When Jenarthen Saravanamuthu – or “Jen” as he's commonly known – accepted the Independent Retailer of the Year Award at the 2024 Asian Trader Awards, it was the culmination of a remarkable journey that began with stocking shelves at night in a London supermarket. Today, he presides over 11 thriving stores across South Wales, with his flagship Premier Rassau Stores in Ebbw Vale embodying his retail vision and community engagement.
Humble beginnings
“My first job was retail,” says Jenarthen, recalling his early days working as a night-fill staff member at a Somerfield store in Earl's Court. Originally from Hounslow, where he lived with his large family of four brothers and three sisters, Jenarthen joined Somerfield in 1999, gradually working his way through different locations before landing his first managerial position at the Surbiton branch in Surrey.
After Somerfield was acquired by The Co-operative Group in 2009, Jenarthen continued his career progression, becoming the manager at the Co-op store in Wembley. It was during this time that an unexpected opportunity arose through his brother-in-law, Jeyanand.
“He knew my potential,” Jenarthen explains. “He said, ‘You got capacity. Why don't you get one of my shops and work through from there?’” This vote of confidence led to Jenarthen acquiring his first shop in Greenfield, Newbridge in South Wales in 2011 – a decision that would set him on a path to building his retail empire.
Successful people management
What's remarkable about Jenarthen's expansion is how it stemmed from his exceptional people-management skills. While others in the industry struggled with staff-related challenges, Jen found this aspect of the business surprisingly straightforward.
“Everyone thinking it is really hard to run the shop because of the manager and the staff, they have lots of problems. I don't know, because of my background, I haven't had any of those problems,” he reflects.
Premier Rassau Stores in Ebbw Vale, Wales
Jen’s confidence in his ability to manage teams effectively encouraged him to pursue further acquisitions. His strategy was elegantly simple: identify managers with potential, train them properly, and give them genuine responsibility.
“I know the managers under me working through. So I offer them a job and I also work with the local community and promote the people from local community. When they are trained up, I put them in as a manager,” he explains.
“When I take over a shop, if the manager is running things smoothly, I didn't have any pressure. I think, ‘Okay, why don't I get another shop?’”
Concept store revolution
Jenarthen's business took a dramatic turn when he encountered the Premier concept-store format. Drawing on his experience with Somerfield's Market Fresh stores, he immediately recognised the potential and opened his first Premier concept store in Rassau, Ebbw Vale in February 2023.
“That took me to a different level,” he says with evident pride. The transformation was staggering – a previously rundown shop that was generating £12-13,000 a week was completely reimagined with a £180,000 investment.
“I could see a clear need for a true village store that could meet all of shoppers' daily needs under one roof and play a more active role in community life,” he says. “Premier advised me, why don't we do the refit? I knew if we do the fit, we will make a big difference.”
Beer Cave at the Premier Rassau Stores in Ebbw Vale
The renovation introduced a significant focus on fresh produce, which now accounts for approximately 70 per cent of the store's offering. Despite competition from nearby Morrisons, the store has flourished.
The new store features a striking Beer Cave which has created a huge “wow” factor and major buzz locally, with its striking “blue sky” light panels, brick-effect walls and innovative double-sided chiller walls. “Nothing like this exists around here so it’s a huge footfall and sales driver,” he notes.
This success has fuelled Jenarthen's continued expansion, with four sites now operating as concept stores, complete with innovative features such as Beer Caves.
“At the moment, I have 11 shops, all in South Wales, and three with a post office,” he says. “I have added four more shops in the last year. Maybe in another year, I will have two more shops.”
A personal touch
What sets Jenarthen apart is his deep respect for both his own heritage and the local communities his stores serve. In every store he acquires, he displays a photograph of his father, who passed away in Sri Lanka in 1984.
“Since then, my older brother, he's the one looking after us. He's the one who sponsored me into this country. He is like our father,” Jenarthen explains. “In every shop, when I take over, I put my father's photo there. It makes me very proud of my dad.”
Jenarthen keeps a photo of his father in all his stores
Perhaps the most touching example of his respect for legacy is found at his award-winning Rassau store, which features a photograph of both his father and the previous owner, Tom Bailey. The story behind this tribute reveals much about Jenarthen's character.
“Lots of people were interested in this particular shop, but he promised it to me,” Jenarthen says of Bailey's commitment to sell him the store. After initially changing his mind, Bailey later reconnected with Jenarthen to finalise the deal. In a poignant twist, Bailey passed away just one day after the paperwork was signed.
