A convenience store in Gosport has been witnessing an influx of customers who are coming from far-off places, lining up for a particular product range.
Another Premier store owner is seeing a rise in repeat buyers who until a small time ago, used to bypass his shop and go to supermarkets for vegan needs.
Elsewhere in Scotland, residents of Stenhousemuir, a small town in Falkirk, now know, without stepping out of their homes, what’s new and what’s on discount in their friendly neighbourhood grocery store and thus plan their store visit accordingly.
All of the above are live examples of how a smart use of social media can help in increasing sales and creating a brand image- all the more why it is time every retailer and store owner wake-up to its power and learn how to tame it.
Apart from creating awareness, social media can be very effectively put to use in many different contexts but with one common goal and that is driving in-store footfall and sales.
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With average Britons spending approximately four hours and 57 minutes in a week scrolling Facebook, Instagram and Twitter, any store which is not catching the attention of their shoppers and potential customers in these spheres is clearly missing a prime opportunity to create an impression on their minds.
It’s all about creating awareness, interest and somewhat a sense of familiarity so that the shoppers know what’s in store for them. Apart from creating more footfalls, social media is a great platform to exchange ideas and know customer insight.
Imtiyaz Mamode of Premier Gosport, a store that stocks an exclusive American line of snack, confectioneries and breakfast cereals (something which is hardly available anywhere in the UK), agrees to the power of social media as he admitted that he owes a lot for the popularity of his store to a handful of viral TikTok videos.
Imtiyaz Mamode
As videos showing the product range of his store got shared online and went viral, customers started turning up on doors of the shop. Customers also started asking for newer products and ranges about which Mamode started making a note, thereby triggering this perfect cycle of demand and supply.
“As per my experience, social media plays a very vital role in the business. It helps businesses to interact with customers and fulfil their needs,” Mamode told Asian Trader.
“As we always took a request from the customer and tried fulfilling the request it built up trust and confidence with us. And thus, we grew the business day by day,” he said.
The store’s sales are not only flourishing, it now also has a unique brand identity.
The success of Day Today in Stenhousemuir, Falkirk is another great example how a simple Facebook page, when managed diligently and consistently, can give some unexpected results.
The small town of Stenhousemuir, which lies within the Falkirk council area of Scotland, has an estimated population of just below 10,000, but the number of followers of the store’s Facebook page currently stands at over 35,900, partly owing to community work done by the store-owner during Covid-19 lockdown.
Asiyah and Jawad Javed
The page constantly posts updates like what’s just arrived, what’s new and availability of products which were earlier out of stock.
Store owner, Asiyah Javed, admits that a loyal Facebook following has indeed played a big part in the success of the store, as well as in community engagement work that she took up during the lockdown.
Not only in spreading the word, increasing footfalls and driving sales, social media pages can also be used by retailers to convey a particular message.
Like when Mos Patel, owner of Premier store in Oldham and Family Shopper in Ashton-Under-Lyne, saw that the vegan shoppers were “bypassing” his stores due to the perception that “convenience stores usually don’t stock vegan range”, he decided to put his stores’ Facebook following to some good use.
Owing to the combined reach of more than 35, 000 followers of his two stores, Patel was able to get across this message to the target audience in the required area that his stores are fully and adequately stocked in vegan ranges. He eventually gained a slew of loyal and repeat customers for vegan and plant-based ranges. The customers are growing constantly and so is his vegan range.
Mos Patel
“Normally, people assume convenience stores don’t stock vegan range and they don’t ask about it either. We are trying and have somehow changed that perception among shoppers here and now they come to our stores knowing they will get what they want,” Patel told Asian Trader.
While most retailers and convenience store owners have hopped on the social media bandwagon, how to tap its maximum potential is still a trick which many have to learn and apply.
Key here is consistency. The pages of the store’s Facebook (better suited for middle-aged shoppers), Instagram (better to target millennials shoppers) and LinkedIn (proven effective to connect with suppliers) should have a consistently constant flow of updates- both pictures and videos.
