Shopping for beer between Monday and Wednesday is far more common than many might expect, with almost one third of beer shoppers making their purchases on these days of the week, reveals new data published by Carlsberg Marston’s Brewing Company (CMBC).
CMBC is sharing its new ‘Beersonas’ – its take on beer consumer profiles – which have been designed to help convenience store owners understand more about their beer shoppers and cater more effectively to their needs.
The brewer has revealed that while shopping for beer at the weekend or ahead of a major sporting event remains popular, the ‘Early Bird’ shopper category is actually the most common, representing 29.3 per cent of all UK households.
CMBC’s insights teams’ analysis of recent shopping data identified the following key ‘beersona’ profiles that purchase from convenience stores:
Early Birds, representing 29.3 per cent of shoppers. They tend to buy beer earlier in the week, often purchasing ale alongside other grocery staples such as tea bags, canned vegetables and salad. With a higher disposable income, these shoppers also have more free time and can afford to shop around, buying in smaller amounts but more frequently throughout the week, rather than in one big shopping trip.
Rush Hour Regulars, 16.2 per cent of shoppers. They are usually on a ‘meal for tonight’ mission, using convenience stores between 4pm-6pm ahead of dinnertime – this means they will be on the lookout for chilled beer. They are impulsive and can be persuaded to trade up to a new or premium product, favouring lager over ale.
Weekend Welcomers, 25.7 per cent of shoppers. While all beer sales see a spike at the weekend, older adults with families over-index at this time of the week. Weekend Welcomers are often time-poor, and don’t tend to browse for long. They can be impulsive depending on the weather and if there is an occasion coming along. They may be more likely to look at the Low & No alcohol range available, due to having busy family commitments or needing to drive. Having mid packs around the store and chilling beer where possible will help cater to these shoppers’ needs.
One Quick Thing, 28.8 per cent of shoppers. These are ‘top-up’ shoppers and may not initially be looking for beer. However, they can be persuaded to add it to their baskets via strategic fixture placement that draw attention to great products and promotions. They are deal-savvy and time-poor so will be interested in chilled products and will respond to clear messaging about the best deals.
Howard Dix, Business Unit Director for Impulse at CMBC, said, “Whilst the peak time of the week for beer purchases remains Friday and Saturday evenings, there is an opportunity at the start of the week to appeal to a different demographic.
“Retailers might be surprised to know that older shoppers who tend to shop for beer earlier in the week are actually one of the largest groups of available shoppers. I'd encourage convenience store owners to think about whether there are particular promotions they could run from Monday to Wednesday to cater to this group. Our Early Birds tend to like more traditional beers such as ale and standard lager, so focusing on these products will maximise sales for the full week.”
CMBC currently offers a range of products and pack sizes to cater to all these customer groups, including Carlsberg Danish Pilsner, 1664 Bière and Hobgoblin ale with 440ml and 568ml cans proving most popular among convenience store shoppers.
Trust in UK-produced food has reached its highest level since 2021 following three years of falling confidence in standards.
Most (75 per cent) adults now say they trust food produced in the UK. This is a rise from 71 per cent in 2023, although still below the level of trust felt by shoppers in 2021 (81 per cent).
The figure rises to 91 per cent when consumers are asked whether they trust food "exclusively produced" within the UK.
Significantly, more people now say they trust UK food more than NHS care, water from the tap, or any other core service or utility.
A clear majority (85 per cent) of respondents to the survey say they trust the country's farmers, compared to just 9 per cent of whom express distrust.
Animal welfare remains the most important aspect of food production for consumers, and 72 per cent of adults say farmers follow good animal welfare standards.
And a majority of respondents (72 per cent) say that assurance labels were a reason to trust food, while 77 per cent say that labels showing where food comes from helps build trust.
The findings, which draw on research from over 3,000 UK consumers, form part of Red Tractor’s annual Trust in Food Index. First produced in 2021, it is designed to provide the most comprehensive assessment of consumer attitudes to food in the UK.
Jim Moseley, CEO of Red Tractor, said the past four years had been 'brutal' for the food and farming industry. Farmers have particularly faced a series of challenges, such as severe weather events, poor harvests, and the prospect of rising taxes on the horizon.
"Not since the foot-and-mouth crisis over 20 years ago has the food industry had so much to contend with," he said.
But this year’s findings will likely give a boost following years of rising costs and higher prices for consumers.
Meanwhile, the importance of the Red Tractor logo when choosing food has risen to its highest level in the four years since the Trust in Food Index began.
Moseley concluded, "It should be a source of huge pride to everyone involved in food production in the UK that food is now more trusted than water or any other basic service we rely on every day
"Despite the extremely challenging environment, farmers’ efforts to work to some of the highest standards in the world has played a significant role in driving a resurgence of consumer trust in UK food."
Convenience retail continues to remain a robust sector despite rising crime and state intervention on unhealthy products, states leading property adviser Christie & Co today (16) in its annual report.
Christie & Co's report "Business Outlook 2025" reflects on key market activity, trends and challenges of 2024 and forecasts what 2025 might bring across the industries, including the convenience retail sector.
