British retail technology company, NearSt, today announces a new technology for UK convenience retailers that automatically connects their in-store inventory to major delivery platforms such as Uber Eats, Deliveroo, and Just Eat.
NearSt’s solution connects directly with convenience retailer's existing EPOS systems, ensuring their full in-store product range is displayed live on delivery apps. This delivers five key benefits to convenience retailers:
Increased revenue – Display your full in-store product range across delivery apps, helping customers build bigger baskets and driving sales growth
Minimise failed orders – Cut cancellations by over a third through real-time stock accuracy, boosting customer satisfaction and loyalty.
Save valuable time – Eliminate hours of manual work and tedious data entry, freeing up time for you and your staff.
Grow a local presence – Show all your products with high-quality images, titles and descriptions on any last-mile provider with ease.
Get started quickly – Start seeing results immediately with simple integration to your existing systems.
Recent Mintel research shows 59% of UK consumers are now doing some grocery shopping online, so offering reliable last-mile delivery has become a competitive necessity for convenience stores. However, many retailers struggle with time-consuming manual updates, high failed order rates, and limited product offerings across last-mile menus.
"This technology represents an important step forward for convenience retail," says Nick Brackenbury, Co-founder and CEO of NearSt. "We're empowering local retailers with capabilities that were previously out of reach. With our extensive network of over 150 point-of-sale partners alongside our last-mile delivery integrations, we enable retailers to seamlessly transform their last-mile offering into a genuine competitive advantage and revenue driver."
Pricewatch Group’s results Pricewatch Group - operating stores under Morrisons Daily, Nisa, Gulf, and BP brands - was the first retailer to leverage NearSt’s real-time local inventory feeds with delivery platforms, starting in September 2024. Since, Pricewatch has seen significant results in streamlining operations, enhancing customer experiences and improving staff productivity:
913% sales growth across last mile platforms (first 11 weeks)
233% increase in Just Eat sales alone
59 hours per month saved in menu management
37% reduction in failed orders weekly
115% expansion in product range on last-mile menus
"We tried multiple digital partners and previously spent hours manually uploading inventory data. Then NearSt just comes along and makes it work. We've saved so much time and been able to reallocate it elsewhere to get much more done. From an operational time-saving aspect, NearSt has been invaluable.” says Tom Buckley, General Manager at Pricewatch Group.
Pricewatch x Just Eat menu:
"NearSt has made it achievable for us to run a cost-effective last-mile operation that's saving us a huge amount of time and money," says Claire Goddard, Marketing Manager at Pricewatch Group. "We now have a flawless and professional menu that rivals those of the major supermarket chains making it a dream for our customers to shop and buy on."
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.
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Britain's enduring love affair with beer, lager, and cider is set to flourish once again
As winter's grip finally loosens and the UK eagerly anticipates the arrival of spring, the nation's enduring love affair with beer, lager, and cider is set to flourish once again. Despite economic pressures and rising costs, these traditional favourites remain firmly entrenched as Britain's alcoholic beverages of choice, accounting for an impressive 65 per cent of total alcohol consumed nationwide.
The UK alcoholic beer market is projected to generate £8.8 billion in off-trade revenue in 2025, with steady growth anticipated at 0.62 per cent annually through 2029, according to Statista figures. With the average Briton expected to consume nearly 32 litres of beer at home this year, the opportunity for convenience retailers remains substantial – particularly as consumers continue their migration from on-trade to off-trade purchasing in search of better value.
However, the landscape is evolving rapidly, with several key trends and challenges reshaping the category. The "less but better" phenomenon continues to gain momentum as health-conscious consumers seek premium experiences over quantity. Last year's lighter summer and session brews made significant market inroads, while interest in premium continental lagers grows alongside innovative cider variations, including crispy apple styles and the welcome resurgence of perry.