Even if one cannot afford to hire a social media expert, a little time and attention everyday can still go a long way in promoting the online presence.
Share recipes for meals that one can make using ingredients purchased at the grocery store. ASDA’s Instagram posts showing stunning pictures of recipes is a great example of engaging customers.
Post a behind-the-scenes fun video of store employees stacking or arranging the stock when it comes. Basically, pull back the curtain and let the followers see how the store operates.
Create a poll asking followers what category of grocery should be discounted next or what new line of product they would like to see in the store.
Ask loyal shoppers to share in-store pictures of themselves while tagging the store. One can promote this by offering small discounts or freebies for those who tag the store in a post. Also known as user-generated content (UGC), further sharing such UGCs serves as a ‘social proof’ and a testament of a store’s popularity.
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Use social media pages to shout out about the good causes such as food donations and sustainability or about collaborations with charities.
Avoid overselling. About 80 percent of the content should be to interest and amuse the audience while only 20 per cent should be more promotional – latest offers or deals on certain goods.
Responding to comments is also important as being responsive is one of the best ways to boost brand awareness, encourage loyalty and engagement.
Retailers can also use social platforms as a means of customer service. Chances are high that some people will comment on the posts to complain, report an issue or ask questions. These questions and concerns are a great opportunity to engage with them and also a way to show that the store takes these matters seriously.
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Analysing the competitors’ content is a quick and an easy way to find out which kind of posts resonate the most with the audience.
Be consistent. Establish a posting pattern and stick to it. Albeit on special occasions (Mother’s Day, Valentine’s Day, Easter, and more), a time when you can use hashtags and remind them that the store has everything they need to mark the day.
Social media is the new word of mouth. Retailers like Mamode, Patel and Javed have proven that it does have a decisive impact on consumer brand choice and purchase decisions.
With traditional media losing its sheen increasingly, it is high time independent convenience store owners start taking social media seriously and diligently.
Scottish business conglomerate Glenshire Group has hired Daniel Arrandale as its new Property Director.
Starting in the newly created role last week, Arrandale brings a wealth of industry experience to the business, including his most recent position as Acquisitions Manager for Asda and his previous position as Development Manager at EG Group.
“I am thrilled to be joining Glenshire Group in a period of tremendous growth, with many exciting opportunities on the horizon,” said Arrandale. “I’m looking forward to working with the existing development team to maximise the opportunities within our current estate, whilst also growing the business further with the acquisition of new sites.”
As part of Arrandale’s remit, he will oversee acquisitions, development, and growth for Greens Retail, Pizza Hut, and wider Glenshire Group property development and investment interests.
The bulk of Arrandale’s career has been as Retail Director at commercial agents Christie & Co, focussing on the convenience, forecourt and franchise markets. Arrandale served at Christie & Co. for 23 years.
Harris Aslam, Managing Director at Glenshire Group added: “We are very excited to welcome Dan into the Glenshire family. Having worked with Dan many times over the years on several transactions, I can confidently say his breadth of knowledge and experience in this sector will give us a huge advantage as we continue to expand our portfolio.”
Currently operating 27 convenience stores and 20 Pizza Hut franchises in Scotland, Glenshire Group has committed to significantly furthering new location openings in Scotland as well as bolstering their property portfolio.
Brewer Carlsberg is shifting some of its marketing focus to cheaper brands, it said on Thursday (31), as consumers in major markets bought cheaper beer and in reduced quantities.
The maker of Kronenbourg 1664, Tuborg and Somersby said beer sales volumes fell by 1.3 per cent in the third quarter, noting declines in China, France and the United Kingdom. Premium sales fell 0.5 per cent in the quarter."In Western Europe, there's no doubt that the average consumer is holding back," CEO Jacob Aarup-Andersen told Reuters.
"In Asia, China stands out as a market where the consumer is very weak. Most other Asian markets are actually okay," he said, adding the company had not yet seen Chinese stimulus measures having any impact on consumer behaviour.For years, brewers have relied on a strategy of developing and promoting their more expensive premium brands to offset an overall decline in drinking.
