Girish Jeeva (R), of Premier Barmulloch, Glasgow, and his fiancée Tharsika, with the Asian Trader Vape Convenience Retailer of the Year award Supported by BAT at the Asian Trader Awards 2022 held at the Park Plaza Westminster Bridge Hotel in London (Photo: Edward Lloyd/Alpha Press)
Vape has changed a lot for the convenience channel in a positive way, and Girish Jeeva, who runs the Premier Barmulloch store in Glasgow, is a trailblazing young retailer who has immersed himself in the world of vape.
After an extensive refurbishment, his store now showcases its vape offering in a beautifully merchandised three-metre display. His vape fixture was especially commended for its hygienic presentation and its flawless merchandising, winning him the Vape Convenience Retailer of the Year 2022 honour at the 34th Asian Trader Awards.
Girish is still just 29 years old, but he says that “the young bring strength, passion and drive”. He caught the retail bug at the age of 18, starting at his uncle’s forecourt. And, after working for around five years with his uncle, the entrepreneurial instinct surfaced, the urge to “start something on my own”.
He would not take the plunge immediately; instead, he went and worked for other businesses, car companies and all, to expand his knowledge. “And then at 25, I felt like it's time for me to start my own business. So I bought my first store, which is a small shop in London Road in Glasgow,” he says.
Premier Barmulloch, Glasgow
It was a run-down site, and had been closed for two years before he took over. “After taking a toll for the first year, we turned it around, and I was doing good sales, and I built my business from there.”
After three years, he expanded, buying the Barmulloch store in November 2021, which was, again, a run-down site! However, Girish sensed a lot of potential there. “At that point, I decided that I want to do a full refit, and bring in new lines, things that the shop never had before,” he explains. They managed to double the weekly sales after the refit, and one year on, the sales have further increased, settling at £55,000 to £60,000 a week.
His dad, Mohan, takes care of his first shop, as full focus is now at the Barmulloch store. “We still got potential awards to win this year,” he laughs. And, he is ably supported by his fiancée, Tharsika. “She has been part of it since the start,” he says” “She handles all the paperwork and accounts and stuff like that.”
Award sales boost
As he went on with the refit, vape was, and still is, a hot category, and he ensured the store would realise the full potential of it.
“We decided to give a three metre floor display where customers could come and have a close up, you know, feel the range,” he explains. “We have obviously been keeping the top brands, such as Elf Bars, the new Crystal Bars and Lost Marys and so on. We try to give the customer the full flavor, and always try and keep the stock level high.”
The result is that they get customers coming from really far. His promotions also help in this regard. But, he thinks winning the Vape Convenience Retailer of the Year award really clinched it for the shop.
“Before we took over the store, I think the old owner was only doing about £200 to £300 a week on the vape sales. After we changed the display, in the beginning, we were only doing about £3,000 to £4,000 sales per week. At this present time, we are now hitting – especially after winning the award – about £8,000 a week on just the vape. So, that's been a really solid increase for us,” he says.
“I personally think the award has made a difference, because obviously a lot of people recognise us for winning the award, and from last November (when the Asian Trader Awards were announced nationally) to now, our sales increased by over £4,000.”
That is a 100 per cent increase, and all the more reason to enter the Awards!
In addition to the Awards boost, Girish also benefits greatly from Asian Trader and Vape Business magazines, along with the others, to stay up to date in the ever-evolving category.
“And what we tend to do is, we always try and stock up the range that we feel like will bring customers in. So, with that massive display, we try and provide everything for all sorts of customers. And by keeping on top of it, and always talking about the trends, that helps us continue increasing the sales,” he notes.
His merchandising in-store is backed up by a comprehensive social media presence. “We have got a really active social media page where we always update prices, make customers aware of any changes and what could possibly come in and always updating product availability and so on. We do a lot of promotions and stuff like that on social media,” he adds.
‘Don’t ban display’
Vaping has attracted a lot of negative publicity of late, particularly disposables. In Scotland, the government has launched a review on single-use vapes, with a ban under consideration. The Local Government Association has called for cigarette like display restrictions and plain packaging for vapes, and health charity ASH is campaigning for a tax on disposables. Girish is understandably worried.
