Cash & Carry Management July 24

The strong performance of Country Range Group was highlighted by chief executive Martin Ward at the organisation’s annual conference.

Zahara Trisciuc, a general manager at Holland Bazaar, offers advice to wholesalers on maximising profits.

Providing value to consumers, freshening up the product mix, and fostering close supplier partnerships were some of the issues discussed at the FWD’s recent conference.

director

Senior executives from Hancocks,

and

reflect on the importance of PMPs as suppliers invest in this in-demand format.

Publishing

Caterfood continues acquisition trail

Caterfood Buying Group –part of Bidcorp UK – has announced the acquisition of Turner Price for an undisclosed sum.

Having opened its doors in 1992, Country Range member Turner Price now offers a range of over 8,000 products, including fresh and chilled produce and store cupboard ingredients, to more than 2,500 customers across the Midlands and North of England.

Philip Atyeo, managing director of Caterfood Buying Group, commented: “It is fantastic to welcome the Turner Price team into Caterfood Buying Group, a growing network of independent businesses which includes Thomas Ridley Foodservice, Harvest Fine Foods, Nichol Hughes, Elite Fine Foods, Caterfood, South Lincs Foodservice and Cimandis.

“Turner Price is a highly successful foodservice supplier and delivers a great service proposition to its loyal customers. The business will continue to operate as an autonomous and independent business, in line with our decentralised model in the business.”

Bidcorp UK CEO Andrew Selley added: “Caterfood

Volunteering boost

JJ Foodservice has published a Community Friends Directory, aimed at encouraging volunteering among employees by listing local charities near every branch.

Chief operating officer Kaan Hendekli said: “At JJ Foodservice, we are committed to encouraging our team to give back to their communities.

“Everyone is supported with one fully paid day per month for volunteering activities during working hours. This not only allows our employees to contribute to causes they care about but also strengthens our connection to the communities we serve.”

The Directory makes it easier for employees to find and engage in meaningful volunteer work – from assisting at homeless shelters to spending time with lonely elderly residents – near to their workplace.

To support this initiative, JJ has established a Community Crew with representatives nationwide to organise events and share ideas.

Buying Group continues to go from strength to strength and the addition of Turner Price will further cement the group’s position within the industry.

“This latest acquisition is in line with the Bidcorp UK strategy to continue to grow the buying group side to national coverage, as well as increasing our network of

manufacturing businesses, following our recent acquisition of Northern Bloc Ice Cream Limited earlier this month. The growth in these areas will allow us to continue to deliver service excellence to our customers and provide them with real added value.”

John Gould, managing director at Turner Price, commented: “We are delighted to become part of Caterfood Buying Group, which shares our passion for customer-led focus, harnessing strong supplier relationships, supporting staff development and ensuring that work is enjoyed by all.

“We feel this is the right time for us to be joining the Caterfood Buying Group, and are very much looking forward to continuing to build on the growth we have enjoyed and to further improve our customer offering.”

Expansion of team

JW Filshill has restructured its commercial team and appointed two new category buyers.

Kyle Byers joins Filshill as category buyer for non-food and pet categories while Stuart Auld becomes category buyer for food and third-party supply. Both recruits report to Stuart Harrison, the wholesaler’s category manager for grocery and third-party supply.

Among their former roles, Byers and Auld worked together at Southeast Traders, a Cumbernauldbased wholesaler, distributor, exporter and brand owner, where both dealt with Harrison on a regular basis.

Another change at Filshill

sees category buyer Rory Galbraith take responsibility for confectionery. He reports to Ed Bentley, category manager for impulse. Category manager Derek Cowan is now responsible solely for tobacco & vape.

Chris Miller, chief commercial officer, said: “The restructuring of our commercial team comes when Filshill is growing and reflects changes in the marketplace.”

Kyle Byers and Stuart Auld

Change at the top of Bestway

Sir Anwar Pervez OBE H Pk has stepped down as chairman of the Bestway Group and is now chairman emeritus.

