A passionate journalist with about a decade of experience, Pooja has developed a strong hold on the UK grocery retail sector. From exploring legislative changes, supply chain shifts, consumer buying habits, trends to retail crime, her work is driven by a deep belief in investigating, finding the truth and telling authentic unbiased stories.
Be it convenience pathbreakers, wholesale trendsetters or Post Office Horizon scandal victims, Pooja has an equal flair for deciphering industries as well as human complexities. At Asian Trader, she aims to bridge the gap between policy, trade, and the shop floor, always keeping a finger on the pulse of what matters most to retailers.
As 2023 draws to an end, independent retailers are both exhausted from a particularly overwhelming year as well as concerned yet equally excited about what 2024 is about to bring, Asian Trader has learnt.
Inflation has been the flavour of the year with most retailers battling the cost increase and facing customers’ rage over it, all the time trying to maintain their own margin. Higher energy bills came as icing on the top, eating into stores’ profit. To add to the pile of burdens is the rise of rampant shoplifting which kept most of the store owners on their toes for the better part of the year.
Cost of living crisis emerged as the common pain when Asian Trader got in touch with some independent retailers.
For retailer Trudy Davies, owner of Woosnam & Davies News store and President for West Midlands branches of The Federation of Independent Retailers, 2023 was challenging as it was hard to keep up with rising prices of goods and services.
Located in the small town of Llanidloes in Wales, Davies is known for actively contributing to several causes. Ironically enough, she struggled a lot to sustain her own business this year.
“I have tried to keep my prices as low as I could as I do realise that everyone in my community is feeling the pinch cost of living crisis. Our margins are being squeezed and we have cut everything I think could be detrimental to the business to cut down more costs,” she said.
This year, she consolidated her high street businesses together by relocating her bakery outlet into her newsagent store to offer everything under one roof. A champion of campaigns around “kindness, diversity and women in retail”, Davies is particularly pleased that mental health issues of small business sector came to the fore in 2023.
Gosport-based retailer Imtiyaz Mamode will remember 2023 as the year when he saw his customers struggling with increased costs, some even for bare essentials like milk.
“The year was not only challenging for customers, but it was also tricky for us as people were spending way lesser,” Mamode told Asian Trader.
Retailer Benedict Selvaratnam
Amid price rise and weaker economic climate, it fell on to independent retailers to adapt and cater to the needs of all ranges or lose customers to discounters. Croydon-based retailer Benedict Selvaratnam is one of the retailers who endeavored and adapted to fit in various budget ranges in his store.
"This year has been quite a balancing act. We have seen a shift in our customers' shopping habits due to the economic climate. We saw a greater focus on essentials and more careful spending.”
“Adapting to these changes has been the key for us, ensuring we stay relevant and accessible to our community despite the economic headwinds,” said the owner of almost a decade old Freshfields Market convenience store in Croydon.
Apart from the cost-of-living crisis, the surge in retail crime emerged as a major pain for retail.
“Coupled with cost-of-living crisis has been the surge in retail crime. It's alarming how frequent thefts have become. This has added another cost to us in the terms of prevention which is also impacting on our bottom line,” Selvaratnam told Asian Trader.
As crime spiked and police response continued to remain not much of a support, several indie retailers took the matter in their own hand to safeguard their businesses- be it through hiring extra staff to keep an eye or turning to tech for solutions.
Scotland-based retailer Charanjit Singh Binning is among those ones. Apart from undertaking a massive renovation and expansion project to refurbish his store in Kilwinning (that has been in the family for 22 years), he also installed an AI-enabled adaptive audio and visual content to deter shoplifters.
“We tried to be proactive and got RETaiL AI to do the media system in my store. It’s a customised audio video system that can be adapted to remotely ‘warn off” suspected shoplifters in real-time.”
Like his peers, Binning too felt helpless seeing his customers struggle to buy essentials.
“We are concerned about them, but we are also concerned about our margins too. Since there is a supermarket nearby, I have to be double sure that our offerings and prices remain competitive. Our margins were squeezed in some product lines but obviously, that is out of our control,” he said.
Looking Ahead
According to IGD, the UK food and grocery industry is expected to reach a total value of £217.7 billion in 2024.The food-to-go market is expected to surge to £23.4bn, which is double the growth of the wider UK food and grocery retail market.
Supermarket giants like ASDA and Morrison are investing aggressively in smaller convenience store format and the same is expected to gain momentum in 2024. According to Fitchratings, margins of most food retailers have been stabilising so far in 2023 and the same trend is expected to continue into 2024.
However, fact remains that these margins are being eaten into from various angles.
Retailer Selvaratnam is concerned over both retail crime as well as its deterring tech as they are “eroding profit margins”.
“It's an ongoing struggle to balance these realities with the need to provide great service and value to our customers,” he told Asian Trader.
Rise in minimum wages is something that is also going to pinch independent store owners a lot.
National Living Wage will inflate by 9.8 per cent to £11.44, with the Low Pay Commission recommending that the people eligible for the NLW be reduced from the age of 23, to 21. In addition to this, the National Minimum Wage for 18–20-year-olds will increase by 14.8 per cent, bumping up to £8.60.
The government has granted a higher minimum wage, which is definitely good news for shop workers though fact remains that the raise is coming out of store owners’ pockets. Additionally, some might be already paying above minimum wage (like Davies), but still have to shell out more as the staff tend to request a raise of the same percentage whenever the minimum wage goes up.
Cost of energy is also giving retailers sleepless night. The key here is to adapt and innovate.
Binning said, “We will have to manage these costs. After the store’s renovation, we now have a lot more refrigeration than we used to have. I have tried to install the most energy efficient equipment because personally, I don't see the cost of energy going down anytime soon. Once it goes up, it’s hardly ever comes down and we all will eventually have to accept it as new normal.”
“We all will have to absorb these costs so it is better to figure out more and unconventional revenue channels like a great bakery offering,” Binning told Asian Trader, saying a business can be “as good as the owner wants it to be”.
“We are trying to think out of the box and be innovative. We are being receptive to customers’ feedback and demands. We are with a lot of local suppliers, which are doing fantastically well, and customers absolutely love it because we are supporting local business,” he told Asian Trader.
Binning’s peer Mamode, whose store is a major TikTok attraction for its unique line up of confectionery, is also set to get even more innovative to attract more customers and give them a better experience.
“I am planning to refurbish the store a bit from inside- some change of fixtures. It's almost five years now and we need a bit of change in the store with the help from Booker,” he said.
Confusion over legislations and schemes, political unrest and back-and-forth moves by the government is another concern for retailers.
Davies said, “My main concern right now is the vape situation and what the government is going to decide about their fate in the UK. Vapes have been very successful for our store and helped us to maintain customer base who used to smoke and now trying to quit so we certainly need vapes to combat our loss of sales in tobacco products,” Davies said, pointing out how it is tricky to plan amid this uncertainty.
“It’s this uncertainty with no real guidance that is proving a major hindrance for us in moving forward. The government seems to be playing catch-up with vapes,” she said.
Davies, however, is also excited for 2024 as she is looking forward to many large and small celebrations in the country - Olympics, Euros and similar more in a year that has an extra day!
“This hopefully will give the country a feel good little ‘lift up’ to celebrate together and in turn will give a potential for growth of sales around such events.”
She is also looking forward to working with the many great suppliers that are “really connecting” with retailers to drive successful sales.
“There are a couple of brands in the confectionary and toy sections that will be celebrating their anniversaries, like Cadbury that will be celebrating a staggering 200 years. Looking to see what they have planned in 2024 like some exciting consumer competitions, giveaways for customers or POS to place in our store for us to help them celebrate,” Davies told Asian Trader.