For convenience retailers, staying abreast of these shifts is crucial, but equally important is navigating the regulatory and cost challenges now impacting the sector. February saw the implementation of the chancellor's 3.65 per cent RPI inflation-linked duty increase, adding approximately 2p to a 500ml bottle of 4 per cent ABV non-draught beer and 1p to a similar cider product. Meanwhile, the looming Extended Producer Responsibility (EPR) packaging levy threatens to introduce even more significant price hikes, particularly for glass-packaged products.
Looming Extended Producer Responsibility packaging levy threatens to introduce even more significant price hikes, particularly for glass-packaged products
The EPR scheme, which shifts recycling costs from councils to producers, could add as much as 5p per glass bottle for brewers – potentially transforming packaging strategies across the industry. British Beer & Pub Association chief executive Emma McClarkin has warned that some producers may be forced to “leave the glass bottle market” entirely.
“Given the incredibly narrow margins UK brewers operate to, as they make an average of 2p per bottle of beer, this means they will be forced to pass on extra painful costs to the consumer if they want to carry on making their product," McClarkin added.
Against this backdrop of change, traditional cider faces its own existential challenge. With nine out of ten traditional orchards lost since World War II due to neglect, development, and agricultural shifts, cider makers are urgently calling for protection of the ‘native wine of England’.
“The writing is on the wall unless something is done. You only have to drive along the roads around here to see the decline,” David Nash, founder of Redvers Cider & Perry, which makes the drink in Herefordshire, recently said. “You see them being felled or dying off because no one’s replacing them. There’s no commercial value.”
The growth of ‘fine cider’ – premium products made with 100 per cent apple juice and commanding prices up to £38 per bottle – offers a potential pathway to sustainability for traditional producers. However, industry figures acknowledge that without proactive industry reform or government intervention, the future remains uncertain.
For convenience retailers looking to maximise category performance in this dynamic environment, the key lies in strategic ranging, competitive pricing, and an understanding of the evolving consumer preference for premium, lighter, and more distinctive offerings – all while preparing for the potential impact of regulatory and cost pressures on their supplier base.
Shifting consumption
The UK beer category remains a cornerstone of convenience retail, worth a substantial £5.27bn across the total market [NIQ]. Within Grocery, the beer category is worth £3.96bn and in Impulse, including convenience and independent stores, this figure stands at £1.3bn.
The convenience channel is showing signs of strength in beer sales, with the market experiencing steady growth at 1.7 per cent in the Total Convenience Beer and Lager category compared to just 0.2 per cent for Major Multiples, according to North Star Polaris data.
James Wright, Chief Executive at Wrexham Lager Beer Co, attributes this to changing consumer behaviours and ongoing financial pressures.
“As major grocers have dominated the market in the past with bigger bulk-buy deals, consumer habits are changing with people preferring to shop little and often because of the cost-of-living crisis,” he explains.
“Culture is also changing the narrative, as people are opting to stay home more on weekends instead of going out, leading to increased impulse buys and creating more opportunity to be purchased from local convenience stores.”
Challenger brands have added a huge £15.8m to the beer category, creating opportunities for premium and heritage brands like Wrexham Lager
This represents a significant opportunity for convenience retailers to capitalise on the growing share of beer sales moving through their channel, particularly if they can differentiate their offering from the multiples.
Wright also points to significant market shifts, noting that the top six lager brands in the UK have collectively declined by £62 million, whilst challenger brands have added a huge £15.8m to the category [North Star Polaris].
This creates opportunities for premium and heritage brands like Wrexham Lager, particularly as consumers – especially younger demographics – seek authentic brand stories.
“With Gen Z having a huge influence on today's purchasing habits, there is even more interest in heritage and an impactful backstory as consumers look to connect with brands more deeply on an emotional level,” Wright explains.
Quality cues are becoming increasingly important differentiators in the premium lager segment. “This is where the big brewers potentially fall down with their sped-up conditioning rather than letting the product naturally mature for a premium taste,” Wright observes, suggesting that retailers should “look into the production processes of the brands they stock if customers are buying on quality and taste.”
He urges retailers to increase the number of premium brands, as against budget brands, to capitalise on the trend to quality.
“Brand design and stand out on shelf – what’s going to capture the eye and does the packaging offer enough of an easy to grasp brand story that will increase consideration to purchase,” he says.
