Retail clubs, set up by wholesalers who often also run their own symbol or fascia groups, have been around for quite a long time. Sugro was one of the first with its Sweet Break club, begun as long as 30 years ago (it now has over 2000 members); Parfetts launched Go Local in 2012.
Retail clubs were always a good idea for many reasons, not least because they benefited both the supplier and the retailer.
To begin with, they obviously helped the wholesaler move more product, and generated extra regular orders in addition to those from their symbol group members.
Importantly, clubs trained the shy shopkeeper in dealing with the wholesaler on a subcontractual level, readying them for the big leap to symbol status, and many symbols and fascia groups contain former club members who came in from the cold, so to speak.
Retail clubs also helped independents to weather commercial storms. Tesco Metro opened its first site in 1992 and Tesco Express started a couple of years later, while Sainsbury Local opened its original branch – in Hammersmith – in 1998, and these were a direct threat to standalone stores because of their massive local footprint and their relatively low prices. When the multiples began their neighbourhood invasion, retail clubs were able to give independents a little bit of ammunition to fight back with.
Store owners who preferred to use cash and carries as they wished rather than sign up to a symbol contract found that Retail Clubs carried fewer conditions that formal agreements (although they didn’t get some of the benefits, like financial help with shop refits and so on), but still gave them great and regular promotions, POS materials, margin and EPoS, among many other perks, while belonging to a looser confederation.
Retail clubs forever?
Over time the benefits of retail clubs have become more sophisticated than just cut-price outers and shop posters. They now offer support, advice and even fascias – still without having to sign up to symbol status, and no joining fees or monthly fees. Indies can have access to promo skus with no, or minimum, compulsory spend, and – again – the promotions, which are regular and sophisticated to tie in with calendar events and other consumer spending highlights, can make a big difference to a retailer’s bottom line, not least by increasing impulse footfall and then getting customers to buy more once they are in-store, adding to average basket spend.
Nothing goes in a straight line, and the onward march of symbol and fascia is still slowed down by store owners whose outlook is resolutely independent. Some folks just do not want to belong to any club that would have them as a member (perhaps this is an essential or characteristic part of the independent mentality!) and maybe for this reason retail clubs are thriving as an adjunct to symbols and fascias. If you can resign from the club at any time (like Netflix) then it still feels like freedom rather than marriage.
Among the many now available, Unitas runs an umbrella retail club that is available for adoption by its wholesaler members for their customers, and their “Everyday Value” literature and promotional materials are widely used, offers category guides and the facility for store owners to print their own POS using club templates. It also features a profit-on-return calculator.
“We know it’s a tough environment out there and you’re under pressure to deliver cheap deals to rival the supermarkets and the discounters,” says the buying group. “This is why the Unitas Wholesale Retail Club provides retailers with a great range of bestselling products at competitive prices to keep your customers coming back for more.
“Our promotions run every three weeks and are packed full of leading grocery, impulse, licensed and non-food brands, all offering great margins. We’ll provide you with attention-grabbing point of sale materials, including window posters and personalised leaflets for your customers, designed to drive footfall and grow your sales.”
Local retail clubs such as those run by Dee Bee Wholesale (Hull and Grimsby), Khanjra (Blackburn) and United Wholesale Grocers Limited’s (whose Shop Local retail club is available to stores of any turnover or size, and offering a free fascia) are examples of Unitas members partaking of the parent organisation facilities.
Parfetts runs its Go Local retail club and says that with two formats to choose from, it provides a promotional solution for every format of independent convenience store. It also promises promotions of hard hitting, key lines to drive footfall and sales to your store: “Go Local Plus promotions are ideal for retailers who wish to compete in today’s demanding convenience market, but are restricted by store size,” says Parfetts.