Cry for help
Be it new wage cost, rampant crime, higher bills or squeezed margins, It is clear that indie retailers are in dire need of government's empathy and support.
Selvaratnam said, “We are in need of more support from the government and local authorities to address the retail crime issue. It’s crucial that more effective measures are put in place to protect small businesses like ours. Additionally, as we navigate through these tough economic times, any additional support or relief would be immensely helpful for independent retailers struggling to keep afloat."
Retailer Imtiyaz Mamode
Retailer Mamode resonated with Sevaratnam when he stated that the government should help small retail businesses which in turn are serving the community.
“We need immediate support in business rates and electricity bills. A substantial help in these two aspects will be a great help for everyone.”
Another need of the hour is concrete, strict and timely police action on crime.
“I understand police force can be busy somewhere else at the time I am reporting but at least they can do something when we are giving the evidence. There should be stricter rules and regulations because there is no point in putting so many cameras and in giving them all the evidence when nothing is being done,” Mamode told Asian Trader.
Davies feels government and councils should “talk more with people who are running small businesses” to understand their issues.
“I have conversations with many other retailers as a member of The Fed, FSB & ACS (who are all great ambassadors for us small businesses) and therefore I know there are several businesses out there that are on the edge of ‘just about making a living’. They need immediate government support.
“Also, please, before bringing in new laws or legislation, talk to us and really listen and then only act to support,” Davies said, adding that she is “optimistic about 2024” and is set to “roll up her sleeves and keep moving forward”.
As perfectly summed up by Binning, challenges come and go, but the real challenge is to keep innovating, adapting and trying to stay one step ahead. As they say, when times get tough, only the tough get going.
The start of 2025 has delivered a devastating series of blows to Britain's high streets, with WHSmith considering the sale of all 500 UK stores, Lloyds Banking Group announcing 136 branch closures, Sainsbury's cutting 3,000 jobs, Morrisons reducing its workforce by 200, and Tesco eliminating 400 positions. This isn't just another cycle of retail change – it's a fundamental collapse of high street infrastructure.
The sheer scale of these closures should sound alarm bells in Westminster. We're witnessing the systematic dismantling of services that have supported local communities for generations.
The government's response to this crisis has been woefully inadequate. While ministers talk about levelling-up and supporting local communities, their inaction tells a different story. The cost of running physical stores has become nearly impossible to sustain, with business rates, energy costs, and staffing expenses creating an unsustainable burden for retailers.
Banks justify their closures by pointing to online banking uptake, but this ignores the vital role these branches play in our communities. Since 2015, Britain has lost over 6,000 bank branches. The promised alternatives – banking hubs and Post Office services – are struggling to fill the void, particularly in rural areas. Now, with WHSmith potentially selling their stores, many of which house Post Office counters, we face losing yet another essential community service.
These closures create a domino effect. When anchor stores and banks close, footfall decreases dramatically. This impacts every business in the area, particularly independent retailers who rely on the customer traffic generated by these larger establishments. Each closure makes the next one more likely.
The government must wake up to this crisis. We need meaningful reform of business rates, support for modernisation, and incentives for businesses to maintain physical premises. The current approach of watching from the sidelines while our high streets crumble is not just short-sighted - it's destructive.
Andrew Goodacre
Online shopping will continue to grow, but physical retail remains vital. High streets aren't just about transactions, they're about community, employment, and the character of our towns and cities. When we lose these spaces, we lose more than just shops – we lose the heart of our communities.
How many more major retailers need to close? How many more jobs must be lost? The time for half-measures and empty promises has passed. We need decisive action now to save what remains of our high streets before it's too late.
The British love affair with gin is well-known, but after a decade-long "gin boom", the last few years have seen a substantial slowing of sales as hundreds of smaller brands shut up shop and drinkers experimented with different categories. Even the bigger brands were affected – with the UK’s favourite, Gordon’s, reporting a £72.8m loss in April 2023. Nevertheless, gin is still a staple for your shelf: you just need to be smart with your choices.
British history is punctuated with gin booms, and in the consequent lulls between it still remains a top pick for millions of adoring UK customers. The last boom of the 2010s saw thousands of sweet, synthetic flavoured varieties flood the market. Unless you have compelling sales data to suggest otherwise – ditch those and instead try more sophisticated flavours such as Glendalough, or Nordes Gin with its refreshingly sweet flavour that comes purely from the botanicals. If ready to drink options sell well, East London Liquor Company have some great cans, like Grapefruit Gin and Tonic which are as well branded as they are delicious.
Nick Gillett
Make sure you also have a classic London Dry but be sure to mix up your mixers and provide multiple options. There are some great brands experimenting with tonics and sodas, FeverTree and London Essence Co. have so many options that can be bundled up to make an appealing offer.
In short, the UK loves gin. And by stocking the brands that are innovating to drive the category forward, you might just remind your customers how much they love a good old-fashioned Gin and Tonic.
Last year we were writing about the “Swiss Army knife c-store", a shop that could hold its own against the mults and discounters because it stood at the centre of its community. It would dispense not just groceries but many of the services that encourage people to visit, the everyday things they rely on – from post-office counters and banking to picking up parcels and even dry-cleaning – that could save them a trip into town and encourage them also to purchase some extra items while they were in-store.
The development has been ongoing for some time, and the digital revolution meant continually upgraded and affordable ePOS systems and digital stock-taking enterprises, until electronic shelf-edge labels, self-re-stocking systems and other space-age miracles started to come within reach of even the smallest retailer.
Now, shopper-side, smartphones can be used to make purchases if the store is connected through Snappy Shopper, Jisp or some other online programme, and it can be done remotely, with physical delivery attached – a system which, at a stroke, can vastly increase the sales catchment area of a store: food-to-go particularly benefits from it.
Covid was a double-edged sword in the end, because for all of its inconvenience and even tragedy, it had the effect of putting these changes on steroids, and catapulted the local store to a new peak of importance in the community, fundamentally changing the nature of the business in many instances, and providing a compelling use-case for a lot of the new tech that enabled fresh services to satisfy consumer demands.
During the development of all these innovations, which seemed to be overwhelmingly customer-focussed, as one would expect (since it was the obvious way to take advantage of tech to make more sales revenue), another thread or impetus for development began to appear. This one perhaps grew out of the first stage but seemed more to be aimed at making the lives and routines of retailers easier and more efficient, indirectly enriching the customer experience. Security systems such as Face Watch come to mind.
Gander app
Another example of a service for retailers that also helps customers might be the inventory management system pioneered internationally by Gander. Through its software-as-a-service (SaaS) technology platform, Gander lets retailer know when items are nearing their expiration date, reducing in-store food waste and promotes a circular economy. The heightened stock oversight enables more effective merchandising of products whose shelf-life is running out – perhaps placing skus on offer and at a discount – and which otherwise might go in the dumpster. The customer wins, but so too now does the business.
Ricardo Salazar, CEO of Gander Brazil (the company is also in Australia as well as the UK), highlighted the usefulness of Gander's platform: “The urgency of transforming our efforts to reduce food waste is clear. Gander’s technology enables retailers to reach more consumers, ensuring perfectly good food is sold and consumed rather than wasted. This benefits everyone – retailers maintain their margins, consumers access affordable food, and the resources used in food production are preserved.”
It is the eco-system of evolving, interrelated software and systems that can multiply revenue opportunities and business advantages – with the new recycling regulations coming in, retailers will be wise to take advantage of up-to-the-minute waste services. Again, this is a development that is store-side, although customers will benefit from it.
