During lockdown, Imtiyaz Mamode, of Premier Gosport in Hampshire, had even made use of the (closed) nearby pub’s kitchen to cook meals for the vulnerable in his community. And, when he was announced as winner of the Local Hero Award at the 31st Asian Trader Awards, it really meant a lot to him and the store.
“We never thought that we [would] receive the award. It was really a big achievement because Asian Trader is big, big award,” Imtiyaz commented. “When you represent yourself to any award, it's a big achievement. And when you receive a Local Hero Award, you are over the moon. We were all over the moon thinking that,‘Yes, we might have done something really good’.”
Whilst he is immersed in retail now, the beginning was not at all easy for Imtiyaz, an IT engineer by training who used to work with Imperial College London after arriving in the UK from India in 2013. The change happened in 2017, when his younger brother Sohail sought his help in the new store he acquired.
“I was earning really good money at Imperial College. I thought I will give it a go and have a look how it is, as I'm having my Sundays off as well. And the early days were not good at all,” he admits.
“It was really hard coming from IT to a grocery business:it’s a completely different picture. So it was really hard and difficult to learn. But I am always keen to learn new things. So when I went deeper, I learned more about grocery products.”
In less than two years, they gave up the original shop and moved to the current one. And the lessons they learned in those initial years proved quite useful as they meticulously built a successful store in the form of Premier Gosport.
In fact, the new innings was equally challenging for this cricket enthusiast. The store was previously a Co-op, but shut down for five years. “When we were about to get the shop, many of them said that if Co-op can't do it, you can't either,” he remembers. “The lease was really expensive as well. But then we said, ‘No, that's fine, we will just try it, we'll try our best and let's see what it does.’”
The store was finally acquired and a full-scale refit was carried out to the tune of £150,000. Raising funds was a challenge, and they borrowed most of the money from the bank. The store officially opened in February 2019 with some “challenging but hopefully achievable” targets.
“The store had been closed for years so we didn’t know how long it would take to get up to speed. We agreed with Premier and the bank that we would target having weekly turnover of £12,000 after six months. What actually happened was that we hit £15,000 within a week and were doing over £25,000 a week in eight months,” he reports.
Needless to say, both Premier and the bank were as pleased as he and his family. “And from then to now, it's been growing day by day,” he adds.
Well before the pandemic struck, and gave a new meaning to the role of local convenience stores in the community, Imtiyaz and the store used to engage all the time with community, particularly with raffle draws to raise money for charities. When the pandemic started, anticipating the impending lockdown, they promised that if such an eventuality came to pass, they would provide free home homemade food to all the vulnerable people who could not leave their homes. It was a bold promise.
“When it was announced by the prime minister, that the country was going to be locked down, we went on social media, on Facebook, saying that if there was any address or anyone who need free homemade food, please let us know,” he explains.
His wife Supriya Namdeo, who also works in the store, cooked the Indian meals from their family kitchen, and he delivered them to people. They had five houses in the beginning, but it soon grew to 25. The customers also lent a helping hand, volunteering to deliver food. The local council soon intervened, forbidding them to cook in their family kitchen. Not an encouraging intervention, but it led to more community involvement as the local pub near to them, Carisbrooke Arms, said they were happy to help out.
“So, Supriya started cooking food in the pub. So many people used to message us every day about our food that they were happy to have a fresh free veg meal every day. We were serving more than 25 people a day,” Imtiyaz recalls.
As we emerge from the pandemic, they are ramping up their community engagement.“We are trying to help one of the football teams and we're planning to do a free car wash, where anyone can have their car washed for free and can donate whatever they want, from 1p to anything,” says Imtiyaz.
The local community has been very appreciative, reflected in the astounding growth in sales. From £25,000 per week before the pandemic, takings rose to£35,000 under lockdown and their current sales are almost £50,000! Unlike many of his counterparts across the country, Imtiyaz hasn’t seen a fall from the highs of the pandemic last year and believes this could become the new normal for the store.
“I have seen customer behavior changing,” he explains. “They used to go more to supermarkets to shop, but now, because what they have seen what the local shops are doing, I think people are going to the local shop more. They realise that giving business to local shops will be more beneficial for them as well,” he adds.
This uptick in sales is something that they didn’t expect to continue after pandemic restrictions ended, he reveals. “We thought that as soon as this pandemic was on the point of finishing, our sales will go back down to £25,000,” he says.
“But what we can see [is that] our sales still stayed on around £50-55,000. It's not dropping down below that, but when we are a bit busy we take around £60-65,000. Our plan is to stick on this figure, £50,000.”
He stresses that their engagement with the community plays a significant role in retaining customers, and the recognition of it by the award has reinforced this. “Winning the award makes a huge difference, showing that,‘Yes, we've been recognised for what we did for the community.’And people do appreciate these kinds of thing.”