A photo of former owner Tom Bailey at the Premier Rassau Stores in Ebbw Vale
“Basically, he didn't want to leave the shop. He was a very popular man. On the funeral day, his coffin came to our shop, and we closed the shop for the day to respect him,” Jenarthen recalls. “From that day, I wanted his memory in the shop, that's the reason I put the photo there.”
This gesture resonates deeply with customers, who still feel a connection to the store's past. “Whoever comes there, they will think, ‘Okay, Tom Bailey is still there’. For them it feels like it is still Tom Bailey's shop. That makes it different.”
Community at the core
For Jenarthen, retail success is inextricably linked to community engagement. Each of his 11 stores maintains strong connections with local organisations, from sponsoring sports teams to supporting schools.
“For example, Rassau store is helping the netball team and football team. Plus, this year, I've done the garden for the kids, like a play place,” he explains.
His management structure ensures that local needs are addressed effectively. “My manager will pass it to me: okay, this community needs something like this. And then I always say yes, I agree.”
This approach extends across his entire portfolio. “At the moment, I have bought a new shop in Llanishen. I'm sponsoring the rugby team. They got a big rugby team,” he says. “But in every shop, I have found something to do in the local community.”
Innovation in merchandising
Jenarthen's retail acumen is particularly evident in his approach to product selection and merchandising. His Beer Cave concept – which ensures that boxed beers are kept refrigerated rather than at room temperature – has proven remarkably successful.
“When I was working at the till, we kept box beers outside the fridge,” he explains. After experimenting with placing some boxes in refrigerators, he saw immediate results. With encouragement from his Premier area manager, Richard Cousins, he expanded the concept, and the sales of beer and wines have more than doubled.
The range includes a winning mix of best-selling branded lines across wines, beers, ciders and RTDs. They also offer a range of local ales, and this commitment to local sourcing further distinguishes his stores.
When taking over the Rassau store, Jen maintained relationships with local suppliers. “I want to support local community. So I promised [the local farmer], whatever you did in the past, you just carry on, bringing your own eggs and potatoes, your own fruits and lot of stuff like fresh cakes. And customers are happy. They love local food.”
Jenarthen's approach to ranging involves continuous evaluation and refinement. “When we open a shop, for six months, I run it exactly like that,” he explains. “Whatever is not selling or whatever people don't like, I'll remove that line and try a new one.” This willingness to adapt and evolve ensures his stores remain aligned with customer preferences.
Navigating challenges
Like all retailers, Jenarthen faces significant challenges, including rising business costs and the ongoing cost-of-living crisis. His approach to these pressures is characteristically strategic, focusing on diversification and efficiency.
“My wages are far, far more,” he acknowledges. “But when I bought the new shops, the shops and staff are helping me balance my business.” He's also embraced home delivery services like Snappy Shopper, which generate additional revenue without significant staffing increases.
“If I have three staff to do home delivery, that brings more sales to me. So, I'm using the same staff, I'm getting more sales,” he says. “With four shops I started to do delivery. These are balancing for me. I'm planning to introduce Scoot (the home delivery service introduced by Booker) to some of the shops.”
A self-service launderette outside of Jenarthen's stores
Regarding shoplifting – a growing concern for many retailers – Jenarthen's strategy again focuses on people. While he has invested in AI-powered CCTV systems in newer stores, he believes that staff who know the community provide the best deterrent.
“In lots of places, young kids will come and mess around. But if my staff know the parents and kids and all that, they wouldn't mess around too much.”
The retailer's blueprint
When asked for advice to aspiring retailers, Jenarthen doesn't hesitate: “Best customer service and best staff.”
His approach to staff motivation combines recognition with genuine opportunities for advancement. “For my staff, for everyone's birthday, I'll give a birthday kit, and I'm giving them promotion,” he explains. “If this guy working is staff here, when I take over another shop, I'll give him a chance running it as the manager, and then I'm increasing the wages for him, so that motivates people to become bigger and bigger.”
As for store refits, he cites McDonald's approach to regular renovation. “My mind-set is that if you change the layout and stock in the shop, people will see the difference, and cleanliness and tidiness make a big difference to customers.”
Jenarthen Saravanamuthu
Jan’s business model often involves acquiring underperforming stores where he sees the potential for transformation. “It is that kind of shop I am buying, which is run down, where I can make big difference,” he says. The return on investment speaks for itself: “My accountant forecast I would get the (refit) money back in five years, but I have it in three years' time.”
With 11 stores and counting, Jenarthen's retail journey is far from over. His formula of community engagement, staff development, and strategic innovation continues to yield impressive results, making his Independent Retailer of the Year Award well-deserved recognition for a career built on vision, respect, and determination.
