Skip to main content

Warm words from the IGD about independent local shops

IGD senior business analyst David Shukri has struck a warm note in his latest briefing on the conveninence industry as regards the performance of independent shops.

Combing through the data, which is widely used by major packaged goods companies in planning their route to market in the UK, Mr Shukri observes that average sales per store increased across all segments of conveninence in 2010 "showing that those who remain...are becoming more efficient and effective operators."

For the first time, the non-affiilated retail sector gets a warm review, with the IGD noting that is still accounts for 20 per cent of sales (more than the multiples). However the stars are the symbol group operators, with sales up 9.2 per cent in the past year, which highlights "how compelling their offer is, both for unaffiliated independent retailers and the shoppers they serve."

The impact of Waitrose and Morrisions will be a further emphasis on fresh food, suggests Mr Shukri.

Overall, the IGD sees three areas for investment:
  • in store standards to match the multiples, with increasing emphasis on fresh foods
  • better communication of the value proposition (promotions)
  • better communication of the values you hold (local-sourcing, community-facing, environmentally-friendly etc).
Altogether, room for optimism, espcially if partnerships with the major packaged goods companies can be developed so independent retailers win back some marketing investment from the multiples.

Comments

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...

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...

More retail inspiration from Fortune

Two current articles in Fortune make interesting reading for enterprising independent retailers. First is an interview with Pitt Hyde who sold his family's wholesale food distribution business in 1988 to invest in auto parts retailing. Hyde did not know the auto parts business but he knew there was an opportunity because customer service was poor and standards were low. His plan was to focus on customer service in good looking stores. He started out with four in 1988 and now has 5,000. "We worked on small margins and were very tight operators, so that discipline helped us through as we learned the business," he recalls. "Money is a small part of the equation for success. Sweat equity is what makes things work." Less visceral but just as interesting is an interview with Greg Wasson , CEO of Walgreen, the massive US drug store chain lauded by Jim Collins. The journalist is Geoff Colvin, who is consistently excellent. Here is what Wasson says: ...