The delayed third phase of Britain's post-Brexit border regime for imports from the European Union will begin on Friday - four years after Britain left the bloc's single market and nine years after it voted to leave the EU.
After Brexit, such was the scale of Britain's task to untangle supply chains and erect customs borders, that it only started imposing new rules last year.
The first phase of Britain's new border model requiring additional certification for some goods came into force at the end of January last year. A second phase followed at the end of April, introducing physical checks at ports for products such as meat, fish, cheese, eggs, dairy products and some cut flowers. New charges were also introduced.
From Friday, a third phase, delayed from Oct. 31 last year, will kick off, with businesses moving goods from the EU to Britain required to comply with new UK safety and security declaration requirements - detailed information about the products being shipped.
HM Revenue and Customs said mandatory collection of the data would enable "more intelligent risking of goods", with legitimate goods less likely to be held up at the border. It said this would mean less disruption to businesses whilst preventing illegal and dangerous goods entering the UK.
But it warned businesses that declarations must be submitted before goods arrived at the UK border to avoid them being held up for unnecessary checks and possible penalties.
While Britain's major retailers and large EU exporting businesses have the resources to handle the demands of the new border regime, smaller retailers and wholesalers have complained it is disproportionately burdensome.
Plans to extend physical checks to fruit and vegetables have been delayed several times and in September last year were pushed out again to July 1 this year.
Chancellor Rachel Reeves said on Sunday, she was "happy to look at" an idea, put forward last week by European Trade Commissioner Maros Sefcovic, that Britain could join a pan-European customs scheme. The scheme is not the same as the EU's full customs union, which the Labour government has said it will not rejoin.
Molson Coors Beverage Company has announced a new strategic partnership with Fevertree Drinks, the leading supplier of premium carbonated drinks and mixers.
The deal gives Molson Coors exclusive commercialisation rights to Fever-Tree’s US portfolio, effective 1 February. The firm will be responsible for co-manufactured production, marketing, sales and distribution of the brand’s lineup of tonics, ginger beers, cocktail mixers and more in the US.
In addition, Molson Coors has agreed to acquire an 8.5 per cent stake in the British company for a reported $88 million (£70.6m), becoming Fever-Tree’s second largest shareholder.
The company said the move is a significant step forward in its strategic ambition to build a total-beverage portfolio for a wide range of consumer preferences across traditional alcohol occasions and non-alcoholic occasions alike.
“Our strategic partnership with Fever-Tree in the US is a meaningful step in Molson Coors’ journey to becoming a total-beverage company with a winning portfolio of drinks for a wide variety of consumer occasions. We’ve made progress here, and today we are building on that progress in a significant way with Fever-Tree as the latest and largest non-alc brand to join our portfolio,” Molson Coors chief executive Gavin Hattersley said.
“The US is our biggest global market by revenue, and the same is true for Fever-Tree, so we believe this partnership provides ample opportunity for our teams to build on the strong success Fever-Tree has achieved to date.”
Established in the UK in 2004, Fever-Tree has become a proven leader in a high-growth, above premium space, with distribution to over 90 countries worldwide. In the US, Fever-Tree's largest global market by revenue, the brand has consistently built on its first-mover advantage, and in doing so has become the No.1 tonic and ginger beer brands nationwide, as per Nielsen data [since 2007].
“Today’s announcement marks a transformational step for the Fever-Tree brand in the US and is not only a reflection of how far we have come since first entering the market in 2008 but also how the opportunity ahead for the brand continues to grow,” said Tim Warrillow, Fever-Tree chief executive.
“With a national network providing scale and muscle, proven track record, supply chain expertise and clearly stated strategic desire to drive the future of their business beyond beer, Molson Coors are the ideal partner to take the Fever-Tree brand to the next level across the US.”
The partnership with Fever-Tree builds on Molson Coors’ strong recent momentum in the advancement of its Beyond Beer and premiumisation strategy. The company took a majority stake in ZOA Energy in November 2024 and has since expanded distribution into new accounts and channels.
A.F. Blakemore & Son, the family-owned business operating SPAR convenience stores and serving retail, foodservice and wholesale customers, has announced strong results for the 2023-24 financial year in a rapidly changing environment.
Chairman, Peter Blakemore announced, “Despite sales declining slightly from £1.24bn to £1.18bn, I am pleased to present results, showing positive actions on high margin categories and cost control meant adjusted EBITDA increased by 52 per cent from £19.3m to £29.4m after exceptional items.”
Sales momentum came from an ongoing investment in customers that delivered innovation including Vape, PRIME and MrBeast alongside food to go across partnered and owned and food brands, including Country Bridge Meats, Harriet’s Bakery, and Philpotts Food to go.
Instore customer experience was elevated with a digital first approach incorporating ESELs and digital screens across the company owned estate.
Significant investments in technology across the company owned SPAR estate have driven rigour and efficiency, whilst energy efficient plant and equipment in partnership with Gridserve, saw four EHGV trucks introduced into the Blakemore fleet and work in the supply chain removed six million food miles from the supply chain network.
Whilst the second half was more difficult with increased competition, poor weather and reducing inflation, footfall remained positive, and productivity initiatives delivered improved margins.
Acknowledging the role of colleagues within the business Peter thanked them for their approach and commitment to the company and expressed his confidence in the focus and energy the new CEO, Carol Welch and her senior leadership team have brought to the business.
Most Brits visited a retail destination during October and November 2024, shows a recent report, highlighting the resilience of physical retail.
According to the latest Consumer Pulse Report by MRI Software, in partnership with Retail Economics, 88 per cent of the UK population visited a retail destination during October and November 2024 — an increase of 86.1 per cent since May 2024. The report also reports an average of 2.2 visits per person per month.
