Skip to main content

Tough times need tough benchmarks

Underneath the hype, the Christmas announcements by the major grocers demonstrate tough trading conditions, with Tesco saying that like-for-like sales in the UK were up by just 0.6 per cent. The analysts will be having this in negative territory in no time.

The impact of Tesco's investment in new space is a 3.6 per cent increase in sales yet the Kantar Worldpanel figures show its market share remains unchanged at 30.5 per cent. The two sets of figures are not strictly aligned but local retailers can see the picture.

Across at Sainsbury, which is doing well, the Kantar Worldpanel figures show it adding 0.3 per cent of market share to 16.6 per cent, just behind Asda on 16.8 per cent (which lost a 10th of a basis point). Sainsbury reported like-for-like sales growth of 3.6 per cent but City analysts cut this down to almost zero after stripping out new space, VAT and food price inflation.

The Tesco press release highlighted "Steady UK Performance" and Sainsbury trumpeted a "record Christmas performance". Earlier Morrisons had said that around 40 per cent of sales were on promotion and the average family was having to spend £10 a week more in petrol costs.
 
The Kantar Worldpanel figures show that independents grew sales fractionally behind the multiples but Ed Garner noted that the supermarkets' baskets were filled with DVDs, toys and books. Grocery inflation remains at around 3 per cent, his data shows.
 
To benchmark your sales, add up what you sold in the final quarter of 2009 and add 3 per cent. Then compare this with what you sold in the final quarter of 2010. If you have a positive number, then you are doing very well. Remember to tell your suppliers you are doing well and keep it up.

Comments

  1. Good post. You explain the calculation in simple terms to show volume sales growth or other wise.

    ReplyDelete
  2. Thanks Steve, I see that the Times is giving the Tesco c-stores a year-on-year figure of plus 5 per cent. But I am sure that was not a like-for-like. Talking to a business agent last night, he said trading had been tough all year. Easter, Christmas, Mother's Day and increasingly Hallowe'en are where they are focused, with Hallowe'en said to be the biggest opportunity.

    ReplyDelete

Post a Comment

Popular posts from this blog

Digital disruption in the UK wholesale space

“Twenty years ago I was driving boxes to the post office in my Chevy Blazer and dreaming of a forklift,” says Jeff Bezos in his most recent letter to shareholders. A blink later and he points out that the company has grown from 30,000 employees in 2010 to 230,000 now. But his ambition is the same. “We want to be a large company that’s also an invention machine. We want to combine the extraordinary customer-serving capabilities that are enabled by size with the speed of movement, nimbleness and risk-acceptance mentality that is normally associated with entrepreneurial start-ups.” Amazon is great at disruption because of its customers focus and the fact that the internet means it needs none (or very few) people between its warehouses and the shopper. The threat of Prime, its membership service, is the biggest challenge facing the UK retail market and the wholesale market by extension. It is both a direct threat and an indirect threat in that is inspiring countless numbers of othe...

New look: big copy small?

The owners of B&Q are talking up how they have cut the price of a store refit from £2.5m to £1m by using wood-effect vinyl instead of wood and painted MDF backboards for displays. Managers are learning to live with grey shelving instead of a warmer-looking cream. Shoppers notice the produce, not the fixtures, suggests one executive. Up to a point! Most local retailers will extract the maximum possible life from their fixtures, sometimes taking too long to change equipment that has become tired. As in all business, it is getting the balance right. Shops need to be refreshed and with a purpose.

The secrets of persuasion: No short cuts.

The best moment in my interview with Terri Sjodin, who teaches many of the world’s top corporations how to sell persuasively, is when she smiles at me and asks to hear my “elevator speech".   My mind literally goes blank. The author of Small Message, Big Impact , her new book on how to craft powerful messages that persuade people to listen to you, has thrown the gauntlet at me. There was nowhere to hide. I had just told her how I had used her book to write out my three minute speech to open the Local Shop Summit. She listened patiently to my pitch, thought for a moment, and said: “I bet you had an illustration in your mind of an independent who really capitalised on your ideas and has taken them to the bank.” I could swear she was reading my mind. I blushed and nodded. “So you should open with this story,” she said. “Start out by saying: ‘Let me open the conference by telling you a great story with a happy ending.’ So the audience will say to themselves: ‘He is goi...