Former chief executive officer Lord Zameer Choudrey CBE SI Pk replaces Pervez as chairman, while former chief financial officer Haider Choudrey becomes chief executive officer.

Reflecting on his decision to relinquish the chairman role, Pervez, the founder of Bestway, said: “I recall fondly the excitement I felt when preparing for the opening of our first shop in 1963 and our first wholesale depot in 1976.

“I did not think then that in over six decades we would be the largest independent wholesaler in the UK, let alone that Bestway Group would grow to become a diversified multinational business with interest across multiple sectors.

“I am now 89 years old and have now worked for over 70 years of my life; I have been thinking about the future – with specific reference to succession planning with the view to a smooth transition.

“It is my long-held belief that Zameer and Haider have the right blend of experience, ingenuity and dynamism to take Bestway Group forward.”

He continued: “Under

Zameer’s selfless stewardship the group has transformed from a regional player to one of the largest, diversified British multinational conglomerates.

“Zameer embodies the Bestway values of hard work, sincerity in dealings and service to the community.”

Pervez also announced that, to strengthen the board of directors, Bestway Wholesale’s chief operating officer Naser Khan has been appointed as a director to the board of Bestway Group. Khan has been with the business for over 20 years.

“Bestway’s success today reflects the hard work of all our colleagues,” commented Pervez.

“Whilst I may have stepped back from my dayto-day corporate responsibilities, I will still be around to assist and advise colleagues as and when required.”

Experience enhanced

Hancocks in Sheffield has undergone a major six-figure refurbishment.

The confectionery specialist held a relaunch event on 18 July, when there were significant savings on a wide range of products, plus giveaways and competitions.

The refurbishment is part of an improvement initiative that has been rolled out across all 14 Hancocks stores in the UK.

To improve the customer journey, Hancocks has made it easier for customers to navigate the stores by implementing clear external signage, directional signs in store, branded aisles and specialist areas.

The Sheffield branch has

dedicated sections for bestsellers, new products, vegan sweets, multi-buy options, kids novelty, sweet deals, and clearance.

Record results

LWC, the UK’s largest independent drinks wholesaler, has reported record growth for the year ending September 2023.

Pre-tax profits – excluding Hills Prospect – rose by 34.6% from £28.2 million to £38 million. Turnover also increased, by 15.1% to £609.9 million.

In the past year, Manchester-based LWC significantly expanded its footprint, opening new distribution centres in Doncaster, Aylesbury and Andover, and acquiring Essex-based wholesaler Hills Prospect.

In addition, popular brands have their own areas with promotional screens, display examples and branded baseboards showcasing their offers.

The depot now also has a welcome board with a QR code showcasing all current offers, and the boxed products now have a ‘look what’s in the box’ label.

In other news, Hancocks has launched a new website to improve the shopping experience for retailers.

Benefits include loading speeds that are up to four times faster and bespoke product recommendations. Customers can now request alerts when in-demand products are back in stock.

Now boasting over 1.3 million sq ft of warehouse space, the wholesaler also continued the roll-out of a new warehouse management system, a project that will see all 19 depots increase efficiencies, customer order accuracy and service levels.

LWC’s managing director Ebrahim Mukadam said: “Although we continue to operate in an incredibly challenging market, with the ongoing cost-of-living crisis, staff shortages and price increases, LWC has continued to invest for the future.

“I can proudly report that our on-time delivery rate is now at 99% and this is something we simply could not have achieved without the re-investments we have made over the past year.”

Anwar Pervez (right) and Zameer Choudrey.

Partnership success celebrated

More than 1,300 people attended AF Blakemore’s 2024 SPAR Retail Show (SRS24) at Telford International Centre last month.

The retailer and wholesaler for SPAR stores in Wales and Central and South East England told delegates how the company’s partnership model is supporting independent SPAR retailers to develop their business in ways that are profitable and sustainable.