Another major factor that drives footfall to the store is their social media presence. From the beginning they had a strategy to tap its potential.
“To hit the ground running we had our social media and leafleting campaign before the store had even opened, keeping local community up to date with the progress of the refit,” he says. “That campaign meant that from the day one the store saw a steady stream of shoppers come through the door.”
They acquired nearly 5000 followers on Facebook, and some 1200 on Instagram, and use Twitter and TikTok as well, especially to introduce their imported lines with short videos, with Imtiyaz and his staff sometimes acting as reviewers.
American groceries, sweets and snacks have been a big draw for the store. In fact, the range is something that he started at their previous site, when some children repeatedly asked for them.
“I did a bit of research and I said, ‘Yeah, that's fine’. And we started five to ten lines of American products. It was really expensive. For example, one of the Hershey's chocolates, we used to sell for £1.95, a small Hershey's chocolate. And people used to buy it and we used to sell a lot,” he explains.
From five lines, the range grew slowly and steadily to 15 lines to 25 lines and 30 lines. “Today 40 per cent of the shop, our shop is around 2800 skus, are American products. And most of them came with a customer request, because I have never been to America!” he laughs.
He has seen that the price does not deter customers from buying these products. But, Imtiyaz realised that they are still “extremely expensive” for a large chunk of customers, so he went for a solution.
“If I'm a regular customer, I won't buy it, because I don't have two pounds to spend on a small chocolate bar,” he reasons. “So I did lots of research, I tried different suppliers, I contacted them.”
As a result of seeking cheaper suppliers, they have been able to sell the same Hershey's chocolate for £1, instead of the £1.95 in the previous store!
The USA range also helps a lot competition-wise. “We are completely different as we get different products than the supermarket. And it's not hard for us. When we have different products, we don't have to worry about it.”
Alongside delivering meals, the store also delivered groceries free of charge during the pandemic. It was a pretty basic operation, with customers calling by phone or messaging on Facebook, and Imtiyaz or his brother picking and delivering the products. Rising demand soon meant that was not enough.
“We saw we lacked staff in the shop, and our business kept on growing. And it was getting so much busier that when I or my brother go to deliver, there is no one in the store,” he says.
They were forced to curtail deliveries at the time, but Imtiyaz is not going to miss the opportunities the service offers to the store. He is now planning to create a dedicated app.
There are two reasons behind the decision, apart from his IT background. Firstly, their team is now growing. They used to be only five or six staff, all family. But the number has now doubled to 12, and the hiring of new staff has been another instance that has shown why he is a local hero.
“When we hire people we only hire locals,” he says. “There were jobs around, as two or three factories have recently made staff redundant. So we try to hire local people to give them a job.”
The second reason he is developing his own app is that he doesn’t like giving commissions to anyone! “That's the only reason I don't want to use any other app. But yes, I will try to use some of the apps for a few months to see how it goes.”
The plan is to pick up on areas where they need to focus while developing their own app. In fact, Imtiyaz firmly believes that the online is the future, and he finds local stores would need to adapt sooner or later.
As he switched from IT to retail, one thing this Sachin Tendulkar fan is missing is cricket. “I love cricket. I have now stopped watching cricket because I don't have time,” he rues. But, he notes that the retail has given him so much more than what he could have achieved from IT in the same period.
“If I see myself five years back, what I have now I might have never achieved so quickly. I have my own house as well and the business is running really well now. Hopefully we will have one or two more stores in future. If I was still in IT, I might have not achieved these things,” he says.
It's not easy to do it, he would tell his fellow retailers, but he believes nothing is impossible if you try. “Having a challenge and upgrading my knowledge is not easy, but it’s worth it. If you have goals set for what you want to do, then yes, you can achieve everything what you want.”
Britvic, the soft drinks manufacturer set to be acquired by Carlsberg, has posted robust annual results after investment in marketing and product innovation helped it maintain demand for its brands.
Over the year to Sept 30, the company’s pre-tax profits climbed 10.5 per cent to £173.2 million despite a £21.3m hit related to the proposed Carlsberg deal. Britvic stated that its growth was driven by both volume and price-mix, with strong demand for brands such as Pepsi, Tango, Lipton, MiWadi and Ballygowan.
The group noted that scaling up new brands such as Plenish, Jimmy’s, Aqua Libra, and London Essence helped it build its presence in fast-growing categories. Meanwhile, it increased advertising and promotional (A&P) spend by 30.9 per cent to “support long-term brand growth”.
Volumes grew 3.1 per cent, driven by both organic growth and the acquisitions of the Extra Power and Jimmy’s brands.