“To be honest, if they bring in the rules banning it or even closing the curtains on them, just like how they're doing with cigarettes, I feel like it will have a big impact, because especially, as I mentioned, what brings and what drives the sales for us, is the display that we have on the shop floor,” he explains.
“Having to sacrifice that, and closing vape like cigarettes, will obviously decrease the sales for us. It will be very difficult to handle.”
Girish says he completely disagrees with the proposals to ban disposable vapes, and even suspects it as a means to shore up the tax revenues from cigarettes.
“Don't get me wrong, there are some negative factors in terms of kids coming into vapes, because they think it's cool to just vape even though they are not smokers, I get that. But I think government is just using that reason, so they can make the money again on cigarettes,” he asserts.
Community-orientated
Girish stresses that they are community-oriented business, which he thinks is the main reason people continue to come to the store even after the pandemic, when the local stores across the country witnessed increased custom.
“We do a lot of activities with communities, and we give back a lot. Just last year, in December, we donated £400 to our local disabled children in need, who can't have a normal Christmas like everybody else,” he says.
“We want to support the community. We do events, prizes and stuff like that, and donations like this. We are part of six or seven different charity groups, which you do regular donations, and support them. So, a lot of customers see what we do. It actually drives more of them to come and support us back. We are supporting the locals, so they are supporting the local business. So obviously, that does help us a lot.”
This is especially relevant amid the cost-of-living crisis, which has been present for some time now, putting great financial stress on both consumers and businesses.
“[The crisis] has had quite a bit of impact on us,” he reveals. “Customers who find it difficult to buy the everyday essentials, because the cost is really high, they are struggling.”
And, Girish is responding by taking a margin cut. “What we have done to help them and support them is we have tried to keep the margins as low as possible,” he explains.
“Before the pandemic or before the crisis, 28 to 30 per cent margin is what we were achieving. But now I have cut that down to 25 per cent. So we have taken a hit on our margins just to support the customers. Hopefully, if it ever gets resolved, then they will see what we have done for them, and they will continue to shop with us. So yeah, try to do things like that,” he adds.
It’s a big question mark, resolving the cost-of-living crisis, but the newfound appreciation for local businesses, strengthened by the experience of the pandemic, is sure to hold him in good stead. But the immediate concern is the rising overhead costs.
“Business cost is very difficult,” he says “Electricity is the main thing, and then the staff wages are increasing. It's another impact because all the prices are going up, margins are going down, where do we find the extra money to keep up with them.”
“But then again, if we can't keep up to minimum wages, then we lose a lot of staff. Staffing is already an issue right now, let alone when the minimum wage goes up. We enjoy doing everything in the business, but things like these, in terms of business expenses and stuff is really, really unmanageable at the moment,” he admits.
Future-proofing
Girish has a thriving home-delivery offer, making use of the Snappy Shopper platform, and he says it all comes down to what sort of experience you give to customers.
“We keep the prices up to date on Snappy Shopper. We always call a customer if there is an availability issue. We always offer substitutes. My staff are trained to make sure that they give a call to every single customer to make sure that they know that they are not going to receive something or if they would like to be paid for something else. We are always doing different sort of offers to engage customers to order more from us. So the delivery side of things has helped us a lot,” he explains.
“But again, it all comes down to how well you maintain the customer service. Because any store could offer the service, but it's up to us to make sure that customers are coming back and reordering from us.”
Social media is a key part of growing the business to the next stage. “Because once you maximise the area you are in, you are going to get more customers coming in,” he notes.
He says retailers need to treat social media just the way they treat their store. “If you're in the store, how much it is important for you to have your shelves full, your fridges full, social media is just as important. If you put the time into thinking, this is part of what you should be doing, that will drive the sales a lot more,” he says.
And, finally, he emphasises that partial measures are no help if you are looking to take your store to the next level.
“The one recommendation I'll give anyone is, if you are planning to do a refit, you have to go all out, you have to do the full launch, you can't say I'm going to do just the vape category or the refresh category, you need to do a full refit for you to see a return in your investment and for a change in your sales,” he says.