The report notes that in 2024 retail deal activity continued in the same strong vein as in H2 2023, and convenience retail remains a robust sector driven by need, providing solid investment opportunities. As such, Christie & Co's retail price index rose by 7.3 per cent.
Despite operational challenges from rising crime and state intervention on unhealthy products, there was a strong demand for opportunities.
According to Christie & Co 2024 data revealed in the report, there was a 20 per cent increase in the number of stores sold compared to 2023, with an average of ten viewings per sale.
Ever-increasing overheads will continue to present challenges for store owners and are causing the multiples to increase the turnover threshold for profitable stores.
Christie & Co notes that, as costs rise, continued divestment from corporate multiple retailers is expected and these divestments will inevitably present new opportunities for independent buyers in 2025.
The report also outlines Christie & Co's market predictions for the year ahead
Retailers will continue to face rising costs as a result of measures outlined in the Autumn Budget, and this will affect wages in particular.
This has the potential to cause inflation. However, as convenience stores are needs-driven, consumers will accept price rises or seek out value for money, states the report.
Retailers may be less inclined to hire more staff because of increasing wages and taxations, as announced in the Budget.
Due to increasing Government restrictions on unhealthy products, suppliers will have to adapt their offerings to fit requirements or sellers will have to evolve their product range, the report added.
It is unlikely that there will be a reduction in demand for sites, but purchasers will most likely factor cost increases into their offers while divestments from corporate multiple retailers are expected to continue as they continue to see costs go up and "tail end" stores may struggle, states the report.
Steve Rodell, Managing Director of Retail and Leisure at Christie & Co comments, “We are in the very fortunate position to be at the forefront of convenience retail business-to-business transactions, and we have worked very hard to become the market leaders.
"This is now a valuable position to be in, as other areas of retail, including much of the high street, struggle with internet shopping and multiple channels of competition.
"Convenience retail remains a needs-based sector, and as long as retailers listen to customers and satisfy local demand there is a good future for the convenience store.”
"Cultural entropy" costs retailers an estimated £10.8 billion annually, making up almost a tenth of the £122 billion lost annually across UK industries due to workplace fear, amounting to 5 per cent of the nation’s GDP, states a recent report.
According to research by Katharine Williams, founder of Neema, in terms of economic loss, the retail sector ranks fifth, sitting below healthcare, manufacturing, real estate and construction and financial services.
The rise of e-commerce, automation in supply chains, and data-driven decision-making has transformed operational models.
This shift has increased pressure on leadership to adapt quickly, often leading to fear-based behaviours amplified by job security concerns, evolving customer expectations, and the challenge of balancing technological innovation with workforce retention, states the report.
Defined by the Barrett Values Centre, cultural entropy is a measure of unproductive and fear-based leadership behaviours such as blame, bureaucracy, and mistrust, which divert critical resources and energy away from productive activities, hampering revenue growth and impacting employee engagement across various sectors.
In terms of cultural entropy, by comparison to other sectors retail performs quite well with an entropy score of 17 per cent, sitting below sectors such as utilities and healthcare which have greater levels of fear-based behaviours.
The study finds that although good leaders don’t intentionally foster fear-based cultures, many unwittingly do. Despite over 50 per cent of UK organisations offering leadership development programmes, between 15 per cent and 22 per cent of all leadership behaviour remains fear-based.
This is because, like all humans, 90-95 per cent of a leader’s thoughts and behaviours are driven by their subconscious processing—which is often fear-based and shaped by emotional triggers, habits, and learned responses.
As a result, even highly experienced, well-intentioned leaders operate with fully deliberate, intentional thought only 5-10 per cent of the time, making them susceptible to automatic responses that may not align with either their own or the company’s values.
Williams said, “I see this as positive news for CEOs within retail. For those who have been left dissatisfied by the results of costly, time-intensive cultural interventions and leadership development programmes, there is a bright light at the end of the tunnel.
"Cultural Entropy costs will drastically reduce as leaders increase awareness of the subconscious patterns and habits that fuel fear-based leadership behaviours.
"As a coach, I use neuroscience-backed techniques, honed intuition, and rigorous diagnostics to help clients access and integrate what’s hidden in their subconscious. Integrating the subconscious with the conscious makes the invisible, visible – and what you can see you can address. At Neema, we call this ‘Integrated Leadership’.”
Two-thirds of retail leaders respondents say they will raise prices in response to increased NI costs while food inflation could hit 4.2 per cent by the end of 2025, a leading retailers' body has said citing a recent survey.
British Retail Consortium (BRC) today (15) released the findings of a survey of CFOs (Chief Financial Officers) at 52 leading retailers, revealing significant concern about trading conditions over the next 12 months.
Sentiment languished at a concerning -57 with 70 per cent of respondents “pessimistic” or “very pessimistic” about trading conditions over the coming 12 months, while just 13 per cent said they were “optimistic” or very “optimistic” (17 per cent were neither optimistic nor pessimistic).
The biggest concerns, all appearing in over 60 per cent of CFO’s “top 3 concerns for their business” were falling demand for goods and services, inflation for goods and services, and the increasing tax and regulatory burden.
