The Asian Trader Independent Retailer Award, supported by Booker Wholesale, recognises an entrepreneur who has built a successful convenience business and an outstanding store which has seen spectacular results in both turnover and customer numbers. And in Pete Saleem, winner of the 2021 edition, we meet a retailer who fits the bill to a tee, with his immaculate shop: Premier Broadway Circle in Blyth, Northumberland.
Pete merged two spaces into a modern convenience store in January last year, and sales immediately shot up by 40 per cent. As the development work took place during lockdown, he continued to serve customers from a container parked outside.
The shop was extended by 500 sq ft to 1,500 sq ft, with the increased space entirely dedicated to alcohol, including the creation of a beer cave. They stock 126 different varieties of gin, possibly the biggest range of any independent shop in Northumberland.
“As a family, we have been trading on the same parade of shops since 1988 but it was clear to me that to take our business to the next level what we needed was a modern convenience store,” Pete says.
Premier Broadway Circle in Blyth, Northumberland
They had two nearby shops, one with an alcohol license and the other, without. The joke in the town went that they were becoming an “inconvenience store”, says Pete, laughing, “Because you buy a loaf of bread from one shop, but for a bottle of wine you walk to the other. It wasn't good. So we needed to integrate the two businesses,” he says.
It was to be a serious investment, and in fact they started the planning about five years ago, in 2017. “There was a lot of work that went in behind the scenes before we even put anything out in the shop. That was probably the easiest part. The hardest was the preparation,” he explains.
“It's not a huge shop, but in order to do this, the sales that we were predicting, we needed to create a bit more space. And that's what we did, by creating the beer cave.”
What happens in Vegas …
The beer cave is an idea he brought home from the US city where the Saleem brothers – six of them – went for a birthday party. “On visiting Las Vegas, it became very apparent that everything is beer cave,” he says.
“We got off the plane, and were transported to one of these places to have a look. And I said to the boys, ‘I'm gonna have one of these in the shop,’ and they just thought I was cracking a joke. But as soon as I saw that concept in Las Vegas, straightaway I knew I needed to have have that, because it gave us a unique selling point. I was getting to the stage where I was sick of hearing, ‘get this for this price and go to Morrison's for that price. But they can't get those prices chilled. They don't do it. It gives us a USP and if nothing else, it makes your shop a destination.”
As part of the refit, they also created a new food-to-go section from scratch, including Costa Coffee, f’real milkshakes, fwip ice cream, Jolly Rancher, Hershey's Freeze and Tango Ice Blast.
“It’s a new way of bringing shoppers into the store. We’ve gone from half a metre of chilled food to seven metres. Now we are selling fresh pizzas, ready meals and all the ingredients for a family supper. Basket spend has improved because shoppers are enjoying the benefit of doing all their shopping under one roof,” he says.
Booker brought to his attention the fact that food-to-go was a huge growth sector, and that he needed to be involved, Pete admits, adding that the advice has really paid off.
“I never visited a Costa, but the Costa has been a fantastic asset to the business; f’real has been a huge hit; Tango Ice Blast creates such a focal point, a destination for people to come to,” he says. “That's where the market is going. And we need to go in that direction.”
All about planning
Discussing his experience of the refit, Pete stresses the importance of planning. “If you go into something blind, you could end up digging a big hole for yourself,” he notes, “It's all about the planning: planning, preparation, making sure your funding is in place.”
He says a retailer needs to have a vision of what they want to do, the know-how and the correct work colleagues when it comes to builders, shop-fitters, fridge engineers, electricians, plumbers and CCTV. Pete worked with his own contacts as they have contractors who work for them on a daily basis.
“My planning was so detailed, every contractor was at [a] meeting and I said, ‘Look, we've got 29 days to do this. We are closing on the first of January and will open on the 30th.’ And everyone looked at each other and said ‘Are you for real, there's so much to do.’”
Their concern was justified as they had to go back to bare walls and floors, putting in new flooring and ceilings and everything in between.
“And I said we'll have to work on the clock, work collectively as a team: we have to get this done and we have no choice in the matter. And you know what, it was because if that organisation, that communication that we achieved what we did in 29 days,” he says.