“Go Local is an entry-level retail promotion, highlighting core range, everyday products at competitive prices. Go Local is available to all convenience retailers, providing promotional prices to entice customers and drive footfall. With over 900 Stores, across the North and Midlands, Go Local delivers great prices to the consumer, whilst giving local Independent Retailers the opportunity to compete (and often beat) supermarket prices!”
Each promotion is at least four weeks long and is extended at key times of the year and Parfetts reports that sales have grown every year since the club began in 2001, and now exceed £20 million per year.
Go Local is supported by a dedicated team of Retail Development Advisors, who can advise on all aspects of convenience retailing, from merchandising and category management to licencing and planning.
Booker has a stable of symbol groups in Londis, Premier, Budgens and Family Shopper. But it also has a retail club, Shop Locally (motto: “Great value, local service”), which promises not just deals that change every four weeks but also Every Day Low Prices (EDLPs) locked down for three promotion periods, as well as a range of materials such as shelf-edge and stack cards, promo-pricing at POS and window posters.
So if you don’t feel like committing to a long-term symbol(ic) relationship, and haven’t given them a try yet, retail clubs might just give you an extra edge that could turn into greater profits without any upfront costs.
Sugro Retail Club
Sugro Retail Club is a scheme that allows the independent retailer to compete effectively in a highly challenging marketplace with deep-cut promotional pricing on the biggest and best brands in the industry! They already have over 2,000 retailers, enjoying real benefits by participating!
No fees or marketing costs
Point of Sale kits
No contract term the retailer can pull out at anytime
Merchandising
Retailers will partake of 17 promotions per year and will receive a brochure containing promotions on the biggest brands at the very best promotional prices. This brochure can also be used by Retailers to place Retail Club orders.
Each promotion the retailer receives the following POS kit:
A4 Window Poster for each featured product
Shelf Talker for each featured product.
All delivered to their door by their Sugro Wholesaler
The Bestway way
Bestway’s retail club, Xtra Local, launched back in 2005, offers customers member deals running over a monthly promotional period and promotions across key branded products covering licensed and general grocery, soft drinks and confectionery. Promotional activity is backed by many key suppliers including Mondelez, Nestlé, Walkers, Heinz, Carlsberg, Molson Coors, Heineken plus many top suppliers within the industry. It offers posters, flyers and shelf-talkers among many other aids and materials
Asian Trader talked to Kenton Burchell, Trading Director at Bestway Wholesale, to find out how it operates independent of and alongside its best-one symbol group offering
Please describe your offer and how your retail club operates
Retailers are required to commit to the following:
Minimum £1,000 spend on non-tobacco products, wholesale
POS available and can be used to advertise the strong ‘Wow’ and ‘Must Feature’ lines
Promotions each month - these are fantastic shopper offers
Place a pre-sell for every promotion which will include stock of ‘Wow Deal’ and ‘Must Feature’ products
What are the essential elements of a good retail club?
The ability for independents that prefer to shop at a cash and carry the opportunity to run effective promotions, and not be tied into a fascia, allowing them to retain their independence. Retail clubs run by wholesalers offer the best of both worlds for independents offering a wider range of support, advice, and even fascias.
Kenton Burchell
As part of a retail club, independents can reap the benefits of a symbol without the associated costs, allowing them to offer their shoppers strong promotions while benefiting from everything from exclusive discounts to point of sale material.
For many independents, the relatively low cost of joining a retail club compared with becoming a symbol is a big attraction. Many retailers are wary of being tied into symbol agreements, having to comply with minimum orders for their store and finding hidden joining or costly monthly fees.
In summary: promotions, rewards and rebates, free POS and communications tools, help and advice and digital tools are all big attractions for retail clubs.
What are the advantages of your club over competing schemes, or its unique characteristics?
Access to both 4 weekly promotions and cash and carry deals
Business support advisors/and help
No joining fees
Low minimum order value
Personalise consumer leaflets/free POS kits
What support and POS do you provide?