Gander was launched in 2019, not long before the pandemic swept the globe. It integrates directly with retailers’ POS, automatically, meaning nothing changes in-store at all and no additional staff training is required. The platform allows the customer ultimate control over what reduced priced goods they search for, whether by price reduction, food type or even dietary preferences. Since its launch, Gander has saved an impressive 38.9 million food items from the waste bin.
The point is that there is a bi-directional movement, a convergence, with services directed at shoppers and those directed at retailers coming together and integrating to really have a positive economic effect on businesses. If you read Pooja Shrivastava’s bombshell news feature, which reveals how demand is being stripped from the c-channel, chiefly by a loss of sales in tobacco and alcohol (which is soon to be made worse by even more regulations and taxes), you will see how the economic boosts from taking advantage of in-store services (and “out-of-store" ones such as delivery) cannot be ignored.
Delivery
It is vital for bricks-and-mortar retailers to fully integrate with online sales and their own physical delivery service, and this goes double for local independent retailers, who are in a fantastic position to really cement themselves, in terms of services allied to the internet, as the central pillars of all kinds of sales in their catchment areas. You can literally deliver – or with new parcel-locker options springing up, let customers collect from your store – almost anything from anywhere, meaning you can function as the new Selfridges of your street if you arrange it properly.
Apparently, Brits spend 8.8 per cent of their incomes online, according to analysis by a fashion retailer, double what consumers spend in some other countries (4.3 per cent in the USA and France, for example).
The ONS says that two decades ago, 2006, just 2.8 per cent of UK retail sales were via the internet. By last Christmas that had risen ten-fold to 29.3 per cent. Much of this is not on Amazon but through links on social media, which is overwhelmingly where people now spend their time online. You might click on Amazon once or twice a week, but people are on social media for hours daily, so the retailer who runs a well-updated Facebook page, for example, and is linked up to Snappy Shopper – and maybe can deliver – has opened a potential new world of sales.
So, while the internet has managed to gut the high street, it can also improve the lot of certain shops – namely local convenience stores – who can integrate customers’ online activities with their everyday needs and serve them speedily, whether that involves delivery or click-and-collect.
Rise of delivery lockers is revolutionising the way we send and receive parcels
Matthew Fearn, Head of Network Sales at locker-meisters InPost, says that consumer demand for out-of-home delivery has “skyrocketed” and that the rise of delivery lockers is revolutionising the way we send and receive parcels.
“Today’s shoppers crave convenience,” he says, “and having a parcel nicked from your doorstep or missing a delivery is anything but. As a result, we’re seeing huge demand for InPost Lockers – one of the quickest, cheapest and most convenient forms of out-of-home (OOH) delivery.”
Self-service convenience, with lockers sited outside the store, means that parcels can be collected by consumers 24/7.
“Over half of UK consumers have used them for online purchases, and that rises to 71% for Gen Zs and 68% for Millennials. There is nothing more convenient than being able to pick up a parcel when you’re already out and about on a shopping trip – so it’s no big surprise this is the top reason for choosing a locker. These convenience-loving locker users are more affluent, with 31% having an income over £50k and 39% shopping once a week or more, so they can spend more, and shop more, making them a valuable audience to attract,” says Fearn, adding that lockers also help the environment , since a central “depot” means fewer deliveries, fewer vans on the road – he cites a figure of 84 percent of shoppers who like to do their bit for the planet and think collection offers a greener solution and makes for a feel-good shopping excursion,.
Fearn adds that storing deliveries on-site, if not in-store, increases footfall and drives incremental sales, as customers using them often make additional purchases when visiting a store (based on a survey of over 2000 InPost users). In fact, 98 per cent said the main reason they visited a convenience store location was because an InPost Locker was present, with 74 per cent visiting the convenience store before or after using the locker, and a third spending up to £15 in store.
“The locker market remains extremely strong, and we have aggressive growth plans in place to help more retailers capitalise on this demand. Ultimately, we want to have every UK consumer using InPost Lockers as part of their journey,” he concludes. We remain focused on building density of network and improving user experience by adding new services and features for merchants and customers. As pioneers in the industry, we are revolutionising parcel delivery by making lockers an affordable, convenient and quick way to send, receive or return a parcel, with further innovation planned for 2025.
Meanwhile, parcel locker provider Yeep! – which calls itself a “community-based, eco-friendly parcel place” has partnered with Co-op and will have its facilities installed at 30 stores in locations in locations across the country, and it is likely that once the attractiveness of lockers becomes common knowledge, 2025 might prove to be the year of the locker.
"The parcel lockers form part of Co-op’s approach to develop added services and enhanced convenience - creating a compelling customer offer to ensure our stores are a convenient destination not only for groceries but for a range of services that meet the needs of local communities,” said George Hayworth, Head of Quick Commerce Development at Co-op
Shopping online in-store
Using your phone to buy goods instore, or from afar to collect or have delivered, is a revolution that has already happened and is now taking over the retail world – especially in grocery.
Snappy Shopper, for example, closed out 2024 with a record-breaking December, achieving rapid growth and recording an eight per cent increase in Q4 2024, with weekly trading volumes surging by 42 per cent YOY, marking the platform’s most significant growth since the surge in demand during the Covid-19 pandemic in 2020. Snappy now facilitates over £14m in monthly transactions, with an average delivery order value of £29 – nearly four times the typical in-store transaction value (ACS Local Shop Report, 2024).
This suggests that something like a secular change is taking place in the market, and that ordering by smartphone is fast becoming a default option. Retailers need to have the local delivery capability to benefit from it, however.
During December, for example, Hayat’s Premier Store in Dundee made more than £200,000 worth of grocery deliveries in a single month from a single store, at times making more deliveries per hour than a nearby supermarket – the responsiveness of a smaller store proving more practical.
“Our technology is empowering retailers to connect with their communities like never before,” said Mike Callachan, CEO of Snappy Shopper.
“This growth reflects a global shift in consumer behaviour, with q-commerce [q for “quick”] becoming an essential part of everyday life. It has never been more important to tap into the growth and profitability opportunity available online.”
Retailer Girish Jeeva is set to launch a 24-hour delivery service in partnership with Snappy Shopper.
He points out that unlike some larger retailers who have faced well-documented challenges with technology failures and delivery disruptions during peak times, Snappy Shopper’s tech has worked consistently and empowered independent retailers and store groups to thrive amid growing demand for delivery services.
Similarly, retail technology experts Jisp have recently launched Jisp Intelligence to capitalise on AI trends and provide actionable data and consumer insights reporting to help businesses meet the needs of the modern shopper.
Jisp believes shopper data is a goldmine for retailers and brands, allowing them to understand purchasing patterns, preferences, and trends, and has gathered valuable insights into customer shopping habits. This data has empowered brands to tailor their marketing strategies, optimise inventory, and ultimately increase sales.
The richness of the data and insights Jisp can access has been further enhanced through initiatives launched under Jisp’s new growth strategy. The introduction of point of purchase feedback, for example, represents a significant leap forward in Jisp's capabilities.
By capturing consumer reactions and feedback at the moment of purchase, Jisp can provide real-time insights that can inform immediate marketing and operational decisions. This initiative not only helps brands understand what drives consumer choices but also allows them to adapt quickly to emerging trends.
Again, this is a service that immediately helps retailers build their knowledge and plan their stock, but by taking note of customer habits, it also gives customers more of what they want in terms of convenience and savings through efficiency – without supplier and retailer losing all the savings advantage.