This year’s event heard from senior members of AF Blakemore’s leadership team led by CEO Carol Welch and retail managing director Matt Teague. He said: “Our goal is to empower our independent retailers with the resources

Fresh fish

Aylesford-based kff (Kent Frozen Foods) has launched a new range of fresh fish as it continues to expand the selection of fresh produce it sells.

The new fresh fish range is from M&J Seafood, part of Fresh Direct, and comprises 35 products, from cod, haddock, monkfish and halibut to crab, lemon sole and lobster.

Over the past two years, kff has revitalised its offer. Working in partnership with sister company Fresh Direct, it has introduced more than 200 fresh produce lines. Fresh fish is completely new to its portfolio.

available to them and inspire them with sharing the best of SPAR within the UK and from across the world.”

The conference also featured presentations from independent SPAR retailers

Satminder Deo, who last year secured the top investment fund of £100,000 to develop his three-store business, and Mandeep Khela of SPAR Sheffield. Both retailers spoke about working in close partnership with AF Blakemore and the extensive support that is driving real difference in their businesses.

Also discussed at the event were what AF Blakemore calls ‘Brilliant Basics’ – added-value solutions that are driving costs down and sales up.

These solutions include the new eLAB electronic learning capability ensuring that retailers are optimising and developing their store teams; a Stock and Sell

(SAS) initiative that is worth over £10,000 to independent retailers; a digital communication package; energy saving partnerships that are saving retailers up to £700 per month on their electricity bills; and investment in labour-saving efficiencies and the de-tasking of store operations.

‘Moments of Wow’ were also highlighted. Delegates were told that sharing best practice across the Blakemore Retail estate with independent SPAR retailers is about having a detailed knowledge of the customer, store level customer segmentation and insight, which helps to identify where growth opportunities lie.

40 years of tangible benefits

As Fairway Foodservice celebrates its 40th anniversary, it has announced that it has doubled its collective turnover to £1.1 billion in the last 10 years.

In 1984, Frozen Food Distributors – as Fairway Foodservice was known –began with five wholesalers and a collective turnover of £7 million. Today, the group has 18 members, which benefit from a range of services.

Fundamental to the company’s growth was the launch in 1990 of Fairway Assured, created in response to the growing demands for cheaper yet high quality alternatives to brand leaders. Over the past 24 years, the own-brand range has grown from a small selection of frozen desserts to over 450 products, including frozen, ambient, chilled and nonfood, and the target is 600 own-brand lines.

In the last decade, the organisation has accelerated the development of its offering for members, with innovations such as Fairway Connect in 2016, an internal portal designed to improve members’ services and increase functionality in the business. This was followed by the launch of a 360 degree marketing package. Fully embracing digital marketing, Fairway now offers resources from social media

support to email marketing and e-commerce websites.

In addition, Fairway was a key driver in the development of innovative applications such as Erudus.

Fairway has embraced changes in the industry and ensured its members are equipped with the best tools to meet the demands of customers, and over the past few years, it has also been increasing its emphasis on traceability and sustainability.

Matt Teague: ‘Our goal is to empower our independent retailers.’

The Fairway Foodservice head office team.

Voted top retail wholesaler

Unitas Wholesale has topped the 2024 Advantage Report Survey UK as the No.1 retail wholesaler.

The report, which maps and benchmarks businessto-business relationships from feedback from suppliers, reveals Unitas as the

suppliers’ favourite retail wholesaler for overall performance, partnership and execution.

The Unitas support centre was praised by suppliers for its ease of doing business, collaborative planning, agility, communication, innovation,

trust, digital leadership and how it works with suppliers to support their strategy.

Suppliers also gave the group improved ratings in effective retail media, private label commitment, return on investment (ROI) trade investment, and programme execution in the past 12 months.

In other news, over 1,000 one-to-one meetings took place between foodservice suppliers and Unitas members at the group’s recent Meet the Member event.