Premium growth, innovation
While the overall category value has stabilised year-on-year, volumes are declining by 2.1 per cent. Against this backdrop, Heineken UK has bucked the trend, growing its market share within Grocery by 0.6 percentage points to reach 17.6 per cent by the end of 2024. The company delivered an impressive £39m worth of growth to the beer category last year, representing 5 per cent value growth and 3.8 per cent volume growth – making it the largest contributor to category growth among all brewers.
“When looking specifically at our beer brands our growth is led by Birra Moretti, Heineken and Cruzcampo. Pleasingly, this is through a mix of both core growth on our brands as well as innovation sales,” Alexander Wilson, Category & Commercial Strategy Director at Heineken UK, explains.
New product development has been a key driver of this success. Heineken UK launched three of the best-performing new product innovations in 2024, collectively accounting for 46 per cent of all beer NPD value. These included Birra Moretti Sale di Mare (worth £11.3m), Foster's Proper Shandy (worth £7.2m) and Cruzcampo (worth £50m).
Birra Moretti grew in value by 2.1 per cent last year
Wilson underscores beer's strategic importance to overall grocery sales: “Beers, Wines & Spirits is the biggest contributor to retailers' total sales, and beer commands the greatest volume sales within the category. This is particularly important considering that volume sales in beer are critical for retailers in helping to increase footfall and penetration at key moments in the year.”
The Heineken UK portfolio shows varying performance across its key brands. Both Heineken Original and Heineken 0.0 – the biggest non-alcohol lager in 2024 – remain in growth, demonstrating the appetite for premium lager alongside alcohol-free options from bestselling brands.
Birra Moretti, the world premium lager particularly suited to trading up occasions during summer and the festive period, grew in value by 2.1 per cent last year. This growth was boosted by the February 2024 launch of Birra Moretti Sale di Mare, which now commands a 0.3 per cent share of the beer category and targets drinkers seeking more flavourful and interesting taste profiles.
Cruzcampo has enjoyed a highly successful launch, generating £88m in retail sales across the market and claiming a 1.8 per cent share of beer sales in the Impulse channel. Wilson notes that the brand “taps into shoppers' growing demand for more premium continental lagers that still offer value for money.”
While Foster's maintains a 4.6 per cent market share in the lager category, the newly launched Foster's Proper Shandy claimed a 0.2 per cent market share despite only launching in February 2024.
World beer, nostalgia
Wilson identifies several key trends that convenience retailers should be aware of to maximise opportunities in the beer category.
“As tastes change and evolve, we have noticed more customers, across all demographics, are keen to explore new styles of beer, including a growing interest in world lagers,” he says, citing Birra Moretti's new Sale di Mare variant and Cruzcampo as examples.
He adds: “Its launch marks the first innovation within classic lager for decades, reigniting the category and encouraging exploration from consumers.”
John Price, Head of Marketing at Kingfisher Drinks, says premiumisation remains a dominant trend in the beer category despite ongoing economic pressures as consumers are increasingly seeking out authentic, high-quality options from around the world.
“The beer landscape has been on a continual journey of premiumisation for a while now, where we've seen consumers increasingly willing to spend more to treat themselves to better quality and authentic beer options, which in turn drives increased value in-store,” explains Price.
“Even the challenging financial times we've been in and are still going through, don't seem to have dissuaded consumers that this is the path they want to go on, as many still treat premium alcohol as an affordable luxury which they feel is worth paying for.”
There's considerable current interest in Japanese beers like Sapporo
This shift towards premium options has been accompanied by growing consumer interest in world beers, with shoppers looking beyond traditional favourites. While Mediterranean options remain popular, Price suggests retailers should expand their horizons.
“We also know consumers can often get tired of seeing the same lager brands, so are enjoying discovering premium world lagers from all sorts of different places,” he notes.