Chief Executive Simon Litherland said, “We have delivered another excellent financial performance this year, with strong growth across our markets and portfolio of market-leading brands. We have also continued to ensure the business is fit for the future, adding more capacity, investing in our people, and significantly increasing investment in marketing and innovation.
“I am confident that the prospects for our brands and people are extremely positive, and I look forward to them going from strength to strength,” concluded Litherland.
Subject to approval by the regulatory authorities, the £3.3bn acquisition of Britvic by Carlsberg is expected to be completed in the first quarter of 2025.
The Metropolitan Police has identified two new suspects in its investigation into possible criminal offences as part of the Post Office Horizon scandal. This takes the total number of individuals to four as the force also revealed it believes more suspects will be identified as the inquiry progresses.
Scotland Yard said members of the investigation team met with Sir Alan Bates, the leading Post Office campaigner, and fellow victims to update them on the development.
A Met spokesman said: “On Sunday Nov 17, members of the investigating team met with Sir Alan Bates and a number of affected sub-postmasters to provide an update on our progress and next steps, following an invitation to do so.
“Our investigation team, comprising of officers from forces across the UK, is now in place and we will be sharing further details in due course. The team is preparing to contact other affected sub-postmasters soon. While four suspects have been formally identified at this stage, this number will grow as the investigation progresses.”
However, Sir Mark Rowley, the Met Commissioner, has warned it could be years before anyone faces charges because of the “tens of millions of documents” that must be worked through.
Speaking previously on the matter, he said, “I think at the core of this you’ve potentially got fraud, in terms of false documents, if it’s for financial purposes.
“Clearly, we have to prove beyond all reasonable doubt, so really it’s 99.9 per cent, that individuals knowingly corrupted something. So that’s going way beyond incompetence, you have to prove deliberate malice, and that has to be done very thoroughly with an exhaustive investigation.
“So it won’t be quick. But the police service across the country are alive to this and we will do everything we can do to bring people to justice if criminal offences can be proven.”
More than 900 sub-postmasters were wrongfully prosecuted between 1999 and 2015 as a result of the Horizon scandal, in which the faulty computer software incorrectly recorded shortfalls on their accounts. Of these, hundreds of people are still awaiting compensation despite the previous government announcing that those who had convictions quashed were eligible for payouts of £600,000.
Oral evidence at the Post Office inquiry concluded this month.
New research by American Express Shop Small reveals the nation’s top 10 hotspots for independent shops, showcasing the small businesses and the valuable role they plan in their local communities.
American Express partnered with retail experts GlobalData to identify the top high streets for independent shops through ranking factors such as the number of independent outlets, variety of business types, and vibrancy of the high street.
The list also took into consideration the number of Gen Z and Millennial independent business owners (those aged between 18-43) in each location, factoring in how these younger generations are investing in the future success of UK high streets. Across the top 10 hotspots, on average over a third (36 per cent) of all business owners are in these age cohorts.
The research identified bustling St Mary’s Street in Stamford, Lincolnshire, as Britain’s top hotspot for independent shops – scoring highly across all the factors and delivering a unique experience for shoppers.
Britain’s top high street hotspots for independent shops:
St Mary’s Street, Stamford, Lincolnshire
Devonshire Street / Division Street, Sheffield, Yorkshire
Gloucester Road, Bristol
Market Street / Bridge Gate, Hebden Bridge, Yorkshire
Stoke Newington Church Street, Hackney, London
High Street, Narberth, Pembrokeshire
Oldham Street, Manchester, Greater Manchester
Bailgate, Lincoln, Lincolnshire
Byres Road, Glasgow
The Lanes, Norwich, Norfolk
Beyond their contribution to local communities, the research also revealed how living near a vibrant independent high street can benefit home valuations.
Dan Edelman, general manager, Merchant Services at American Express, said, “Small businesses play a crucial role in supporting local economies up and down the country, and it’s pleasing to now see their impact beyond the high street. Through our Shop Small campaign and support of Small Business Saturday we’re proud to be championing and shining a spotlight on the diverse and vibrant independent businesses who help our local communities thrive.”
The research is released ahead of this year’s Small Business Saturday (Dec 7), of which American Express is founder and principal supporter. Small Business Saturday is the UK’s most successful small business campaign. Over the years it has been running, it has engaged millions of people and seen billions of pounds spent with small businesses across the UK on the day, with an impact that lasts all year round.
Michelle Ovens, director of Small Business Saturday, said, “The nation’s 5.5 million small businesses bring incredible value to the UK’s economy, society and communities, and this research underlines the material impact they have in boosting local areas. On Small Business Saturday, and beyond, we are asking the nation to throw their arms around their favourite local small businesses and show them how much they mean to us all and the wider community. Public support is so vital for small businesses, particularly for the next generation of owners.”
