James Convenience Store, located within Derby bus terminal, has been named the joint winner in the Responsible Retailer of the Year category at the 2021 Asian Trader Awards. The store is run by Jonathan James, whose James Retail Group operates around 45 convenience and newsagent stores across the central belt of the country.
Obviously, team training is key to ensure that they keep up to date with any legislation.
“We've got a manager who constantly just looks at compliance right across all of our stores, and to keep themselves up to speed with latest government legislation,” Jonathan says. “Plus, we've got a full-time trainer who works throughout all our stores, making sure that our team members are up to speed on compliance training, so it's a team effort.”
Jonathan, who is the current Chair of the ACS Independent Retailer Board, also works with the trade body’s Assured Advice scheme, which provides accredited standards for in-store procedures.
They have a zero tolerance policy regarding violence or intimidation towards the staff. With most of their stores being in local neighbourhood areas, the team members will know the local customers, and that greatly helps defuse tense situations. Yet, they have seen instances of abuse and violence during the Covid-19 pandemic, when tempers often flared with mask rules, limits on products and social-distancing measures.
“We've had that within the store. One of the things we invested in was headsets, so that our staff who are on shifts can very easily talk to one another wherever they are in the store. And if there's known troublemakers, we can very quickly rally the team to that area to assist in dealing with that person,” he says, explaining the measures they have taken.
“We work closely with the local police who work with the local bus station security to ensure that's kept to a minimum.”
James Convenience Store at Derby bus terminal
The Derby store is an exemplar of his excellent adherence to legal and regulatory guidelines, as he designed the store in compliance with the upcoming HFSS regulations during a refit last year. And, he also worked closely with suppliers like Country Choice and local authorities to make sure that the store is compliant with “Natasha’s Law”, which mandated changes to the allergen labeling of pre-packed-for-direct-sale foods from October last year.
The refit itself has been an interesting story, as the key focus was very much to bring into play food to go.
Of course, food to go is the perfect service situated within a bus station where “feet on the street” are in abundance. But, bear in mind that they went for the refit after the pandemic changed all that with lockdowns and work from home.
“We turned this to a positive and took the opportunity to look hard at what we sell and use the early Covid days to refine and shape our offer,” he says.
Responsible re-fit
“We knew that once everything opened up again, the government focus was very much on pushing people towards public transport more. There's only an announcement (recently) by the government about how they were going to invest heavily in low carbon neutral buses, zero emission buses. And because the place was quiet, it made sense to minimise disruption to refit it at that time,” says James.
So, instead of reducing the offer in line with shrinking footfall, they have invested in creating a food-to-go proposition that inspires, excites and provides something that little bit different.
“The refit was a significant one. We spent money on it, knowing that once everything did open back up again, it would be a big benefit to the store to have a good food-to-go offer and give a really good point of difference to the store to the surrounding area, which is exactly what has happened,” he says.
The store was relaunched in August last year, with a food-to-go wall featuring Costa, fwip, f’real, Rollover, Rustlers, Tango Ice Blast machines. They now attract custom as a destination venue, from local businesses and the local college – where students now increasingly divert to the station to pick up their coffees, breakfast, their snacks, and food to go on their way to college – not just catching travellers through the bus station.
“We've gone from probably about 10 per cent of the store being food to go to around about 30 per cent of the store now being food to go. It's performed exactly as we'd hoped it would,” Jonathan says, adding that they also see the constant growth in public transport figures being reflected in the store’s sales.
The Derby store has an excellent fresh and chilled range, and they make their own sandwiches in store. They worked with a local celebrity on their menu, bringing in new lines such as Derbyshire Oatcakes with accompaniments such as bacon and tomato, or mushrooms and cheese.
James Convenience Store, Derby
The highlight, however, is the cafeteria. “There's a really lovely cafeteria that we’ve got, with seating in there for our customers. And now that's been allowed to open again witha really good meal offer and a good menu with healthy options. So it's basically everything you'd expect in a modern convenience store,” he adds.
All these innovations are targeted at the young customer who wants something on the go. “They drive additional footfall which is needed due to the impact of lockdown, and they enable us to adapt in an ever-changing young customer base looking for the new things,” he explains.