“Whilst there'll always be demand for Mediterranean beers which of course remain popular, I'd encourage retailers and wholesalers to think beyond that and look further afield. There's certainly considerable current interest in Japanese beers like Sapporo, but I'd also like to mention Indian beers like our very own Kingfisher, which has a crisp and easy-drinking taste that consumers love.”
The cost-of-living crisis appears to be driving another key opportunity for convenience retailers: increased at-home consumption. Price points out that financial constraints may lead to fewer pub visits and more drinking occasions at home, creating a prime opportunity for retailers to capitalise on.
Heineken UK is watching other emerging trends for 2025, including the growth of fruit beers over the past year and the continued expansion of the Stout segment.
Cruzcampo has enjoyed a highly successful launch, generating £88m in retail sales
Wilson believes key trends – including moderation, world beers, and premium offerings – will continue into 2025 and beyond. He observes ongoing competition among retailers on heavily advertised brands, alongside consumer demand for innovation and excitement.
"People enjoy discovering drinks with depth and 2025 will bring huge opportunity for retailers to boost spend by providing shoppers with the opportunity to discover new tastes," he notes.
He suggests retailers create dedicated store environments that encourage exploration, such as chilled beer caves or sampling stations.
“By stocking more premium options and sharing formats, retailers can make their beer range an in-store destination for shoppers who are looking to celebrate in 2025,” he says.
The rise of moderation
Perhaps the most significant trend shaping the category is the growing focus on moderation.
Following the duty changes implemented in August 2023, and aligned with ongoing consumer demand for moderation, sales are growing for beers with an ABV of 3.4 per cent or less. This is happening as brewers adjust the ABV of core products and invest in new innovations like Foster's Proper Shandy (ABV three per cent).
“We believe that this trend for moderation is here to stay, and brands who focus on this area in 2025 will be well-placed to help retailers cater to those consumers who are looking to moderate,” Wilson predicts, encouraging retailers to create excitement around moderation, wellness, and low and no options by stocking new, lower-ABV alternatives to premium favourites such as Birra Moretti Zero, Heineken 0.0 and Old Mout Alcohol Free.
Caitlin Brown, Off-Trade Category Development Executive, BrewDog PLC, highlights that “43 per cent are reducing the alcohol content of the drinks they consume, and this does not show signs of slowing.”
This shift is particularly pronounced among younger consumers, with “almost 40 per cent of 18-25s not drinking alcohol at all vs 22 per cent in 2019.”
This has driven substantial growth in alcohol-free beer, with alcohol-free sales over the latest 52 weeks showing a growth of 28 per cent value and 21 per cent volume, now worth 3.2 per cent of total beer [Circana].
BrewDog continues to evolve and improve its AF range
The trend is even more pronounced in convenience, with Brown noting that “this subsegment of beer is currently outperforming total beer in impulse.”
“Well-known, established brands such as BrewDog, which holds two of the top 10 sellers within alcohol-free beer and continues to evolve and improve its AF range, as well as product quality, will be key to this success,” she adds.
Kingfisher has responded to this trend with Kingfisher Zero, which Price says, “embodies the quality and flavour of Kingfisher Premium, but without alcohol and, most importantly, without compromising on taste.”
Recent research from the Portman Group in partnership with YouGov revealed that nearly half (44 per cent) of 18-24-year-olds surveyed consider themselves either occasional or regular drinkers of alcohol alternatives, up from 31 per cent in 2022.
“No and low alcohol beers are continuing to grow in popularity so retailers should grasp this opportunity,” Price advises. “It's also worth pointing out that those 18-24-year-old consumers who are purchasing more no and low now, are more likely to convert to lifelong fans of the brand they choose.”
BrewDog has responded to the moderation trend with several new products designed to meet the demand for lower-ABV options.
“With more shoppers looking to moderate their alcohol-consumption sessionable products has been a huge focus for BrewDog over the last 12 months,” says Brown, highlighting the launch of Wingman (ABV 4.3 per cent) and Cold Beer (ABV 3.4 per cent).
Wingman has been particularly successful, being “the fastest growing craft beer brand,” according to Brown, and helping to recruit new consumers into the craft beer category – “61 per cent of shoppers going on to by craft beer for the first time, following the first purchase of Wingman.”