“If someone feels like they don't want to go all out, I’d recommend them not to do the refit at all, because if you decide you are only going to invest £50,000 where you are supposed to invest like £100,000, you are going to see no change at all. So you either spend £100,000 or not spend anything at all.”
It’s a bold approach, but one that has served Girish well.
Employees from cash handling experts Volumatic have taken part in a special "Wear It Pink" day to raise money for cancer charity, Breast Cancer Now.
Around 40 staff members based at Volumatic’s Head Office in Coventry donned something pink – from socks, scarves and wigs to full head-to-toe outfits in pink, to raise funds for a charity very close to their hearts.
Having been affected by breast cancer both within her own family and team at work, Volumatic Customer Service Representative Mandy House organised the charity day, which took place on 18 October to help raise money for the 600,000 people currently living with breast cancer in the UK.
Not only did Mandy encourage her colleagues to wear something pink for the day and decorate the staff canteen in pink, but she also arranged a pink bake sale, held games and sweepstakes for everyone to take part in throughout the day, all themed around the charity.
Mandy also made an impassioned speech at the start of the day, encouraging everyone to check themselves regularly for signs of cancer and to seek medical help for even the slightest concern – highlighting that prompt action really can make a difference and save lives.
Thanks to the generosity of everyone throughout the day, the Volumatic team raised £656, a sum that was then doubled by the Volumatic Board, to make a fantastic final total of £1,312.
Breast Cancer Now is the UK’s largest breast cancer charity with the aim of changing the lives of anyone affected by breast cancer with both research and support. As well as funding world-class researchers to develop better treatments, preventable measures and earlier diagnoses, they also provide a helpline, health information and support services for those affected and their loved ones.
Mandy, who has worked for Volumatic for over 25 years, was thrilled with the amount of money raised and praised her colleagues for their fundraising efforts. “A huge thanks to everyone at Volumatic for taking part in ‘Wear It Pink’ day. It was so amazing to see so many in pink – especially our Sales Manager Tom, who wore pink shorts for the day! I personally laughed a lot on Friday and the spirit of Volumatic and the coming together was fantastic!”
James Harris, Managing Director at Volumatic, said: “We always choose a different charity to support every year, and when Mandy suggested raising money for Breast Cancer Now, we all wanted to get behind the ‘Wear It Pink’ day for this extremely worthy cause.
“Cancer is a terrible disease in all its forms and several members of the Volumatic team are dealing with it right now, either personally or through their immediate family. I would like to thank Mandy for leading this fundraiser to help treatment continue to get better for all concerned,” he added.
Following the initial response condemning the Budget as 'the most damaging for independent retailers in recent memory' from the British Independent Retailers Association (Bira), members have shared their stark reactions to the triple burden of doubled business rates, increased National Insurance, and higher minimum wage costs.
Multiple retailers have calculated specific impacts on their businesses, with costs ranging from £90,000 to £150,000 per year.
"This budget was horrendous for us as a company. Estimated costs to be around £110,000 - £120,000 per year," said Andrew Massey of Masseys DIY in Swadlincote, Derbyshire.
The immediate impact on employment is already evident. Peter Massey of R Massey & Son Ltd, employing 38 staff, said: "We decided last night that we will not replace the next two members of staff that leave. We are also considering what to do with our coffee shop that employs quite a few youngsters."
Kevin Arthur of Pewsey RadioVision in Wiltshire highlighted the broader staffing implications: "The minimum wage rising to £25.5k per year (40hr week) is scandalous. Having to pay this type of salary for your most basic of employees will mean less employees, resentment amongst 'more valuable' staff who believe they are 'worth' far more than a basic employee, and less ability to pay staff bonuses. I am now looking to reduce staff hours, reduce staff numbers, and Christmas bonuses will be curtailed and any other 'perks' reduced."
A store owner in the South West, whose business has traded for over a century, revealed: "Prior to the budget we were looking at taking on a new store and creating 12 new jobs. The colossal impact that Labour has imposed on our business means that not only will this new store not happen, but we will be reviewing our sites and having to make redundancies in order to survive."