Keeping it local
The Covid-19 pandemic pushed local products into the limelight, alongside the “shop local” trend. The range of local products, including bread, pies, sandwiches, pasties, cream cakes, eggs, fresh meat and frozen curries, has been another USP of Pete’s store, and as these products are displayed better in the new shop, sales of local lines have doubled, he says.
“We've always supported our local produce, our local suppliers, it's always been important for us. When we did the refit, we made sure that all this local produce had its place in-store. They got more of a facing in the new store than they had in the past,” he says.
He also credits Booker for making space for local products during the refit.
“Our relationships with other local businesses have held us in good stead over the years, and Booker recognise the value of this. During the refit, Booker asked us which local suppliers we worked with. They were all allocated a space in the plan, and it was great to know that our wholesale supplier was able to see the bigger picture and work with us to make the shop as attractive as possible,” he says.
Connecting on the doorstep
Even before the pandemic, the Saleems used to offer a home delivery service, though it was rather community-related back then.
“My father and my mother, God bless them, they always had a list of customers who they would deliver to because they were housebound, or they couldn't get out or they weren't as mobile,” he explains.
“They had about 16 people on that list. Then the pandemic came. And to be honest with you, that list grew to about 34 during the pandemic, but we have quickly seen that there was a requirement for home delivered, not just for the elderly, because people were wanting to stay safe.”
They went live with Snappy Shopper when they re-opened the store, in February last year, and Pete says its growing week on week, even after 15 months.
“It's a huge growth sector. We now have six drivers. We've actually bought an electric vehicle. We quickly recognised that there's a lot of talk of climate change at the moment. And it's not going to get any better unless we do something about it. That's why we invested in this electric vehicle. We use that for deliveries and the customers really appreciate it,” he says.
They also stick to the delivery time of 30 minutes, which offers them a point of difference compared with the supermarkets’ offering.
It has been a heavy investment, he agrees, and initially drivers weren’t always busy. “But, everything has to start somewhere,” he notes. “Now it's a business that in itself is very sustainable. And it's a big part of our business now.”
From the list of 16 his parents used to look after, they now have over 600 customers they deliver to at least once a week. That’s the scale of where it's going, and Pete attributes this to the changes in shopper habits driven by the pandemic.
“I think that a lot of people shifted to home delivery probably because of a confidence thing, because Covid was dangerous. Now it's almost away hopefully but people's buying habits haven't changed. They haven't reverted to the multiples,” he says.
Part of the reason would be the face-to-face engagement that they now extend to their customers’ doorsteps.
“I would personally, like my father, go and do the deliveries, if the drivers are getting busy,” he says. “We have to ensure that we maintain the level of service. This is really key, by the way,” he nods.
“Having that face to face and having that product delivered to them, as they need it within 30 minutes, was really well accepted by our customers, and they really appreciate it. A lot of people that work for me will drop at the doorstep, stand back and say hello. We will connect on the doorstep.”
He says the service needs hard work, but he finds it personally rewarding. “Those people are still buying from us now. They can easily go anywhere else. But they do remember the fact that we were there for them, when they needed us,” he says.
Ace-ing social media
The store is strong on social media, particularly Facebook: “In the demographic area that we are situated, it's all about Facebook,” Pete says – where they push their offers and services like home delivery to their followers.
“I think it's one of those things that you've got to work on. You can't just do it once and then just ‘oh, I’ll do it maybe again in few days’ time’. You've got to be continuous,” he says. “And in order to get your message out there, you have to push your brand; you have to put yourself at the forefront of people's minds.”
He says they get to know the power of Facebook to drive sales whenever they have new products to offer. Recently they announced the launch on Gordon's Cherry Gin on their page, and the bottles flew off the shelves within an hour.
“That was all down to Facebook, if we didn't have that tool, potentially we wouldn't get that custom,” he says, noting that Facebook gives them a mechanism to amplify what they have always worked on in the past: word of mouth.
“Those things are really cool. If the customer can come in and get whatever they want from your store, that gives you a good reputation. It's good. If the word of mouth is not positive, the customers won't come to your shop. So those things are really important,” he sign off.
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.