Marketing & Communications Director Alex Rimmer says that Jisp's new NPD reporting plays a crucial role in product development and marketing strategies. It analyses feedback on new products so brands can adjust their offerings and fine-tune marketing messages the better to resonate with consumers.
“Data is the new fuel for the retail world. It provides businesses with the insights they need to tailor their offerings, optimise their marketing strategies, and ultimately drive sales,” he says.
“The level of data and insights Jisp can extract means its findings will be valuable to the whole sector, whether retailer, wholesaler or brand – we can see who is buying a product, when, where, how often, and how the value of a promotion impacts purchase. And because we can get down to very micro-level shopper intelligence, there is the opportunity to collaborate with other data and research businesses to provide actionable data and insights of even greater value.”
Cash and credit
Despite what the government seems to think, cash is very much not on the way out despite parliament recently announcing that shops and hospitality would not be compelled to accept “green money” (meaning that in many places – most pubs, it feels like – you will only be able to pay by card and phone). In fact, people like cash and are using more of it, and they get very annoyed when they are not allowed to, especially locally, in their communities, when they are not spending a great amount.
Cash-counters Volumatic believe that the UK is witnessing a resurgence in cash, as revealed by a new report from Nationwide Building Society. For the third consecutive year, cash withdrawals have risen, with ATM withdrawals increasing by nearly five per cent over the past year. In 2024 alone, over 30 million withdrawals were made, totalling £4.34 billion. Since 2021, the number of cash withdrawals has surged by nearly 30 per cent, defying the narrative of digital payment dominance.
Cash has the great advantage of reminding you then and there that your bank balance is shrinking when you hand over notes and coins, meaning that in the current climate people are increasingly turning away from the credit card “never-never” when they can. And that means c-stores can benefit by going pro-cash with the services they provide, from ATMs to keeping a good float in the till for handing out change.
Volumatic’s CountEasy
It is undeniable that the ongoing cost-of-living crisis has prompted many consumers and businesses to re-evaluate their payment habits, agrees Mike Severs, Sales & Marketing Director at Volumatic. He says that for many, cash remains a trusted, resilient, and private method of payment. Businesses that have shifted to cashless models may be losing customers who prefer the option to pay with cash, underscoring the need for payment flexibility in a challenging economic climate.
Quasi- or para-banking services in-store, however, are an absolute no-brainer for c-stores. You might not have a post office, but you can have PayPoint and allow customers to settle bills and send money where they need to – and they’ll love you for it.
PayPoint Group is doing so well, in fact, that it thinks it will surpass its ambitious target of £100 million EBITDA by the end of next year.
“Our business has continued to deliver further progress in the third quarter building on our strong first half year performance, despite a more challenging overall trading environment and a stalled recovery in consumer confidence,” Nick Wiles, chief executive of PayPoint Plc, said.
“Recent figures show consecutive annual increases [in cash use] since the pandemic ... it’s evident that cash is no longer in decline,” said Mike Severs. “Businesses must adapt to this trend by maintaining the option to accept cash and promoting it to customers. Investing in cash handling technology can streamline operations, improve efficiency, and reduce costs.”
Severs also highlighted the risks businesses face when going cashless. He adds: “Those who have moved to card-only payments should reconsider, as they risk losing customers and revenue. We have seen many retailers and quick-service restaurants reintroducing cash payments with significant success, boosting profits and enhancing customer satisfaction.”
Recycling and waste services
With the government’s new Simpler Recycling reforms due to be implemented, most businesses remain unprepared for the changes, says Mark Hall, Director of Business Waste, a leading waste management business – another service that retailers can benefit from, and therefore so can their customers.
Additionally, with the waste and recycling environment looking to become ever-more regulated under the current government – with steep fines lurking everywhere if the innocent retailer should accidentally break some brand-new rule – it is worthwhile to invest in getting the rubbish problem professionally addressed.
Hall explains that although the UK's overall recycling rate has seen a significant rise, reaching 44 per cent in 2015 compared to just 17 per cent in 2008, progress has plateaued in recent years, with indications that the rate may now be declining.
But according to the Simpler Recycling reform mandate released by DEFRA, by 31 March 2025, businesses and relevant non-domestic premises in England will need to arrange for the collection of the core recyclable waste streams.
The Association of Convenience Stores (ACS) has launched new guidance for retailers in England detailing what they have to do to stay on the right side of the law when new rules on separating waste come into force at the end of March when businesses (meaning the entire business, not just one store) with more than 10 full-time equivalent employees will be required to separate their waste into four different streams. Those with fewer than 10 FTE employees will have until March 2027 to comply.
The four waste streams that will need to be segregated are:
Dry recycling (glass, metal and plastic)
Paper and card
Food waste
Black bin waste (to be sent to landfill)
Some waste collectors will take dry recycling and paper/card together, but retailers will need to confirm this with their collector.
Hall explains that businesses must arrange separate collections of food waste, paper and cardboard , and other dry recycling (glass, plastic, and metals, which can be combined). It means businesses can no longer throw any of these materials away with general waste. That’s a big change and needs in many cases to be planned for: Business Waste sent out communications to over 15,000 customers to make them aware of DEFRA's new Simpler Recycling reforms only for response data to reveal just one per cent (!) were aware of the new laws.
By 31 March 2025, businesses and relevant non-domestic premises in England will need to arrange for the collection of the core recyclable waste streams
Hall said that micro-firms (businesses with fewer than 10 full-time equivalent employees, so a decent proportion of C-stores are included here) will be temporarily exempt from this requirement. They still have until 31 March 2027 to arrange for recycling of core recyclable waste streams.
"A great place to start is to conduct a waste audit to understand how much waste your business produces, what types of waste you generate, and what bins and collections you need. Business Waste offers a free waste management audit that can help,” says Hall.
"Following on from this, you can then look to create a waste management plan that will help ensure your business manages its commercial waste safely, appropriately, and efficiently.
"All staff must understand the new laws and what changes are being made in the business to follow these. Educate staff about the waste you generate and its impact on the environment, so they understand the reasons behind the changes.
"Set clear guidance to follow and provide instructions or labelling that helps staff segregate and dispose of waste correctly.
"Reducing waste is cheaper and better for the environment than removing it. Look for ways your business could reduce its waste at the source. Rethink packaging, switch from single-use products to reusable options, or evaluate your inventory management.
"A waste broker can help you understand your waste needs, arrange any collection and disposal services, and work with their suppliers to find you the best price.
ACS chief executive James Lowman said, “Retailers need to take a practical approach to the bins that they provide and assess the risk of recyclable waste being contaminated or requiring further separation, especially in places like petrol forecourts where more retailers will have bins that they are responsible for outside of the store.
"This is a significant change to waste separation and collection that retailers need to prepare for sooner rather than later.”
Tech for the future shop
Speaking of fines for accidentally breaching the many new rules and laws being applied to the sector, it should be said that tech can help protect retailers in other areas, too.
With far more stringent tobacco and vape legislation incoming, and entire businesses at risk for unknowingly selling beer to a 17-year-old, it is vital for retailers to protect themselves.
It is excellent news, then, that this year retailers will be able to accept digital proof of age to sell alcohol, after the government recently announced that it will introduce digital driving licenses (previously a photo on a phone was not enough).
CEO James Lowman represents ACS on the board of PASS – a not-for-profit body formed in 2001 to set standards for proof of age, the security features of that proof of age and the process for accepting it – and has chaired working groups developing digital proof of age standards and acceptance systems for the past five years.