William Coe, of Coes in Ipswich, highlighted the challenge facing customer-focused businesses: "We all want the same thing – Growth – however for growth businesses need to make a profit to enable them to invest. With the cost rises put upon them yesterday this gets harder and harder especially for the retail and leisure sectors where the ability to make savings through technology is limited."
John Jones, Managing Partner of Philip Morris Direct in Hereford, warned: "We've been saying for months that the issue for small business is the cumulative effect of so many extra costs. These add up to a level of costs that just aren't sustainable, and I fear there will be a blood bath of small business on the high street."
The impact threatens the very existence of some long-established businesses.
A West Midlands clothing retailer with over 100 years of trading history confirmed they are "closing the doors in the near future," adding that "the cumulative effect of the rate hike, NI increase and the Minimum Living Wage increases mean that already emptying towns will become wastelands."
For smaller independents, the situation is particularly acute. Tracey Clark of Albert's Hardware in Somerset revealed: "I work in excess of 70 hrs a week with little to no personal financial gain. I can't see myself surviving the next six months."
The disparity between high street retailers and online competition was highlighted by several members, with concerns raised about UK-based businesses bearing the cost burden while international competitors selling cheap imported clothing operate with minimal tax liability.
A Greater Manchester fashion retailer emphasised the disconnect between policy makers and small business reality: "They are completely detached from reality. They need someone advising that has lived and breathed a small business. There should at least have been a threshold where businesses below a certain turnover aren't hit by these things."
The impact extends beyond retail to related sectors.
A West Midlands builders' merchant warned of broader economic consequences. The owner said: "The Government has put the boot in to small business. We are paying for everything. Farmers are in real trouble now and the economy will suffer. They went round telling businesses rates were unfair and would sort it out, then just put them up. They lied to us all and now jobs will go and inflation will rise."
Many retailers expressed frustration at what they see as broken promises. A Birmingham-based jewellery store owner said: "High Streets are the cash cow for Governments and when most have disappeared, they will scratch their heads and wonder why."
The combined impact of these measures threatens not just individual businesses but entire local economies. With many retailers already reporting worse trading conditions - Bira's recent survey showed 46% reported worse trading in early 2024 compared to 2023 - these additional costs could prove the final straw for many independent businesses.
Andrew Goodacre, CEO of Bira said: "For some, the Budget has forced immediate operational decisions. Several retailers mentioned reviewing staffing levels, reconsidering expansion plans, and in some cases, accelerating closure plans. The impact on future generations is particularly concerning, with multiple family businesses questioning their long-term viability."
A Midlands hardware store owner summed up the common challenge: "This will make trading near impossible with wage increases and the business rates, and no one wants to pay any more for goods."
Brocks at Rockwell Green, a Premier-branded convenience store near Wellington, Somerset is on the market as owners Simon and Rachel Brock are now looking to retire - after running the store for nearly 25 years.
Selling a wide range of products and everyday essentials, the store is “well-established and popular” among both the local communities.
“It has been a pleasure running the store for the last 23 years and serving the local community. It has been a tough decision to sell but we felt now was the best time to retire,” Simon said.
Specialist business property adviser Christie & Co has been instructed to market the property, which also features a variety of storage spaces, offices and independently accessed three-bedroom accommodation.
Matthew McFarlane, business agent at Christie & Co who is managing the sale, commented: “This is a fabulous store and property, offering a large sales area, great storeroom and residential accommodation. The sales figures are very strong which represents an excellent opportunity for corporate buyers or established multi operators.”
Wrexham Lager Beer Co Ltd, the oldest lager brewery still existing in Britain that has been brewing in Wales since 1882, has announced Rob McElhenney and Ryan Reynolds as new co-owners of the company alongside the Roberts family.
The acquisition was made by Red Dragon Ventures, a joint venture formed by The R.R. McReynolds Company, majority owner of Wrexham AFC, and the Allyn family of Skaneateles, New York. Red Dragon Ventures was created to drive growth in the Wrexham community and Wrexham AFC.
This transaction represents another landmark deal for the Welsh town and will considerably scale up Wrexham Lager’s infrastructure and international production, distribution, and marketing efforts.