The latest survey reveals that 31 per cent of office workers play a key role in high street retail, with visits peaking during lunch hours.
33 percent of office workers choose to visit after 5pm on weekdays, particularly Tuesdays and Wednesdays which are popular days to venture into the office.
As return to office becomes more widespread, the retail sector has an opportunity to maximise engagement and sales by leveraging these insights and presenting itself as a convenient shopping option for the hybrid workforce.
The under-35 demographic is increasingly motivated by experiential retail opportunities, such as dining and leisure. In November, this age group averaged 9.5 visits to physical retail destinations — more than double the frequency of those aged 55 and over. The rise of social commerce, which enables shoppers to make purchases within social media apps such as TikTok and Instagram, is likely influencing footfall into physical retail destinations and creating opportunities for in-store experiences.
“The latest findings depict a retail sector that continues to adapt and remain relevant as consumer behaviours shift,” commented Jenni Matthews, Marketing & Insights Director, MRI Software.
“With 88 per cent of the UK population visiting retail destinations and under-35s driving experiential trends, it’s clear that physical retail remains a powerful touchpoint for engagement.
“Retailers have an incredible opportunity to leverage these insights—not just to meet consumer expectations, but to exceed them by creating vibrant, immersive destinations that align with changing consumer behaviours.”
Retail leaders are prepared for a challenging start to 2025 following the Autumn Budget, bringing with it financialpressures and rising costs.
Consumers are already erring on the side of caution, as 51 per cent of shoppers remain concerned about the rising cost of living over the next six months. This figure is down from 60 per cent in May 2024, suggesting a gradual improvement in consumer confidence.
However, affordability remains top of mind, with shoppers prioritising value and cautious spending.
Retail crime is a growing problem not just a businesses but also for consumers as retailers, who are paying a heavy price related to crime, are expected to pass on the cost in the form of higher prices, shows a recent report.
According a new report by national law firm TLT, based on the survey of UK's top 100 retailers, the financial impact of retail crime transcends the losses from theft, damage, and personal injury in the form of increased costs from higher wages, security investments, and compliance with regulatory measures.
In fact, 80 per cent of retailers report increased costs related to safety and security measures.
The economic repercussions of retail crime are widespread and varied, affecting everything from daily operations to long-term business strategies on top of increased employment costs.
89 per cent of retailers are reporting material losses in inventory, which has a direct financial impact. In addition, 34 per cent have invested in additional security infrastructure, illustrating how retail crime has forced companies to prioritise safety over increased profits.
The report, based on a survey of the UK’s top 100 retailers, highlights the scale of the problem and how retailers are increasingly turning to technology such as AI driven analytics and biometric security systems as critical lines of defence.
Retailers are exploring a range of financial strategies to mitigate rising costs, but the most common (44 per cent) is passing them onto customers through higher prices. This approach means that the rise in retail crime is as much of an issue for consumers as it is for businesses. 42 per cent of retailers plan to increase product prices specifically to offset these crime-related expenses.
Meanwhile, 29 per cent are absorbing these costs internally, accepting the financial strain without adjustments to pricing or operations because they fear losing customers to lower-priced competitors. Additionally, to streamline and reduce costs, 24 per cent of retailers are implementing cost-saving measures in other areas.
The report shows that all (100 per cent) retailers reported experiencing some form of crime in the past year. 88 per cent reported incidents of shoplifting, 86 per cent reported cybercrime, 81 per cent reported physical abuse, and 86 per cent reported verbal abuse.
Verbal abuse was also experienced by 100 per cent of grocery retailers surveyed, added the report.
Retailers are implementing various strategies to fight the growing challenge of retail crime, with tagging products (to deter theft and track inventory) being the most common action (adopted by 61 per cent of businesses).
Restricting product displays or access follows closely, with 57 per cent of retailers taking this step to limit shoplifting. Modified store layouts, chosen by 44 per cent, aim to improve visibility and control over store areas, while 45 per cent have enhanced in-store security, bringing in additional safeguards to discourage criminal activity.
Increased staff presence in critical areas (34 per cent) provides a human deterrent, and some retailers (23 per cent) have even altered opening hours to close earlier and reduce the potential for incidents at night. 52 per cent of businesses are investing in enhanced property security features, such as reinforced doors and secure entry points.
Traditional threats like theft are now compounded by the rise of cybercrime, making it essential for retailers to prioritise collaboration, workforce training, and investment in both physical and digital security measures.
"Our findings show that retail crime is a growing problem but it is not just a business issue. The solution lies in a unified approach that combines innovation, workforce resilience, and meaningful government support to protect employees, businesses, and communities”, says Perran Jervis, Head of Retail & Consumer Goods at TLT.
The Competition and Markets Authority (CMA) on Wednesday launched an inquiry into the anticipated acquisition of The Famous Grouse, Naked Malt and affiliated brands by William Grant & Sons Group.
Edrington and William Grant & Sons reached an agreement for the sale of the brands in September last year. William Grant & Sons will buy the brands from The 1887 Company, a subsidiary of Edrington.
Founded in 1896 in Perthshire, Scotland, The Famous Grouse is a much-loved blended whisky brand that would add to William Grant & Sons’ portfolio of renowned whiskies and spirits, that includes Glenfiddich, Grant's, The Balvenie, and Hendrick's Gin, among others.
Edrington, which owns The Macallan, Highland Park and The Glenrothes single malts, said the deal marks the next stage of the company’s strategy to focus on the growth opportunities in the ultra-premium spirits category.
The CMA has invited comments on the transaction from any interested party and a decision on its initial investigation is expected by 27 March.