Personalised customer leaflets for promotional offers – 4 weekly
Store POS kits
B2B website
Retailer sales support and retailer support through depot teams
How do you structure and decide your offers and promotions?
Promotions follow the same structure as we offer Symbol group customers, based on a calendar of themes specially designed to drive footfall and optimise sales all year round.
How often do they run or with what frequency?
Every 4 weeks – all year
Do you provide special promotions (calendar-related, etc.)?
At Bestway we have special promotions for Mother’s Day, Summer Sports including Football, Tennis etc., Halloween, Bonfire Night, and Christmas etc.
A shop accused of selling vodka, vapes and tobacco to children has had its licence revoked by Buckinghamshire Council.
At least 65 complaints have been made about the Stoke Convenience Store at 59 Stoke Road, Aylesbury since 2022.
Most of these relate to underage sales, according to Trading Standards, which successfully obtained a closure order against the shop last month through High Wycombe Magistrates Court.
A review of the licence was then carried out by councillors on the council’s sub-licensing committee on 9 January.
During the meeting, shopkeeper Sivagnanam Pakeerathan ‘pleaded’ with members to let the business keep its licence, which was held by Mr Suthakaran Krishnapillai, the shop’s owner.
Speaking through a translator, he denied the shop had frequently made underage sales, but said it had ‘made mistakes’ and that his wife had sold a vape to an underage person on one occasion.
However, Cllr Phil Gomm told the meeting the shop had ignored warnings.
He said: “You asked us to treat you kindly, maybe not to revoke the licence. But you are asking us to trust you to not do what you have been doing.”
The meeting was presented with dozens of pages of complaints and witness statements about the shop serving minors and selling counterfeit goods, which were compiled by the council, Trading Standards and Thames Valley Police.
They include a police complaint that a bottle of vodka was sold to two boys in October 2024, as well as a mum’s harrowing account of seeing her daughter being stretchered into an ambulance in June last year after allegedly drinking vodka from the shop and collapsing outside McDonald’s.
Mr Pakeerathan ‘took over the shop’ in 2021 and said he was ‘deceived big time’ by the person who sold the store as he realised its daily takings were only around £300 – lower than he expected.
He told the meeting customers would request certain brands of illegal vapes and cigarettes.
Despite popular demand for the illicit goods, he claimed the Stoke Convenience Store ‘did not sell these items for the next year’.
However, he said this resulted in customers ‘deserting’ the business, resulting in ‘many problems’ and the Stoke Convenience Store being ‘unable to pay its bills’.
Mr Pakeerathan said the shop’s takings had since increased, but that the business had spent £100,000 on buying the shop and around £30,000 on refurbishing the premises.
He told meeting they therefore felt ‘trapped in the wrong place’.
Trust in UK-produced food has reached its highest level since 2021 following three years of falling confidence in standards.
Most (75 per cent) adults now say they trust food produced in the UK. This is a rise from 71 per cent in 2023, although still below the level of trust felt by shoppers in 2021 (81 per cent).
The figure rises to 91 per cent when consumers are asked whether they trust food "exclusively produced" within the UK.
Significantly, more people now say they trust UK food more than NHS care, water from the tap, or any other core service or utility.
A clear majority (85 per cent) of respondents to the survey say they trust the country's farmers, compared to just 9 per cent of whom express distrust.
Animal welfare remains the most important aspect of food production for consumers, and 72 per cent of adults say farmers follow good animal welfare standards.
And a majority of respondents (72 per cent) say that assurance labels were a reason to trust food, while 77 per cent say that labels showing where food comes from helps build trust.
The findings, which draw on research from over 3,000 UK consumers, form part of Red Tractor’s annual Trust in Food Index. First produced in 2021, it is designed to provide the most comprehensive assessment of consumer attitudes to food in the UK.
Jim Moseley, CEO of Red Tractor, said the past four years had been 'brutal' for the food and farming industry. Farmers have particularly faced a series of challenges, such as severe weather events, poor harvests, and the prospect of rising taxes on the horizon.