“As co-chairmen of Wrexham AFC we have learned a lot,” said Rob McElhenney and Ryan Reynolds. “The connection between club and community, the intricacies of the offsides rule and the occasional need for beer – especially after finance meetings. Wrexham Lager has a 140-year-old recipe and a storied history and we’re excited to help write its next chapter.”
The Roberts family, who have owned and operated the business since 2011, will maintain an active role within the business, continuing to oversee quality control across all markets, local brewery operations, and community engagement projects.
Recently appointed chief executive James Wright will continue to lead the business after already overseeing rapid UK growth, as well as international expansion into Australia, Japan, and Scandinavia. Distribution in the US and Canada is set to go live in the coming months.
“This is a brand with great heritage – the oldest lager brewery in Great Britain, once enjoyed across the world,” Wright said. “So, to have Rob and Ryan onboard as we embark on international expansion is huge for us. They have been doing wonders for the town of Wrexham and strongly share our passion for once again seeing Wrexham Lager enjoyed in all the far-flung corners of the globe.”
Wrexham Lager Beer Co currently produces the 4% ABV Wrexham Lager, 5% ABV Wrexham Lager Export, and recently introduced 4.6% ABV Pilsener. The 4% Wrexham Lager is produced using an original recipe from 140 years ago that was once available in the world-famous Harrods luxury department store in London, as well as chosen as the only lager to be served on the White Star Line’s Titanic.
Ten global beverage companies have joined forces under a new industry-wide consortium, called REfresh Alliance, which is designed to help accelerate renewable energy adoption across the industry’s supply chain.
The new initiative invites additional companies from across the beverage industry to pool and scale their resources to remove barriers to renewable energy adoption in the supply chain, provide education on best market practices and support the industry’s transition to Net Zero.
Companies currently part of the REfresh Alliance include: Bacardi, Carlsberg Group, Constellation Brands, Diageo, Heineken, Molson Coors Beverage Company, Pernod Ricard, The Coca-Cola Company and Whyte & Mackay.
The programme is managed by leading energy solution provider, Enel X. Through its Advisory Services division, Enel X connects the participants with renewable energy providers and supports renewable energy transactions, aiming to accelerate renewable energy adoption.
The programe also features a dedicated educational platform to help program participants prepare for renewable energy adoption.
Scope 3 emissions, which are not directly produced by a company but from its supply chain, often account for approximately 90 per cent of a beverage company’s carbon footprint. As suppliers continue to face a number of barriers to decarbonisation, REfresh has already engaged with more than 300 suppliers to discuss their involvement in the programme as it aims to support their adoption of renewable energy solutions.
“We have long recognised the need for industry collaboration to deliver the most impact and to accelerate the transition across our supply chains,” Ralf Peters, chief procurement officer of Coca-Cola Europacific Partners (CCEP), and chairman, Coca-Cola Cross Enterprise Procurement Group (CEPG), said.
“I know from my experience across the Coca-Cola system that supporting our supply partners is a key part of our sustainability action – and that encouraging them to transition to renewables is one of the most impactful things we can do to help decarbonise their businesses, and to do the same in ours.”
Hervé Le Faou, chief procurement officer of Heineken, said: “Scope 3 emissions are one of the biggest challenges that the industry faces in delivering on our Net Zero ambitions. We must work together to identify areas of our supply chains where we can pool our resources to accelerate this transition for our suppliers. We look forward to working with other beverage companies to achieve this and accelerate the decarbonization of our industry.”
Jane Liang, chief procurement officer of Diageo, said: “The climate crisis is the most pressing issue of our time and the transition to Net Zero is becoming increasingly important. However, there is only so much we can do as individual businesses. The REfresh Alliance will drive collective action within the industry to accelerate the adoption of renewable energy. We are calling on all companies and suppliers within the industry to join us and support the industry in its transition to Net Zero.”
REfresh intends to initially launch in the mature renewable energy markets of Europe and North America, where it will be able to use existing networks to accelerate impact in support of the industry’s decarbonization efforts. As it continues to grow, the consortium will look to expand to other markets and welcome businesses from across the beverage industry to join it in supporting suppliers in their decarbonization journeys.