Local provenance has become a big back-story for them, and Jonathan is all praise for their invaluable support. At the Derby store, they buy fresh, home-made cakes and make all their sandwiches (to go) on site using fillings sourced from local partners and artisan producers, which has quickly gained a reputation for excellence.
“I would mention our local supplier, Luke Evans Bakery, who work with us on making fresh cakes and bread which is delivered every morning. Great service, real passion, and fabulous products which really support our business,” he says.
And, this is the story across the whole group. “Wherever we can source locally, we will source locally. We're probably dealing with about 30 different bakeries,” he says, and there’s a certain enthusiasm when he adds: “We pride ourselves in supporting local suppliers. That's an absolutely key focus of ours. I mean, we advertise that fact; so many local suppliers that we've worked with for many, many years proudly say so. Yes, whatever we can source locally, we will.”
He adds that the support enjoyed by local stores is in fact the support to local businesses, and for stores, there’s a big learning curve there. “Our local suppliers, they kicked in where we were perhaps having supply issues on a national basis. The local suppliers pick that up. So, there's a big shift in people wanting to see local supplies,” he says.
From farm to farm shop, to retailer
Perhaps, his family background in farming is an inspiration behind the support to local suppliers. Jonathan’s first venture in retail was a farm shop, as they looked to diversify the family farm to make it more viable, “because farming is a very difficult industry to be in.”
“So myself and my father, we converted one of our little sheds on the farm into a small farm shop. And we started growing and selling our own produce, and fine produce also from the London wholesale markets. That was sort of the start of my retail life,” he recollects.
He has been involved in the forecourt and convenience sector since January 2000, when he, along with his wife Rebecca, took over the family petrol station in Cambridgeshire.
“We've sort of evolved the business quite a lot. We've still got four petrol stations, and also we own a supermarket. We rent all of those out. That's one side of the business,” he says.
The other side, of course, is the James Convenience Retail, formed in 2015 with the acquisition of the former GT Retail business. The Derby store was part of that cohort.
Subsequently in March 2016 they acquired First Stop News Limited– the holding company of Rippleglen, trading stores as Supernews and Maynews across the UK– creating one of the largest operators of Home News Delivery in the country and a strong regional force in the independent convenience sector.
The business, with stores ranging anywhere from 400 to 4000 sqft in size, is managed from the head office in Barlborough, North Derbyshire. They employ around about 300 staff, with all store workers being recruited locally.
James Convenience Store, Derby
So, it’s with that bird’s-eye view that James suggests convenience stores need to be a destination store in the community.
“As high streets are evolving, we've got to be very much a one-stop shop for everybody. So again, just sort of picking up the slack of what's left behind from the pandemic,” he explains.
“For example, is there a growth in buying local fresh meat, if the local butcher has struggled or if a local greengrocer has closed down, can you improve your range of fresh fruit and vegetables? It's making sure you give people so many different reasons to visit your store.”
Another crucial point is to understand the area and consumers. “Don't try and second guess your customers. Ask your customers,” he suggests, adding that that’s how they went in for the refit of the Derby store.
“We were getting constantly asked for an improved food-to-go offer within that store. So we've now given them: they've got a grab-and-go solution, they've got a sit-down solution, they got products made in store,” he explains.
“I think my key advice is, is ask the customers what they want and do everything to deliver it. There's no point in giving a whole range to something that your customers aren't going to need.”
This assumes much larger significance now, as he anticipates strong competition in the convenience retail with the pandemic-induced change in shopping habits sure to bring new operators into the sector.
“I say this regularly that we're extremely fortunate that the convenience sector is part of the retail sector that everybody wants to be in. But the challenge for the convenience sector is that it's the retail sector that everybody wants to be in,” he cautions.
“Everybody now is realising that the pandemic has really changed the consumer to shop locally. So that I think is the biggest challenge we have. It's always been a very competitive area–and now going to be an extremely competitive area to be in.”
He also predicts an “unknown challenge” from the dark stores and therapid delivery apps. “That is the unknown challenge and I think they're a far bigger threat to convenience stores than people realise,” he warns.
There won’t be a one-size-fits-all solution; and his approach to ward off these challenges is to look at what they have got in the area and where there are strengths and weaknesses. “And we play towards that. And we're good at doing that,” Jonathansigns off, exuding confidence.
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.