When asked how they would be responding to the increases in employers’ National Insurance Contributions(NICs) (from April 2025), two-thirds stated they would raise prices (67 per cent), while around half said they would be reducing ‘number of hours/overtime’ (56 per cent), ‘head office headcount’ (52 per cent), and ‘stores headcount’ (46 per cent). Almost one third said the increased costs would lead to further automation (31 per cent).
The impact of the Budget on wider business investment was also clear, with 46 per cent of CFOs saying they would ‘reduce capital expenditure’ and 25 per cent saying they would ‘delay new store openings.’ 44 per cent of respondents expected reduced profits, which will further limit the capacity for investment.
This survey comes only a few weeks after 81 retail CEOs wrote to the Chancellor with their concerns about the economic consequences of the Budget. The letter noted that the retail industry’s costs could rise by over £7 billion in 2025 as a result of changes to employers’ NICs (£2.33 bn), National Living Wage increases (£2.73bn) and the reformed packaging levy (£2 billion).
The Budget is not the only challenge retailers are facing, with weak consumer confidence and low consumer demand also an issue. As part of the survey, CFOs offered their forecasts for the year ahead. These suggest that shop price inflation, currently at 0.5 per cent, will rise to an average of 2.2 per cent in the second half of 2025. This would be most pronounced for food, where inflation is expected to hit an average of 4.2 per cent in the second half of the year.
The forecast for sales was more muted. While sales growth is expected to improve on the 2024 level of just 0.7 per cent, at just 1.2 per cent this would still be below inflation. This means the industry could be facing a year of falling sales volumes at the same time as huge new costs resulting from the Budget.
Helen Dickinson, Chief Executive at the BRC, said, “With the Budget adding over £7bn to their bills in 2025, retailers are now facing into the difficult decisions about future investment, employment and pricing.
"As the largest private sector employer, employing many part-time and seasonal workers, the changes to the NI threshold have a disproportionate effect on both retailers and their supply chains, who together employ 5.7m people across the country.
“Retailers have worked hard to shield their customers from higher costs, but with slow market growth and margins already stretched thin, it is inevitable that consumers will bear some of the burden.
"The majority of retailers have little choice but to raise prices in response to these increased costs, and food inflation is expected to rise steadily over the year. Local communities may find themselves with sparser high streets and fewer retail jobs available. Government can still take steps to shore up retail investment and confidence.
"Business rates remain the biggest roadblock to new shops and jobs, with retailers paying over a fifth of the total rates bill. The Government must confirm the planned reforms will make a meaningful difference to retailers’ bills and that no shop will end up paying more.”
As UK and European retailers gear up for 2025, the grocery sector is poised for transformation, driven by renewed focus on fundamental retail practices, new revenue opportunities, and the growing demand for health and sustainability initiatives., highlights a new report.
A new report from IGD outlines six key trends that are set to shape the future of the grocery sector across the UK and Europe.
1. Optimising Retail Fundamentals for Success
While new technologies capture attention, UK and European retailers are reinforcing core retail fundamentals like stock availability, pricing, and promotions. Innovations like shelf-edge cameras and AI-driven stock management are improving these essential areas, ensuring a seamless shopping experience.
2. Exploring New Revenue Streams
As operating costs rise, UK retailers are diversifying their revenue sources by leveraging e-commerce technology, data monetisation, and B2B services. Tesco’s launch of Transcend, enabling other grocers to use its fulfilment tools, exemplifies the growing interest in non-traditional retail income streams.
3. Evolving Store Formats for Greater Flexibility
Retailers are adopting adaptable store designs that cater to evolving consumer needs and seasonal trends. The rise of modular store formats that feature event spaces, like FairPrice Finest in Singapore, is gaining traction in Europe, offering dynamic, customer-focused shopping experiences.
4. Seamless Connected Commerce
UK and European retailers are enhancing the integration of physical and digital retail, focusing on omnichannel experiences, loyalty programmes, and smart checkout solutions. AI-powered tools, like Target’s Store Companion, are simplifying store operations while enhancing customer engagement.
5. Health and Wellness Products Lead the Charge
Driven by growing health-conscious consumer demand, retailers in the UK and Europe are introducing more functional foods and health-focused products. The rise of initiatives like Cycle.me demonstrates a shift towards combining wellness with convenience, offering consumers greater choice in healthy, sustainable products.
6. Accelerating Sustainability Commitments
Retailers are intensifying their sustainability efforts, with a focus on reducing food waste, plastic packaging, and energy usage. Germany’s EDEKA Dorfmann sustainability store sets a new benchmark for eco-conscious retail, inspiring UK and European retailers to meet ambitious sustainability goals through innovative practices.
Stewart Samuel, Director of Retail Futures at IGD, commented, “As we move towards 2025, retailers must build on the foundation of global trends while ensuring they stay agile to rapidly evolving consumer demands.
"Focusing on the basics – stock availability, pricing, and promotions – remains critical to success. But at the same time, leveraging new revenue streams, embracing technological innovation, and championing health and sustainability are no longer optional; they are essential to staying competitive.
“Retailers who can successfully integrate these areas will not only future-proof their businesses but also build stronger relationships with increasingly conscious and demanding consumers.”