Cold Beer, meanwhile, has delivered over £1.4m sales since launch after its nationwide rollout in September.
Cold Beer, ABV 3.4 per cent, has delivered over £1.4m sales since launch after its nationwide rollout in September.
Brown emphasises the importance of not compromising on taste when producing lower-ABV products: “Often by reducing the alcohol content, this means taste is compromised, but we believe in providing value for money. It is therefore the responsibility of suppliers to offer customers and consumers great quality products.”
SHS Drinks has in December announced the acquisition of Shandy Shack, a pioneering brand in the mid-strength ABV beer space.
SHS Drinks said the new partnership will step-change Shandy Shack’s already strong current growth, helping it to better reach the 40 per cent of adults seeking to moderate their alcohol consumption with balanced, enjoyable options.
Prior to the acquisition, SHS Drinks and Shandy Shack collaborated to create the popular Raspberry Lager using bottlegreen’s Raspberry Cordial. The product launched in June last year and featured integrated bottlegreen branding on Shandy Shack’s packaging, along with joint promotional efforts across social media.
“The mid-strength ABV market is seeing rapid growth as consumers seek options for low-tempo, relaxed socializing,” Andy Morris-Jinks, managing director of SHS Drinks, said.
“Shandy Shack’s innovative and award-winning product range aligns perfectly with our vision for broadening our consumer base and tapping into emerging market trends."
Looking ahead, Brown anticipates further evolution in the alcohol-free segment, predicting “the introduction of more specific beer styles – including stout and craft, as well as just lager.” She also suggests that “as shoppers become ever more focused on health and wellbeing ... we could start to see the role of functional AF products, with added benefits.”
Craft beer brands
Craft beer continues to be a strong performer within convenience, with IPA remaining the dominant style.
“From a craft beer perspective IPA is the most popular and best-performing style of beer all year round in Convenience, worth 65 per cent of the craft beer market,” says Brown, of BrewDog.
BrewDog itself commands a substantial 50 per cent of the craft beer category, with its flagship Punk IPA serving as a crucial entry point for many consumers.
“The heartland of craft is Punk IPA, which acts as a signpost for the category, so something that shoppers will look for when browsing the chiller,” says Brown. With Punk turning 18 in 2025, the brand will be celebrating this milestone with high-profile activity, making it an essential stock item for convenience retailers.
BrewDog's top two products are Punk IPA and Hazy Jane New England IPA four-can multipacks
For stores looking to develop their craft beer range, Brown recommends starting with BrewDog's top two products: “Punk IPA and Hazy Jane New England IPA four-can multipacks, which also continues to see a lot of love from shoppers. Punk IPA and Hazy Jane alone are worth 37 per cent of the category in Impulse.”
Multipack formats play a crucial role in category recruitment, with Brown noting that “42 per cent of first-time purchases come from multi-packs, with larger mixed formats significantly over indexing with first time buyers.”
The BrewDog 330ml 8 can Mixed Packs are highlighted as particularly effective for driving trial, with encouraging repeat purchase rates – “42 per cent of craft beer shoppers repeat their category purchase, following their first trial.”
Popular formats
Heineken UK’s Wilson emphasises the importance of offering a variety of pack sizes to meet different consumer needs. “The beauty of the beer category is the range of pack sizes on offer – from single bottles to small multi-packs, mid-size multi-packs and then large packs of up to 18 beers in one pack. This offers value and convenience at different price points for shoppers.”
All pack formats experience significant sales increases during peak seasons, including summer sporting events, festivals, and the Christmas/New Year period. Wilson recommends that stores stock a variety of single bottles and multipacks to cater for all occasions.
“In beer, we are seeing growth in smaller and medium pack sizes, especially of cans, being driven by people making smaller, but more frequent, visits to stores,” he notes. This trend is particularly relevant for stores in urban locations where consumers may be walking rather than driving.
