can engage with.
This clear, single-minded focus delivered two milestone for the year, the first being the launch of our third SKU into the market in April – the inimitable Dragon Sweet Chilli. This August then saw us launch Takis into the convenience channel, following a six-month stint exclusive to grocery, with a PMP offering that is bespoke to this sector. In a UK first for our brand, Takis’ three SKUs are available in PMP format, allowing retailers to capitalise on the market that is growing at +17.6 per cent value and +6.8 per cent units year-on-year8. Available to order via Booker Wholesale UK, Fuego, Volcano and Dragon Sweet Chilli are available in a 55g pack, price marked at £1.25.
How important are independent retailers to your brand?
Independent retailers are hugely important to our brand – and we are thrilled to have launched our products into this sector. Our core target audience is Gen Z – we know that they are the super snacking generation and more likely to buy on impulse, with independent retailers being perfectly placed to leverage this. When it comes to shopper attitudes to snacking, bold and strong flavour choices are dominating purchase decisions. While planned purchases lend themselves to “weaker” flavours, impulse purchase (57 per cent of shoppers buy bagged snacks at least once a week9) is where intense flavours, such as chilli and paprika, have their moment to shine10.
What trends are occurring in the sector?
The “Need for Heat” is not showing any signs of stopping, as 33 per cent of snackers are looking to explore new intense flavours in the category11, suggesting a continued interest in spicy flavour profiles. In fact, 35 per cent of consumers say they buy intensely flavoured crisps and bagged snacks with crunch because they like spice, 30 per cent because they like intense flavours and 33 per cent because they like to explore new flavours. This makes clear that NPD around intense flavour will be key to maintaining consumer interest.
Describe your brand in three words
Bold. Fiery. Daring.
1 Circana – Total Market – Total Crisps, Baked & Snacks – L52 w/e 12/05/24