"With a physical proof-of-age card, all the security features are there to inspect, notably the PASS hologram and thermally-integrated picture (no edges or bumps),” he says.
"It’s more complex with digital proof of age because what you could be shown on the screen could have been doctored in any number of ways; there needs to be a digital 'handshake' between the retailer and the customer to verify its validity.
"Thankfully PASS now has a system ready to go to do exactly this job.
"Two quick scans and the proof of age can be verified with minimal data transfer – you only need to know if that person is old enough to buy the product they want, you don’t need to see their address much less get into the ramifications of holding customer information."
Lowman also pointed out how getting the use of digital proof of age right and combining it with effective use of age estimation technology would bring huge savings to retailers using self-service checkouts.
"Customers over 25 could breeze through without age checks, those under could prove their age to the till, with colleagues playing an oversight role," he wrote.
"Technology playing a greater role in determining customers’ age will reduce the number of times a colleague challenges a customer, something we know causes friction, conflict and even violence on a daily basis.
QR Squared helps brands move beyond stripy barcodes
Digital proof of age, including a digital driving licence, offers real benefits for local shops.
"We need to stay at the centre of discussions on how this is used in stores so that we can fully realise these", stated Lowman.
Another fine example of how smaller digital advances are going to help independent retailers comes courtesy of QR Squared, a recently launched new digital service designed to help brands of all sizes future-proof their packaging through certified QR codes.
QR Squared will introduce a fully compliant, approved, and secure platform to create and download Digital Link QR codes for the food and grocery sectors. In an industry first, this will provide a seamless transition from traditional barcodes to 2D barcodes, from enterprise businesses to challenger brands of all sizes.
Ahead of packaging change initiatives, including the discontinuation of barcodes and the introduction of Digital Product Passports, QR codes will become an essential tool for independent retailers. It enables brands to easily upgrade their current barcodes to QR codes, which will scan securely at point-of-sale at retailer checkouts. The same QR code is scanned by customers to access more information on the brand or product – intelligent, communicative bar-coding that links up with other apps, including social media for customers.
Brands can quickly create and manage customised landing page content for each product – at scale – through their QR Squared account. This content, accessible via a simple scan of the QR code, provides consumers with relevant and engaging information. The platform also allows brands to easily update and edit landing pages in real-time, even after products have been labelled, ensuring timely and relevant messaging for consumers.
“QR codes can operate at barcode level unlocking meaningful consumer communication opportunities to those businesses that want to get ahead of the curve,” said Alice Rackley, CEO of QR Squared and Polytag. “The team behind QR Squared are confident that the solution launching today - in partnership with GS1 - will transform many industries.”
With all these useful and often low-cost-to-free advances benefitting hard-pressed retailers, it is definitely time to think about upgrading expanding the services your store can offer to customers – especially delivery and collection, and in-store financial facilities – alongside taking advantage of the services being offered to retailers from many physical and digital companies, who profit by making your life easier. It’s a virtuous circle that helps to fight against ongoing economic conditions and onerous legislation.
Serving millions daily, Britain’s 47,000+ convenience stores are undoubtedly the backbone of our country. However, behind every SKU on the shelf is an industry that dictates stock availability, pricing competitiveness, and operational efficiency.
It is difficult to imagine the convenience sector as it is today without the strong wholesale infrastructure that we enjoy.
After all, wholesalers make sure that independent retailers get product access, promotional support, and the logistical capabilities needed to compete effectively against the multiples.
A quick look at wholesale body the Federation of Wholesale Distributors’ (FWD) recent report "Going for Growth: The Impact of Food and Drink Wholesale Distributors" gives a better picture of the symbiotic relationship between convenience and wholesale segments.
In 2023-24, the food and drink wholesale distribution sector generated £33.6 billion in turnover with £17.5 bn coming from sales to mainly independent retailers, accounting for 52 per cent of the total revenue.
Delivery remains the most common route to retailers with 58 per cent of sales while 40 per cent of sales value was fulfilled through cash and carry and 1.3 per cent of sales is made through click and collect.
With its sprawling empire that includes the largest cash and carry business and a raft of well-known symbol groups, Booker Group continues to hold a lion’s share.
With 190 cash and carry branches, eight distribution centres, and six support hubs, Booker’s reach is unparalleled. Its product line-up spans thousands of SKUs, from frozen food to tobacco, ensuring retailers can keep their shelves competitive.
Booker remains committed to offering continuous support to retailers across its symbol groups, ensuring they have the resources and guidance needed to adapt to any legislative changes and maintain operational efficiency.
Photo by DANIEL LEAL/AFP via Getty Images
“We continuously listen to our customers and use their feedback to make brands not only sustainable in a competitive market, but also make them a real destination for consumers,” a Booker spokesperson tells Asian Trader.
Hot on Booker’s heels is Bestway Wholesale. It has about 70 depots spanning the length and breadth of the UK, serving over 70,000 independent retailers.
Group Trading Director Kenton Burchell credits Bestway’s success to a winning formula of “competitive pricing, exclusive promotions, and access to a diverse range of products”.
“At Bestway Wholesale, by leveraging our scale, we offer strong trade promotions and price-marked packs (PMPs) that help indies build trust with their customers while maintaining healthy margins,” says Burchell.
As the wholesale sector gears up for 2025, the collective commitment towards convenience retailers is underlined by another leading player – Parfetts.
Guy Swindell from Parfetts remarks, “Parfetts supports its customers in tackling fierce price competition from supermarkets by focusing on value while maintaining margins and also through its expanded high-quality own-label range.”
Beyond these industry titans, the UK wholesale landscape is dotted with several established players such as Nisa Retail Limited, Dhamecha Group, AF Blakemore, JW Filshill, CJ Lang, Cotswold Fayre, Lioncroft Wholesale, Hancocks, Millennium Cash & Carry, and Wanis International Foods, among the vast tapestry of UK depots.
Online wholesaler Faire UK, along with regional stalwarts like Dunns Food and Drinks, Taylor Wholesale, United Wholesale (Scotland), and James Hall & Co, continue to play a crucial role in keeping convenience retail thriving.
On the face of it, the wholesale sector appears to be a well-oiled, traditional machinery, and the sector is anything but static. It’s constantly evolving, adapting to technological advancements and sustainability imperatives.
Leading this charge is Sandea Wholesale, a Harrow-based delivered wholesaler with a portfolio boasting over 5,000 products from more than 500 suppliers.
Competitive Pricing and New Products Empowering Independent RetailersSandea Wholesale,
Acknowledging the need for innovation, Priya Virdi, COO at Sandea Wholesale, highlights the wholesale sector’s “notable shift towards digitalisation and sustainability”.
“The wholesale market has traditionally been a critical link between manufacturers and retailers, ensuring the smooth flow of goods. It has faced challenges such as economic downturns and supply chain disruptions over the past years.
“We are increasingly looking at adopting technologies like AI and automation to enhance efficiency. The future looks promising with projected growth driven by technological advancements and changing consumer demands,” she tells Asian Trader.
Who is doing what?
A lot is happening on the wholesale side. The year has just started and it is already buzzing with launches and announcements.
Keeping pace with the surging trend of quick delivery, Booker Group is arming its symbol retailers with Scoot, a brand-new ordering platform designed to enhance efficiency and responsiveness. Currently in its early stages, Scoot is set for a broader rollout in April 2025, following Booker’s annual Retail Trade Shows in Doncaster and Sandown.
Booker Group is also making its retailers stand out with exclusives and branded first-to-market items.