In terms of ranging, Wrexham lager’s Wright notes that “growth in lager is coming from the premium brands, where the majority of volume sits in single bottles (330ml) and four-packs of 330ml bottles or 440ml cans,” with four-packs accounting for 55 per cent of sales.
Price-point remains critical, with Wright advising that “£5-£6 per four-pack for a premium lager will return a better rate of sale, than anything over £6. People are still buying with their pocket, not just their taste buds.”
To maximise sales potential, Price, of Kingfisher Drinks, emphasises the importance of a well-rounded offering: “When it comes to lager, beer and cider I think its important retailers stock a variety of standard and premium brands in a range of formats to ensure they don't miss out on any potential sales opportunities.”
He recommends a balanced mix of chilled products in various formats, from single serves to larger packs that appeal to the 'big night in' occasion. Equally important is stocking options at different price points, from standard lagers through to super-premium offerings like Japanese beer Sapporo, which Price describes as “the product of precision craftsmanship, taking the very best traditional approaches and adding an innovative twist.”
The company has also recently expanded its portfolio with Kingfisher Ultra, a super-premium five per cent ABV beer now available to UK retailers. “Ultra really hits the spot with its light crisp taste and smooth finish and is the perfect addition to our growing Kingfisher portfolio,” Price says.
“A year ago, we introduced Kingfisher Zero into the no and low category, so along with the original Kingfisher Premium, Kingfisher Ultra will complete our offer which now suits a wide range of consumer tastes.”
Tapping into cider
Cider continues to carve out an increasingly valuable position for convenience retailers. With the category worth an impressive £1.2bn nationally – £819m in grocery and £372m in convenience [NielsenIQ] – retailers have substantial opportunities to capitalise on this thriving segment in 2025.
The cider market is showing remarkable resilience and growth, particularly within the convenience channel. According to Darryl Hinksman, Head of Business Development at Westons, “Beer and cider's pivotal role in the UK convenience channel cannot be overstated, with half of all cider sales taking place in these stores. In fact, the cider category alone is now worth an impressive £575m in convenience [Circana], up 2.1 per cent over the last year, outperforming the total cider market growth of 0.1 per cent.”
This growth trajectory reflects the changing consumer landscape, with cider increasingly being viewed as a more natural and healthier alternative to traditional alcoholic beverages. Heineken UK’s Wilson notes that the company owns a 27.8 per cent share of the total cider category, positioning it as a significant player in the market.
The cider market is showing remarkable resilience and growth, particularly within the convenience channel
Natalie Marshall, trade marketing manager at Aston Manor Cider, suggests that growth has been fuelled by “increased availability of cider in bars, restaurants and retail stores,” making it “easier for consumers to access and purchase these products.”
As we move into the warmer months of 2025, the market is expected to benefit from packaging innovations, particularly single cans and single-serve bottles, driving further convenience for consumers.
Premiumisation, ‘less but better’
The crafted cider category has experienced remarkable growth, with Hinksman reporting a “14.6 per cent YOY increase and now valued at £116m in convenience thanks to the 'drink less but better' trend.”
This represents a significant opportunity for retailers, particularly as Hinksman highlights that “while nearly 100 per cent of multiple retailers stock crafted cider, its presence in the convenience sector remains limited, leading to a staggering £11.5m in missed sales for independents.”
Wilson from Heineken UK reinforces this trend, noting that “apple cider is growing ahead of flavoured cider, with premium options also doing exceptionally well, even in times of economic hardship, when people don't have as much disposable income to hand. This should signal to retailers that despite customers cutting corners in other categories, cider is potentially where they are willing to trade up.”
The rise of premium offerings doesn't necessarily mean consumers are looking for the most expensive options. Instead, as Hinksman explains, “As consumers navigate tighter budgets, their purchasing decisions increasingly favour products that balance exceptional quality with strong value. This doesn't necessarily mean reaching for the cheapest option but prioritising their spend on those products that are really worth it.”
Seasonal patterns, flavours
Seasonality plays a crucial role in the cider market. Marshall points out that “66 per cent of cider drinkers mainly drinking cider in the warmer months,” making it essential for retailers to “get ready for the warmer weather by ensuring a regular stock of chilled cider.”