Aarup-Andersen said he remained confident in the long-term growth potential of premium beer and that the category will comprise a significantly larger portion of Carlsberg's business in a decade.For now, however, the company is adjusting its marketing.
"In markets where we are seeing a significant pressure on premium, we are reallocating some of our focus into making sure that we are promoting properly around the right mainstream brands," he said.
The world's third-largest brewer behind Anheuser-Busch Inbev and Heineken said third-quarter sales rose 1 per cent to 20.5 billion Danish crowns ($2.98 billion), compared with 20.7 billion expected on average by analysts in a poll gathered by the company.
Despite the shift in consumer behaviour, Carlsberg said it still expects full-year organic operating profit growth to be between 4 per cent and 6 per cent. The company lifted its full-year guidance in August.
Also on Thursday (31), the world's largest beer maker Anheuser-Busch InBev reported third-quarter profits, revenues and volumes behind forecasts. AB InBev's third-quarter statement highlighted stronger growth for its more expensive beers, like Corona, which grew 10.2% outside of its home market, Mexico, during the period.
Consumers now want a greater commitment from retailers in cutting food waste, refilling stations, sustainable packaging, and partnering with social purpose organisations, states a recent research, which also highlights that a good majority (69 per cent) of younger consumers are more likely to shop with what they see as socially responsible retailers though price sensitivity still plays a crucial role.
According to the findings, published in Vypr’s Consumer Horizon Report, reducing food waste is the most important factor for the majority of UK consumers (29 per cent), especially for Gen Z women aged 18-24 (38 per cent). More than a third (37 per cent) of men aged 18-24 said they needed food storage advice. A similar number of women aged 18-24 (33 per cent) want meal kits with the exact amount of ingredients included for them to cut down on food waste.
Refill stations for personal care, cleaning products, dry goods, and beverages are also in high demand. Consumers, particularly Gen Z women, are keen to use these stations, provided they offer a cost-saving of 6-10 per cent compared to packaged goods. The study indicates that older shoppers are less likely to use refill stations unless prices are reduced by 15 per cent or more, which Vypr said shows the importance of price in driving consumers to adopt sustainable shopping habits.
The third priority for brands and retailers is to adopt sustainable packaging. Awareness of eco-friendly packaging is high, especially among younger generations. Two-thirds of UK consumers say they expect to pay more for sustainably packaged products, and that figure rises to 86 per cent among Gen Z and Millennials. However, Vypr’s research suggests that while shoppers express willingness to pay more, price sensitivity still plays a crucial role.
Ben Davis, founder of Vypr, said: “There’s often a disconnect between consumer intentions and actions. Brands need to understand that simply offering sustainable options may not be enough if price points don’t match consumer expectations.
“For Gen Z and Millennials, sustainable products need to be competitively priced or risk losing long-term loyalty. We tested this by presenting products with and without the label ‘100 per cent Recycled Packaging’ and found price remained the key purchase decision-making factor for most consumers.”
Another factor in building loyalty among younger consumers is to showcase social responsibility. The research reveals that 60% of shoppers are more likely to shop at retailers that partner with food rescue organisations or promote a charitable cause. Among Gen Z and Millennials, this figure jumps to 69%, showing a strong preference for brands that demonstrate a social purpose.
The report also reveals that 85% of shoppers are willing to pay a deposit for reusable products, though it is younger consumers, particularly those aged 18-24 who express the strongest support for such initiatives.
The Consumer Horizon report which provides insights shaping retail, product innovation, and consumer behaviour going into 2025, can be seen here.
Sugro UK, the number one buying and marketing buying group*, in partnership with b2b.store, is thrilled to announce a further expansion of its existing E-Loyalty scheme programme, which has proven to be very popular with its members and retailers, by introducing E-Loyalty Extra Compliance and Execution scheme as well as E-Coupons.
The E-Loyalty Extra is aimed to boost compliance and execution at retail store level to drive new product launches, core range compliance, some exciting fixture trials with its supply partners and more! It will be available to all member owned and member affiliated retail stores within the group.