A Booker spokesperson shares with Asian Trader, “We have also recently launched our latest ‘New Product Development Guide’, bringing opportunities for retailers to differentiate themselves from their competitors and prepare for the spring season ahead.”
Beyond product innovation, Booker is also focused on helping independent retailers by future-proofing their businesses through store investments, ensuring they remain adaptable in an ever-evolving market.
With sustainability front and centre, Booker’s retail team is hand-holding store owners on eco-friendly initiatives, from swapping plastic for paper bags to sourcing locally to reduce food miles.
When it comes to retailer support, Bestway Wholesale is also setting new benchmarks.
Revealing a substantial £2.5 million investment to keep prices low across 11,000 best-selling branded products, Bestway Group Trading Director Kenton Burchell describes it as an unprecedented move.
"We offer our retailers a complete and dynamic promotional programme, refreshed every three to four weeks (depending on fascia) to drive footfall and sales.
“We continuously benchmark our offering and prices to ensure we are able to bring competitive prices and deep promotions for our retailers.”
Bestway is also reviewing the frequency of its wholesale promotions, to ensure it can support retailers in uplifting their profitability, he adds, stating that the group’s weekly and one day deals group the most relevant and deep promotions to help aid the retailer’s profitability.
Product variety continues to be a major draw for Bestway.
Burchell points out, “We offer retailers access to an extensive range of impulse and alcohol SKUs available in all our wholesale depots nationally. We provide relevant pack formats to support shoppers, ensuring PMPs are available to address the price-sensitive market that our retailers trade in.
“We also work tirelessly to bring exciting NPD from our key suppliers first and early to retailers’ stores to help them keep their shelves fresh and be among the first to bring new news to their shoppers – as we understand NPD is a key sales driver.”
Additionally, Bestway has revamped its “Best in” own-label range, now featuring over 300 SKUs with margins ranging from 30 per cent to 70 per cent across key categories. Smaller case sizes help retailers manage cash flow and stock levels more effectively.
Bestway Wholesale is also bolstering its support with a dedicated chilled distribution centre and an expanded fresh food range.
“This year has also seen the introduction of a greater range of long-life fresh products, to include pizzas and ready meals, which offer good value for the consumer and minimise wastage costs for our retailers.
“Our Costcutter symbol stores also benefit from access to over 2,000 Co-op own-label products, reinforcing our fresh food credentials,” Burchell told Asian Trader.
Bestway Wholesale is further helping retailers by offering them the flexibility to get the goods delivered to their store.
“We also issue inspiring category guides for key product categories to help retailers gain more insights into the market, understand trends and take better decisions for their stores’ ranging and offering,” says Burchell, adding that Bestway is also helping retailers in reducing carbon footprint and save energy costs.
Meanwhile, Parfetts is doubling down on expansion, having launched a 100,000 sq ft site in Birmingham in March last year, with another set to open in Southampton later this year.
Guy Swindell
Parfetts
This employee-owned wholesaler already operates depots in Aintree, Anfield, Birmingham, Halifax, Middlesbrough, Sheffield, Somercotes, and Stockport, reinforcing its commitment to growth and accessibility.
Retailers at Parfetts benefit from free membership, free delivery, free digital store support, free EPoS systems, and free marketing assistance, helping them operate more efficiently and drive sales.
Swindell adds, "Significant investment in digital platforms is also improving the ordering process, streamlining operations, and enhancing customer engagement.
“Every retailer receives bespoke support to ensure their business strategy aligns with their specific store and customer base.”
In a bid to cater to evolving retailer needs, Parfetts has launched Shop & Go, a flexible symbol format tailored for forecourts and transient sites, complementing its Go Local, Go Local Extra, and The Local formats.
Meanwhile, delivered wholesaler SOS Wholesale is evolving its product range to include value alternatives and trending SKUs that drive volume growth.
Vipin Patara, SOS Wholesale MD, tells Asian Trader, “We are continually investing in new digital routes to market and online marketplace for those who prefer to shop digitally.
“We are proud of our telesales division and business development managers who nurture customer relationships to understand what products their customers want, what their competitors are buying and offer products that allow them to increase their margins.”
Expansion is on the cards at niche wholesalers too.
Leading confectionery wholesaler Hancocks has expanded its Watford deport and added over 50 new lines, implying over 5,000 additional new products on the depot shelves for customers to choose from.
The new space has added around 600 square feet of selling space to the depot on Colonial Way, which has been in Watford for over 20 years.
Hancocks operates 14 nationwide cash and carry stores and takes orders through website as well.
Keeping up with trends
Needless to say, wholesalers must stay ahead of evolving consumer trends that shape purchasing behaviours, ensuring they supply retailers with the right products at the right time.
Impulse purchases remain a key driver of sales in convenience channel, while coffee and hot drinks are essential in convenience stores, particularly during colder months. On-the-go beverages continue to be top sellers, according to Booker, reinforcing the importance of a well-curated drinks range (see next issue).
One of the most significant trends today is food-to-go. Customers are constantly seeking fresh, innovative options to meet their on-the-move lifestyles. Booker highlights the need for wholesalers to supply diverse and high-quality offerings in this category, as demand for grab-and-go meal solutions continues to surge.
At the same time, there is a growing appetite for at-home indulgence, fuelling demand for “Big Night In” products. Retailers that focus on premium snacks, ready-to-eat meals, and affordable, satisfying treats stand to benefit from this shift in consumer preferences.
Booker supports retailers through a variety of channels, including field teams, digital resources, weekly bulletins, and detailed planograms. These tools help retailers stay informed about top-performing products and emerging trends, making it easier to stock the right lines at the right time.
Swindell from Parfetts agrees that food-to-go holds a huge potential in the convenience sector.
He points out that meal deals, hot counters, and specialty offerings are drawing in busy consumers seeking fresh, high-quality meals. Expanding ranges to include international, specialty, and health-conscious products has proven effective in attracting a wider customer base, adds Swindell.
Parfetts
“Protein-based snacks and ready meals continue to attract a diverse shopper demographic,” Swindell tells Asian Trader. “Introducing specialty beverages such as freshly brewed coffee, milkshakes, and slush drinks is helping convenience stores establish themselves as go-to destinations for refreshments.”
Swindell also emphasises the continued rise of the health and wellness trend, saying more shoppers are making conscious decisions to purchase nutritious, sustainably sourced products.
“Value-added services, such as parcel pick-up points, encourage repeat visits by providing additional convenience for customers. Adopting innovative technologies, including self-service checkouts and mobile apps, enhances efficiency and improves the shopping experience,” he adds.
Virdi from Sandea Wholesale expands on this, noting that sustainability, personalisation, and convenience are key factors influencing shopping habits.
“Consumers are prioritising eco-friendly products, while personalised experiences and customised product selections are becoming more popular. Fast delivery and easy access to essential goods remain crucial,” she tells Asian Trader.
Convenience is not just about food; household essentials like cleaning supplies and toiletries also drive consistent sales. Products that are easy to prepare, consume, and replenish perform best in this sector, she adds.
Retailers and wholesalers must also keep an eye on seasonal opportunities.
As SOS Wholesale Trading Director Stuart Grice puts it, “Ramadan and Easter offer an opportunity to grow incremental volume during March and April.”
Cheering for indies
All the leading wholesalers are well attuned with convenience segment and have always been the biggest cheerleaders of the independent convenience sector.
Booker Group remains steadfast in its mission to support independent retailers, offering “great choice, price, and service.”
“We’re constantly innovating to advance the industry,” says the spokesperson, highlighting the rise of store concepts like beer and soft drinks caves designed for optimal beverage temperatures.