As the temperature rises, consumer preferences shift towards convenience and on-the-go consumption. Marshall advises retailers to “meet the increased demand for convenience and drinking on the go by stocking canned cider in chillers where possible.” This aligns with Hinksman's observation that “with summer on the horizon and consumers gearing up for BBQs, picnics, and festivals, retailers have a prime opportunity to maximise revenue.”
Inch's Cider is the apple cider brand that grew the most share in the off trade in 2023
While innovation in the category continues to be driven largely by flavoured ciders, traditional apple ciders are experiencing a resurgence. Wilson notes that “Inch's Cider is the apple cider brand that grew the most share in the off trade in 2023,” showing that “shoppers are looking for quality as well as accessible pricing options.”
Hinksman supports this view, stating that “mainstream apple ciders remain popular, but the surge in crafted apple ciders - led by Henry Westons Vintage - has cemented them as must-stock items for retailers.”
He also highlights an emerging opportunity in “pear cider, a sub-category that currently represents just three per cent of the market with space to grow.”
Affordability and value
The cost-of-living crisis has influenced consumer behaviour significantly. Marshall reveals that “shopper behaviours are largely influenced by the cost-of-living crisis with shoppers trading down from spirits into cider.”
This creates an opportunity for retailers to stock stronger ciders as alternatives to spirits, with Marshall noting that “Knights Cider is currently the no.1 alcohol brand driving growth into the convenience channel.”
Knights Cider drives growth into the convenience channel
For budget-conscious consumers, value plays a crucial role. Marshall suggests stocking “a variety of value products which also offer a great taste, such as Crumpton Oaks, a much-loved iconic brand that offers customers a traditional cider taste, due to its bittersweet apple blend.”
Brand performance
Strongbow maintains its position as “the nation's favourite cider brand,” according to Wilson. The brand's latest innovation, Strongbow Strawberry, launched in 2024, has already captured 0.5 per cent of the cider market despite limited availability.
Wilson also highlights the performance of premium flavoured cider Old Mout, which saw “impressive growth of 38.4 per cent in the impulse channel last summer, driven by consumers enjoying summer socialising occasions.” Meanwhile, Inch's Cider has demonstrated recent growth of 1.3 per cent in share, with an overall 4.6 per cent value share.
Henry Westons Vintage continues to dominate, selling “more than one bottle every 0.75 seconds across the UK” and standing “an impressive £20.4m ahead of the second-place product in the channel,” according to Hinksman.
Henry Westons Vintage sells more than one bottle every 0.75 seconds across the UK
Stowford Press is also performing strongly, with Hinksman reporting that Stowford Press cans are “growing at 50.1 per cent YOY in convenience,” while the Stowford Press Apple Cider 10 Pack is experiencing “13.8 per cent growth YOY.”
As Westons celebrates its 145th anniversary in 2025, Hinksman teases “a new permanent addition to the bestselling Henry Westons range that pays tribute to the generations of brand heritage.”
Knights Cider is highlighted as “the fastest growing cider brand in the UK,” with Marshall reporting “a 54 per cent increase in shopper numbers year on year.” The brand's success led to the launch of Knights Vintage Cider in 500ml glass bottles in 2024, offering “a great tasting cider without breaking the bank” at an ABV of 8.4 per cent.
Marshall also points to Frosty Jack's as one of the UK's favourite cider brands, which “sold 1.1 million single 500ml cans last year,” making it a valuable offering for retailers targeting areas with high student populations.
Frosty Jack's sold 1.1 million single 500ml cans last year
Crumpton Oaks is identified as “the number one value cider brand in the impulse channel at £4.99 RRP for four-pint cans,” making it “a must have option for retailers” in the current economic climate.
Kopparberg, a partner of Budweiser Brewing Group, has recently launched its latest product, Crisp Apple, expanding its listing with the four per cent ABV beverage that taps into the evolving tastes of cider drinkers.