"Not since the foot-and-mouth crisis over 20 years ago has the food industry had so much to contend with," he said.
But this year’s findings will likely give a boost following years of rising costs and higher prices for consumers.
Meanwhile, the importance of the Red Tractor logo when choosing food has risen to its highest level in the four years since the Trust in Food Index began.
Moseley concluded, "It should be a source of huge pride to everyone involved in food production in the UK that food is now more trusted than water or any other basic service we rely on every day
"Despite the extremely challenging environment, farmers’ efforts to work to some of the highest standards in the world has played a significant role in driving a resurgence of consumer trust in UK food."
Carlsberg Britvic is celebrating its official launch today (17) following the completion of the deal for Carlsberg Group to acquire Britvic plc.
In a landmark moment in the history of Carlsberg Group and the British drinks industry, today (17) marks the official launch of Carlsberg Britvic – the new company uniting Carlsberg Marston’s Brewing Company (CMBC) and Britvic’s UK business.
Carlsberg Britvic’s strong national footprint brings together CMBC’s breweries and leading in-house secondary logistics operation – with 15 depots servicing customers across the UK – with the dynamic packaging and production capabilities of Britvic.
The business is now the largest multi-beverage supplier in the UK, making the UK Carlsberg Group’s largest market by revenue in the world.
Across soft drinks, beer, and cider, Carlsberg Britvic is home to many iconic and popular brands. Its compelling soft drinks range includes well-known names such as Pepsi MAX, 7UP, Tango, Robinsons, J2O and Fruit Shoot, through to fast-growing breakthrough brands including the plant-powered Plenish range and Jimmy’s Iced Coffee.
These leading soft drinks brands will now sit alongside the Group’s flagship Carlsberg Danish Pilsner, as well as 1664, Birrificio Angelo Poretti and Brooklyn Brewery beers, as well as leading British ales such as Hobgoblin, Pedigree and Wainwright.
Paul Davies, formerly CEO of Carlsberg Marston Brewing Company, will take up the position as CEO of the newly formed Carlsberg Britvic in the United Kingdom, effective 17 January 2025.
Davies said, “This is a historic moment for everyone across our unique combined multi beverage business, I am immensely proud to have the opportunity to lead this new company, featuring so many iconic brands and so many dedicated and talented people.
"As we look to the future together, Carlsberg Britvic will demonstrate the important values that underpin our dedication to our customers, our consumers, our people and our planet.
“Carlsberg Britvic combines the fantastic qualities of both businesses and our shared ambition to grow the UK beverage category through our unique proposition across soft drinks, beer and cider.
"We are all eager to build a successful future together as we create new opportunities, integrate our operations and continue to deliver excellent choice, product quality and service to our customers.
“On behalf of everyone at Carlsberg Britvic, I would like to thank all those whose effort, commitment and passion have made today possible.”
Davies began his Carlsberg career in Marketing with Carlsberg UK in 2007 and has subsequently held the positions of VP Marketing and VP Sales for Carlsberg Sweden, and VP Craft & Speciality for Carlsberg Group in Copenhagen.
In January 2019 he was appointed Managing Director of Carlsberg Poland, where he was also Chairman of the Polish Brewers Association.
Davies is supported in his role by the new Carlsberg Britvic Executive team.
The new company will combine the strong shared values of CMBC and Britvic, maintaining ambitious targets in areas such as sustainability and equity, diversity and inclusion, while also delivering the highest standards of customer service and quality.
Accompanying the official launch, Carlsberg Britvic will be revealing its new corporate identity next week, which will be rolled out across the business as part of the integration of its operations in the UK.
Boparan Holdings Limited (BHL), the parent company of 2 Sisters Food Group, has announced the appointment of Paul Friston as its new group chief financial officer (CFO).
Friston will join the 2 Sisters Food Group business in early February and become a member of the BHL board.