The E-Loyalty Extra loyalty scheme will be accessible by retailers via WhatsApp platform and will allow retailers to capture evidence of compliance by simply clicking “take photo” button.
With the addition of another digital enhancement introduced to the group recently – Coupon - based loyalty mechanic, members are now empowered to incentivise and reward customers, driving stronger consumer connections and fostering brand loyalty at a granular level. Retailers can now simply redeem a coupon at the point of check out. Another key digital development within the group is WhatsApp E-Presell which enables Sugro UK’s retail partners to provide advance product volume commitments for new product launches. This functionality is particularly powerful as it ensures that suppliers have accurate forecasts before product launches, enabling better stock availability from day one of product being available on the market.
The ease and speed of using WhatsApp for these commitments simplifies the presell process, ensures accuracy and strengthens relationships across the supply chain.
While other industry players may soon consider introducing similar digital tools, Sugro UK are proud to be at the forefront of enhancing retail-focused digital solutions. This early adoption not only ensures that Sugro UK members remain competitive but also guarantees them access to the best digital tools available in the market. These efforts are part of Sugro UK's ongoing commitment to delivering value to its members and empowering them with innovative solutions for growth and success in an increasingly digital retail environment.
Sugro Head of Commercial and Marketing, Yulia Petitt said: “I am delighted that Sugro UK members are now able to provide photographic evidence of retail compliance and in-store execution to our supplier partners, using a wide range of display and compliance criteria such as planograms, secondary displays, trials, and new product developments (NPDs).These digital features allow members to share real-time proof of execution, enhancing accountability and building supplier confidence. The launch of E-Presell functionality opens a huge digital advantage for the group which will benefit all – members, retailers and suppliers in gaining accurate forecast and ensuring product visibility in store from day one of product being on the market and with the ease of using WhatsApp, the entire pre-sell process becomes a much quicker and easier process to manage for all parties.
"The Group has had 18 consecutive years of growth and, once again, on track to deliver in 2024, with the year-to-date performance of +15% year on year and growth across all categories.” Rob Mannion, CEO of b2b.store, added: “The rate of innovation in the wholesale sector is increasing and these launches are further great examples of that. We’re particularly excited about the developments and different uses of WhatsApp in the industry, with more coming in the pipeline for 2025 – it’s a tool no wholesaler or buying group can afford to ignore because of the level of influence it’s having in the sector and there’s no sign of that direction of travel changing any time soon.”
Sugro UK is proudly owned by its 90 plus independent wholesale members, with a combined turnover of over £2.5 billion.
Expanding its footprint in the World Foods category, Paulig has acquired Panesar Foods, a prominent UK-based producer of sauces and condiments.
Founded in 1992 and headquartered in Tipton, Panesar Foods is a family-owned business with three production facilities, employing 308 staff and achieving a turnover of £59 million in the 2023 fiscal year.
This collaboration is expected to accelerate product launches and drive growth in diverse offerings, including sauces, salsas, marinades, dips, and condiments.
"We have collaborated with Panesar Foods for 17 years, and we are very pleased to welcome the company to Paulig," said Rolf Ladau, CEO of Paulig. "Today, our combined taste expertise and innovation skills unite around a shared ambition: to accelerate our international growth and expand our World Foods offerings."
Bill Panesar, CEO of Panesar Foods, expressed confidence in the partnership, stating, “As Panesar Foods becomes part of Paulig, I am confident that our ambitions for international growth will be realised, and the business will continue to thrive. We share a strong commitment to innovation and delivering high-quality, flavourful products, and I look forward to bringing even more delicious products to the market, together."
Jas Panesar, MD of Panesar Foods, echoed, “This partnership will allow us to reach new markets and deliver our authentic World Food flavors to a broader audience. We look forward to combining our passion for quality food with Paulig’s commitment to sustainability and innovation.”
All 308 Panesar employees will transition to Paulig’s team. Financial details of the transaction remain undisclosed.