Kopparberg Crisp Apple offers drinkers the much-loved taste of a classic apple cider, balanced with a slightly sweeter profile that the brand is famous for.
Whilst apple cider is seeing a resurgence, particularly amongst younger drinkers, Kopparberg, the brand with more 18-34 year old drinkers than any other beer or cider brand [Savanta] is perfectly placed to bring its cider expertise to the evolving category, said Brian Perkins, president, Budweiser Brewing Group UK&I, who said the product will “not only attract existing fans, but also build new brand fans.”
Kopparberg Crisp Apple will be available in the off trade from March 2025.
Meanwhile, Thatchers Zero has made its TV debut in January, making it the first low/no alcohol cider to have its own national TV campaign!
The product has had a record year, more than doubling sales in 2024, and extended its top spot as the nation’s bestselling low/no apple cider in the on and off trade.
Merchandising and ranging
Wilson advises that “500ml glass bottles remain the number one pack format, followed by 4x400ml and 10x400ml can formats.” For retailers with limited space, he recommends focusing on “the 4x440ml and 10x440ml packs” or considering Old Mout Fruit Cider's 330ml can format, which “requires less fridge and shelf space.”
Marshall notes that “a third of UK shoppers only ever buy cider in cans,” making canned cider “a must stock product” for convenience retailers. She also points out that “the average customer spends £8.04 per visit at their local store,” suggesting retailers should “stock products in line with this budget, such as single cans” and potentially “run a multi-buy promotion across their single cans range.”
For range building, Wilson suggests starting “with apple and flavoured ciders – those from well-known brands that consumers know and trust.” For retailers with more space, he recommends venturing “into the premium segment, and consider offering a range of premium ciders, like Old Mout Fruit Cider, which will facilitate trade up and a bigger basket spend overall.”
Old Mout Fruit Cider's 330ml can format requires less fridge and shelf space
Hinksman acknowledges that “one key challenge for independents is limited fixture space compared to supermarkets.” To maximise sales, he advises “optimising fridge facings, as cold, single bottles are a summer staple” and “utilising ambient shelves and stack displays for larger packs.”
Marshall recommends “linking merchandising into a specific season or calendar event, especially as we approach spring and summer” to create “an eye-catching display” that helps “entice new customers and encourage them to spend.”
Hinksman emphasises the importance of “capitalising on this seasonal moment,” noting that “convenience remains a top priority for shoppers” and suggesting that retailers should focus on “increasing the availability of popular ciders” during the summer months.
Opportunities for growth
As we move through 2025, there are clear opportunities for convenience retailers to unlock the full potential of the cider category. By focusing on premium crafted ciders, meeting seasonal demand with chilled and convenient formats, and offering options across different price points, retailers can capture the growing consumer interest in this thriving market.
With significant untapped potential in the crafted cider segment and emerging opportunities in sub-categories like pear cider, the message from suppliers is clear: retailers who curate their cider range to match local preferences and meet the evolving demands of consumers will reap the rewards in this dynamic and profitable category.
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.
Leading Prague beer Staropramen has launched a new 10x440ml can ‘Fridge Pack’ in response to rising demand for multi-pack can formats in the world beer category.
The packs will launch in stores nationwide from Monday, 17 March, with the most recent data showing that 30 per cent of shoppers who purchase multi-packs in the world lager category exclusively buy can formats.
The new cans are encased in a new recyclable cardboard sleeve and include an easy-to-carry handle and quick tear-open fold.
The launch will be supported by a new marketing campaign including in-store POS, digital assets and a paid social media programme.
Each 440ml can and outer sleeve will include a scannable QR code, giving consumers access to exclusive Staropramen content as well as the brands website where they can learn more about Staropramen’s heritage and brewing process.
“Shoppers want a pack format that works for them. Adding a mid-size pack to our range enables retailers to provide more choice, making sure their world lager offering has the formats to suit all shopping habits,” Bethan Roberts, assistant brand manager at Staropramen, said.
“Every pack comes with a scannable QR code to give customers access to exclusive Staropramen content and promotions, as well as an insight into the brands heritage and brewing processes.”