Booker’s delivery service ensures seamless logistics with temperature-controlled transport, order tracking, and next-day delivery for orders placed before nine in the morning.
Unique and trend-led products are key to drawing customers away from larger chains, offering indies a competitive edge.
Bestway Wholesale, too, helps independents stay ahead by tracking emerging consumer trends, including health-conscious products and social media-driven demand.
“Beyond pricing and product selection, we empower indies with business support, digital solutions, and marketing initiatives,” Burchell adds.
Bestway’s symbol groups, best-one and Costcutter, along with Xtra Local, provide branding, merchandising, and in-store support to strengthen local market presence.
PMPs in key categories like crisps, chocolate, and soft drinks remain vital, as they reassure customers of value while driving footfall and sales, he adds.
Alcohol and tobacco also remain key sales drivers, particularly when paired with effective promotions and seasonal trends.
Products trending on social media – such as new confectionery flavours or viral food trends – present valuable opportunities for retailers to differentiate themselves.
Burchell says, “At Bestway Wholesale, we ensure independents have access to these high-performing categories with competitive pricing, tailored promotions, and expert insights to help them maximise their sales potential.”
Bestway also provides retailers with planograms, point-of-sale (POS) materials, and category insights to help them optimise their store layouts.
“Our Best-one and Xtra Local members benefit from tailored merchandising support, ensuring their stores reflect the latest consumer trends and shopping behaviours,” adds Burchell.
Meanwhile, Swindell strongly believes that to help retailers compete, wholesalers must provide them with competitive pricing, a diverse product range, and value-added services.
“Impulse, snacks, chilled drinks, and food-to-go remain staples of convenience, alongside chilled beers, ciders, and wine,” he says. “Household essentials are also strong performers. As health-conscious trends grow, retailers must stock products that cater to evolving consumer demands.”
SOS Wholesale champions PMPs and NPDs as game-changers for convenience stores.
Grice from SOS Wholesale tells Asian Trader, “Offering a range of PMP products gives the consumer confidence in the price they are paying at the tills, and they are getting value for money.
“Top-up or distressed purchasing needs to be quick, easy and return the most value. Convenience isn’t looking for items that you need arms like popeye to carry home!”
NPD can really stand out in smaller shop sizes as new products have more visibility, giving a competitive edge against a supermarket where new products are often overlooked due to the large volumes of products on display, Grice adds.
Meanwhile, Sandea Wholesale also places a significant importance on offering competitive pricing and bulk discounts, providing marketing support and promotional materials, assisting with merchandising and product placement and offering exclusive products or early access to new items.
Sandea’s Virdi advises retailers to keep abreast of market trends and consumer preferences.
“Offer a wide range of products to cater to different needs and ensure that products meet high standards,” she adds.
Inside the depots
At Booker’s depots, big brands and high-volume lines take centre-stage while clear pricing and promotions emphasise value in a price-sensitive market.
Booker Group merchandises to retailers by organising products by category, which helps create a logical and easy-to-shop layout, says the spokesperson.
Price is also a focal point in the merchandising strategy, with clear messaging that emphasises value and competitive pricing, especially in an environment where price sensitivity is high.
To land the message effectively, pricing and promotions are visibly communicated at Booker’s depots, making it easy for retailers to see the benefits of stocking certain products.
On the other hand, Bestway Wholesale takes extra care to make sure its depots are easy to navigate, with clear category segmentation and logical product placement that mirrors consumer shopping habits.
Burchell explains, “High-demand and impulse lines, such as soft drinks, confectionery, and snacks, are positioned in high-traffic areas to encourage up selling, while essential grocery and household items are placed for easy replenishment.
“Eye-catching promotional bays and end-of-aisle displays highlight key offers, seasonal trends, and PMPs, enabling retailers to quickly identify the best deals to drive value in their stores,” he adds.
Parfetts also prioritises efficiency, placing promotional lines front and centre with clear pricing.
Parfetts
Parfetts
“We also use sales data to understand the most popular lines and plan our depots around these to ensure shopping them is as quick and easy as possible,” Swindell explains.
“We also encourage suppliers to come into the depot and activate their brands – enabling them to speak directly with our customers.”
Furthermore, Parfetts provides comprehensive category management support to its retail customers, offering guidance on store layout, merchandising, product placement, and consumer shopping habits.
“Since no two stores are alike, store layouts should be adjusted based on the specific preferences and needs of the local customer base.
“This expertise is delivered through in-person visits from the retail development team and digital resources available via the Parfetts website and mobile app.
“The success of this approach is reflected in the continued expansion of the Go Local symbol group, highlighting the effectiveness of Parfetts’ tailored advice and ongoing retailer support.”
Looking Ahead
The wholesale sector is a cornerstone of the UK’s economy, contributing £3.5bn in gross value and employing 77,000 people directly.
More broadly, it supports a value chain responsible for 1.5 million jobs – nearly 4.8 per cent of the national workforce. However, despite its vital role, the industry is facing growing pressures.
Inflation may have eased, but rising costs due to minimum wage hikes and national insurance increases are squeezing margins once again.
Patara from SOS Wholesale told Asian Trader, “The combination of the wage increase and NI has had a huge impact on the wholesale channel as manufacturing prices have increased and in turn those costs are passed onto wholesalers and their customers.
“This can force products in certain categories to move from a necessity status to that of almost a treat or luxury status. Volumes suffer, and consequently net returns do not lead to growth, this is where we need to suppliers to lead the way and recognise this equilibrium between volume and value.”
With 2025 poised to bring even fiercer competition, convenience retailers must remain agile.
Wholesalers, too, must play their part – offering innovative solutions, maintaining competitive pricing, and supporting independents with strategic insights and marketing tools.
Ultimately, success in this sector will hinge on adaptability. Those who embrace market trends, invest in efficiency, and forge strong supplier partnerships will be best positioned to thrive in the evolving retail landscape, be it retailers or wholesalers.
Quick delivery is no longer a luxury or a gimmick, it’s the clear roadmap to profitability and a guaranteed route to expansion for convenience stores aiming to increase turnover, finds Asian Trader.
For decades, convenience stores have thrived on their ability to provide instant access to essentials. Propelled by Covid lockdown and changes in habits, the consumers’ definition of convenience now also includes within-minutes delivery at home.
Currently, between physical and online stores, the physical option remains the most prominent, although with the increased popularity of rapid grocery delivery services, shoppers today are comfortably open to the idea of buying groceries and food online to save time and hassle.
In fact, the penetration of Brits shopping online for food and other groceries has nearly doubled since 2016. The UK grocery delivery market is projected to skyrocket to £31.38 billion by 2025, a clear indicator of where consumer preferences are weighted.
While 59 per cent of Brits prefer to buy their groceries in-person at a traditional storefront, the rest of the consumers are open to shop either online or in-stores, shows Statista’s recent data, signifying the huge pool to tap into.
The last edition of Asian trader explored how the convenience sector is seeing a dip contrary to the overall grocery retail movement. Among the many measures discussed that can arrest this trend, delivery emerged as one of the ways forward.
In fact, many retailers with a keen focus on the delivery side are reaping some great benefits.
Just like retailer Natalie Lightfoot whose store Londis Solo Convenience Store in Glasgow has doubled sales since launching a delivery service.
She now services about 85 delivery orders each day from her 620-square-foot store.
“For me, since growth couldn't happen through physical expansion, I decided to just start bringing the store to customers’ doorsteps.
“The customer on the end of the order line doesn't care what the size of the store is, as long as he is getting what he ordered well in time,” Lightfoot told Asian Trader.