Matt Piner, research director at GlobalData, commented on the findings, “Independent shops bring something different to high streets, offering uniqueness and propositions that are finely tuned to the needs of their local communities. As younger generations of shoppers are attracted to their local high streets, so too are shop owners, with a new breed of Gen Z and Millennial entrepreneurs helping to keep them thriving.”
As part of this year’s Shop Small campaign, American Express has pledged £100,000 worth of grants to small businesses. The Champion Small initiative encourages Cardmembers to nominate their favourite independent small business, with 10 set to receive a £10,000 grant. Those who nominate a business will be entered into a prize draw too, with a chance to win one of 50 x £1,000 statement credits.
Shoppers who walk and wheel spend more than those arriving by car, states a recent report, demonstrating the significant economic and social benefits of investing in walkable town centres, challenging traditional views on urban accessibility.
The findings published in third edition of "The Pedestrian Pound Report", recently published by Living Streets, the UK charity for everyday walking, come at a critical juncture for British high streets, with a record number of retail failures in 2022 and a vacancy rate of nearly one in seven by the end of 2023.
The launch of the report is backed by Scotland’s national walking charity, Paths for All, underscoring the need to make walking a central feature of Scotland’s high streets.
“Making high streets and town centres more walkable increases time – and money – spent in those businesses,” says Catherine Woodhead, Chief Executive of Living Streets. “It’s slowly being recognised – the majority (95 per cent) of London’s Business Improvement Districts identify a good walking environment as important to business performance.”
The report highlights encouraging data from Scottish towns, such as Nairn, where public space improvements and community events have significantly bolstered foot traffic. In 2022, a Christmas event in the town drew 7,800 attendees, including 600 new visitors, while a classic car show in 2023 attracted over 10,000, with 80 per cent saying they would return even outside of events.
Kevin Lafferty, Chief Executive of Paths for All, emphasised the broader benefits, “These findings show that when we put people first and make walking and wheeling the easiest, most natural choices, we don’t just get an economic boost – we build communities that are happier, healthier, and more sustainable for everyone.”
The report highlights that 85 per cent of Scottish adults walk or wheel regularly, contributing to both economic and health benefits.
In Scotland alone, the health benefits from walking to work are valued at over £600 million annually in prevented deaths. Community-focused initiatives, such as the Alloa Hub, are proving successful in encouraging residents to travel into town centres, with research showing that 56p of every £1 spent in community businesses stays in the local economy.
The report is timely, with investment in active and sustainable transport cut by £23.7 million by the Scottish Government this September. The Pedestrian Pound provides an excellent case for these vital funds to be restored.
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Home secretary Yvette Cooper speaking at the annual conference hosted by the NPCC and APCC on 19 November 2024
Home secretary Yvette Cooper has announced plans to rebuild neighbourhood policing and combat surging shop theft as part of an ambitious programme of reform to policing.
In her first major speech at the annual conference hosted by the National Police Chiefs’ Council and Association of Police and Crime Commissioners on Tuesday, Cooper highlighted four of the key areas for reform: neighbourhood policing, police performance, structures and capabilities, crime prevention.
The initiatives she announced include:
a Neighbourhood Policing Guarantee to get policing back to basics and rebuild trust between local forces and the communities they serve
a new Police Performance Unit to track national data on local performance and drive up standards
a new National Centre of Policing to harness new technology and forensics, making sure policing is better equipped to meet the changing nature of crime
The home secretary also announced more than half a billion pounds of additional central government funding for policing next year to support the government’s Safer Streets Mission, including an increase in the core grant for police forces, and extra resources for neighbourhood policing, the NCA and counter-terrorism.
In her speech, Cooper said that without a major overhaul to increase public confidence, the British tradition of policing by consent will be in peril.
“I am determined that neighbourhood policing must be rebuilt,” she said, pointing to its decline over the past decade. Cuts to community-based roles have left town centres vulnerable to rising crime and antisocial behaviour, she added.
“Shop theft is up at a record high, street theft is up 40 per cent in a year… Criminals – often organised gangs – are just getting away with it. We cannot stand for this,” she said.
Cooper reiterated the government’s commitment to deliver an additional 13,000 police officers, PCSOs and special constables in neighbourhood policing roles, adding that further steps will be announced in the coming weeks.
The reforms will restore community patrols with a Neighbourhood Policing Guarantee and an enhanced role for Police and Crime Commissioners to prevent crime. The changes will also ensure that policing has the national capabilities it needs to fight fast-changing, complex crimes which cut across police force boundaries.
“The challenge of rebuilding public confidence is a shared one for government and policing. This is an opportunity for a fundamental reset in that relationship, and together we will embark on this roadmap for reform to regain the trust and support of the people we all serve and to reinvigorate the best of policing,” Cooper said.