He has a 28-year track record in financial and corporate leadership roles at Marks and Spencer, taking on senior finance, strategy, commercial & transformation roles, as well as holding the post of managing director of M&S' International business for six years.
Friston takes over from Nigel Williams who has decided to return to return to Australia for family reasons.
“I am delighted to welcome Paul to 2 Sisters,” Ranjit Singh, president of BHL, said.
“He joins at an extremely important time for the business and I look forward to working closely with him as we execute our ambitious sustainability and investment plans in the coming years which will shape our business for the next generation."
Friston added: “2 Sisters is a dynamic business, I know it well and very much respect it as a food manufacturing leader in the UK, so I am extremely happy to be joining the team.
“There are clearly many challenges for the food sector in such a competitive and cost-conscious environment, but the potential of a business as ambitious and significant as 2 Sisters is a truly exciting prospect. I look forward to playing my part in taking the company forward.”
A resident of Oxfordshire has started a campaign to raise funds to install metal shutters for Spar Minster Lovell store the front doors of which were completely devastated during a ram raid recently.
Calling the shop as "cornerstone" of her community in Oxfordshire, resident Karen Turner-Dutton is calling on people to offer donation to restore Spar Minster Lovell, owned and run by the family of retailer Ian Lewis, after its front was damaged badly during the shocking ram-raid.
"This store isn’t just a business; it’s the heart of Minster Lovell, a place that connects and sustains our village. We can’t afford to lose it," Karen states on the fund appeal's Go Fund Me page.
"Every donation, big or small, will help secure the shop and bring peace of mind to Lyn and Dave. Let’s come together to protect this vital part of our community and show the Lewis family how much they mean to us."
The funds are being raised for metal shutters to prevent future break-ins, a Smoke Cloak system to deter and neutralize intruders and for an upgraded alarms for faster response times and better protection.
During early hours of Dec 27, five individuals smashed through the front doors of Spar Minster Lovell near Witney in Oxfordshire and used a vehicle to pull an ATM machine through the premises, causing extensive damage to the shop’s infrastructure and stock.
They made off with the cash machine, which had about £2,500 inside. Around £1,000 in stock was lost; the fridges were also damaged due to the impact.
Lewis told Asian Trader at the time, "The cash machine was at the back of the store. It was pulled and dragged right through the chiller and ambient area, causing extensive damage to the store, chiller doors and, stock.
“The automatic doors of the store were replaced recently on Dec 17, after the last break in that happened in September. We haven't even paid that bill fully and the doors are now completely damaged. This is over and above all the damage that the store sustained.
"Since the machine was at the back, almost the whole store has been shattered since it was pulled and dragged through, breaking everything that came on the way."
The ram-raid incident came as a shock to the community as well. Many locals and regular shoppers reportedly helped Lewis and his family to clear the shop floor which was filled with broken glasses and spilled stock.
As the shop reopened, they had to board up the doors which makes it look like it is closed. This has meant passing trade has significantly decreased, leaving Lewis about £30,000 down.
Still disturbed by the incident, Lewis thanked Karen for launching the fund-raising campaign.
"Your kindness and effort mean the world to us, and we’re incredibly grateful to have such supportive members in our community. Every bit of support makes a difference, and together, we can ensure the store remains a safe and welcoming place for everyone," Lewis wrote on social media.
He also thanked AF Blakemore & Son Ltd for their "ongoing support during this tricky period".
Lewis wrote, "The banners and posters they designed and printed in record time will hopefully help make customers aware that we are open."
The recent ram-raid has been devastating for Lewis' family, particularly his elderly parents who were sleeping upstairs during both incidents.
The business has been in Lewis’s family for generations, set up by his grandmother in 1937.
The store was targeted for the second time in three months. Earlier in September 2024, a group of four masked men were caught on store's camera trying to break in the store before they cut the CCTV connection.