With delivery accounting for 40 per cent of her sales, Lightfoot is confident that rapid delivery is the way forward.
In Middlesex, Londis retailer Atul Sodha shares similar sentiments. As shared previously with Asian Trader, he feels that online quick delivery expanded his store’s reach to people who wouldn't normally visit it.
Clearly, rapid delivery can elevate c-stores expand beyond physical limitations thus increasing sales and turnover.
By placing indie stores on the digital map, the platforms like Snappy Shopper, Deliveroo, and Just Eat are now leveling the playing field.
These platforms help convenience stores bridge the gap between local service and professional-level logistics, fielding them on the same playing field as major grocery delivery players such as Sainsbury’s Chop Chop, Asda Express Delivery, Tesco Whoosh, and Ocado Zoom.
In Wellingborough, when retailer Biren Patel thought to start a delivery service during Covid at his Budgens Berrymoor store, he wanted to do it in a “professional way”. After a quick consideration of all the platforms, he decided to join Snappy Shopper.
Results started clocking up immediately.
“Deliveries added another chapter in my store’s turnover. Snappy Shopper helped me to sell not just locally, but about five miles down the road; I otherwise would never have got those customers.
“Snappy Shopper has been very supportive. Their promotions, tie-up with different brands and suppliers helps us compete with the big boys,” Patel told Asian Trader.
Budgens Berrymoor now has a dedicated bespoke branded car for delivery with staff doing the rounds from eight in the morning until eight o'clock at night.
Sweet Success
Meanwhile in Glasgow, retailer Girish Jeeva is taking his store’s delivery service to another level altogether.
The owner of Girish's Premier Barmulloch, in collaboration with Snappy Shopper, has recently launched a 24-hour delivery service, the first of its kind in Scotland.
It has been just a month since the launch, but the response, he says, has been “phenomenal.”
Jeeva shared with Asian Trader, “We started the delivery service about two years ago since we saw a market for it. We have been doing great since the start.”
Jeeva’s store’s growth was not accidental. He has been strategic, investing in two eye-catching, vibrant wrapped cars, which turn vehicles into moving billboards, reaching potential customers across a wide geographical range.
Zooming around the town or even in the parking lots, such well-designed car wraps work as a great marketing tool as they attract attention while the eye-catching graphics increase brand recognition and recall.
He also employs 10 drivers throughout the week, with five on standby, ensuring that the service remains smooth without affecting in-store operations.
Elevating the delivery service to 24-hour service came to Jeeva as an epiphany.
“I was thinking what new I should do in 2025. It was mid-January and then it struck me to try 24-hour delivery.
“We already have night shift staff for refilling and stocking. All we needed to do was to bring in a driver and turn on the Snappy Shopper device,” he said.
What started as an experiment quickly exceeded expectations. The store did 29 orders the very first night. It now gets about 27 to 28 orders per night with the highest until now being 39 orders.
“We were aiming for five to six deliveries more in the night hours. To our surprise, it’s going faster than we expected. The first week, we generated almost £5000,” he said.
Although Jeeva remains committed to in-store sales and in boosting the shopping experience as well, delivery is going to be his special focus area for the coming times.
Considering that delivery accounts for about 20 per cent of the store’s sales, there is still a huge room for growth.
Jeeva’s light-bulb moment, coupled with his bold move, might have opened a new channel for convenience stores.
Retailer Daniall Nadeem, who runs Spar Motherwell Road in Belshill, soon followed Jeeva’s footstep, joining him as trailblazers in convenience retail.
When it came to venturing into deliveries, Snappy Shopper has been fast emerging as an obvious choice for many retailers. The platform now has more than 2000 stores, a 40 per cent increase from last year.
The platform is being favoured by c-store retailers majorly owing to its unprecedented weekly trading, immense marketing support, and soaring customer adoption.
In 2024, Snappy Shopper saw weekly trading volumes surge by 42 per cent, marking the platform’s most significant growth since the surge in demand during the Covid-19 pandemic in 2020.
As stated by Snappy Shopper CEO Mike Callachan, the dominant key trend seen in Snappy Shopper stores is that their home delivery business grows more quickly than in-store sales, allowing the retailer to win lots of new customers.
During December, Hayat’s Premier Store, based in Dundee, hit the milestone of more than £200,000 worth of grocery deliveries in a single month. At the time, the store was doing more deliveries per hour than the nearby supermarket!
Inside issues
While it seems all rosy and easy, having rapid delivery service comes with its own set of challenges like labor shortages and stiff competition.
For retailers like Jeeva, the biggest challenge is the availability of skilled delivery drivers. Before getting his own bespoke branded cars, the retailer used to hire drivers who used their own cars which in turn used to create many logistical issues.
Having his own cars ironed out hiccups to a lot of extent but availability of drivers remains a concern for Jeeva.
"It's really hard to find reliable drivers,” he said.
“Now with two cars of my own, if something goes wrong while enroute to delivery, there is always extra vehicles available for the drivers to jump in and take care of the matter and get the orders to customers,” explained Jeeva.
Staff training for the delivery orders is another tricky part since being visible online, there is no room for mistakes.
Jeeva shared with Asian Trader, “When it comes to picking and packing the products, we only trust our well-trained and experienced staff who has a good understanding of the products.
“A single mistake can have huge impact in this model as it impacts the store’s reviews. We have to make sure that whoever is doing it is picking the product is the perfect person fit to do that.”
Patel will agree with Jeeva here as he also remains extra careful about his orders and online store reviews.
“Delivery is good, but it has to be done at the right time in the right way. It has to be looked after; you can’t just set it up and leave it,” he said.
Patel takes pride in his store’s delivery service and boasts of having loyal online customers for over five years.
He explained, “We take extra care with delivery customers, like if we get an order and we don’t have one thing, we call and ask for replacements rather than removing it from list or adding something from our side.”
On the other side of the coin, small average order sizes coupled with high operational costs means that profit remains a challenge for rapid grocery companies.
Sharing some of the concerns, Michael Watt, Regional Growth Manager at Snappy Shopper, told Asian Trader, “The challenges Snappy face is the competition from larger supermarkets and wholesalers who now want a slice of the q-commerce market.
“Tesco are rolling out Whoosh and other supermarkets are partnering with providers like Deliveroo and Uber Eats to offer grocery delivery.
“We believe in our mission of levelling the playing field for independent retailers to be able to compete and even outmaneuver these bigger players.”
Next level
Despite the challenges, Callachan is optimistic about the role of delivery in c-stores.
“The physical sales in-store are always limited and dependent on passing traffic and footfall whereas home delivery can always reach new customers via massive platforms such as Facebook and TikTok.
“We continue to innovate and have some very exciting new features in the app coming, the most recent being a host of features to support retailers to launch a 24-hour service which again can radically increase sales for the retailer,” he added.
Jeeva, Lightfoot and Patel echo a similar takeaway, that if a convenience store wants to take the sales to the “next level”, they need to join a platform for rapid delivery.
As they like to put it, “With home delivery, we are taking the products to the customers, not waiting for the customers to come to our stores”.
Aiming high, Jeeva is optimistic about 2025.
“There is definitely a huge potential and with a supportive platform like Snappy Shopper, the possibilities are endless.
“With 24-hour delivery service in place, I am aiming to touch £30,000 a week sale this year, which will take our whole store turnover to £100,000 week, something that I could not have thought otherwise,” he concluded.
Clearly, rapid delivery, with its promise of growth and extra sales through with minimal input and maximum output, seems to be the sure short way forward for c-stores.