For the first time at the annual event, the 50 suppliers displaying their ranges were able to offer hot food sampling to the 40 foodservice wholesalers throughout the two days at Whittlebury Park in Northamptonshire.

New MD

Bidfresh has appointed Andy Farnworth as its new managing director.

He has replaced Brian Hall, who has retired after nearly 20 years at the company.

Farnworth (pictured) previously spent 16 years at Fresh Direct, most recently as managing director.

In addition to his experience, he brings aspirations to double the size of the business over the next five years.

Sugro further boosts membership

The DBC Group and Wisebuys have joined Sugro.

Previously known as The Discount Brand Company, The DBC Group is based in Biggleswade, Bedfordshire. It has been trading since February 2013, supplying a wide range of food and nonfood products across the UK and overseas. With a new focus on van sales, it is increasing its UK and retail supply focus.

Dan Yellop, managing director at DBC Group, commented: “After three years of continual growth in the UK wholesale space, we’ve been looking for a way to maintain that trajectory, and not start to flatline! After a lot of research, we found that becoming a Sugro member was the natural next step in our development.

“We’re really looking forward to working closely with Sugro in their 40th year, along with all their members and suppliers, to build longterm trading partnerships to better everyone’s business.”

Wisebuys has been trading since 2020, initially as a sole trader, and it became a limited company in 2023.

Operating from six locations, with the main office and warehouse in Birmingham, the company supplies independent retailers, hotels and

clubs. It also has five company-owned retail superstores trading as Bargain Brand Food. They are located in the South West, including Bristol, Plymouth and South Wales.

Mark Brian Matthews, director of Wisebuys, said: “Since launching the company we have seen significant growth and development of the business.

“Partnering with Sugro UK marks a significant step change for Wisebuys and we are looking forward to engaging directly with new suppliers, building strong

long-term business partnerships and seeing the positive effects of those relationships. We are excited about the endless possibilities that the Sugro UK and Wisebuys partnership can deliver.”

In other news, Sugro UK has been voted No.1 buying group in the Advantage Report Survey UK for the second year running, based on feedback gathered from a wide range of suppliers.

Sugro has had 18 consecutive years of growth and continues to sustain its strong performance, with 9% year-on-year growth across key categories in January to June 2024 versus the same period in 2023. Sugro has also seen 26 new members join the group during the past 15 months, and these have added over £950 million of buying power.

Unitas prides itself on its strong partnerships with suppliers.

CRG connection

The foodservice division of Kitwave has joined Country Range Group.

The growing Kitwave division is made up of four wholesalers – Millers Foodservice, MJ Baker Foodservice, Total Foodservice and WestCountry – which have a combined turnover of £126 million.

Ben Maxted, CEO of Kitwave, commented: “We are delighted to be joining CRG at a time that we are strategically growing our own foodservice offering.”

President

Dominic Hall, joint managing director of James Hall & Co, has been elected president of SPAR International.

It is the inaugural election of a SPAR UK representative to this post. Hall (pictured) has been a board member of SPAR UK Food Distributors since 2007, held the position of chair of the National Guild of SPAR UK since 2011, and became a member of the Supervisory Board of SPAR International in 2017.

The news comes after Kitwave reported an 8% increase in revenues to £297 million for the six months ended 30 April 2024. Profit before tax was down from £8.3 million to £6.9 million on the same period last year.

Gross profit margin remained stable at 21.5% (versus 21.6% in the same period last year), while operating margin dipped from 3.7% to 3.1%.

Maxted said: “Operating profit is slightly behind the prior year due to investment and lower levels of demand in the group’s foodservice hospitality customer base. This, alongside the benefits of the increased investment in infrastructure and the inclusion of trade from total foodservice in H2 2024, will lead to the annual financial performance having an increased second-half weighting.”

Andrew Jenkins

Pioneer Foodservice has announced the death of its chairman Andrew Jenkins.

Jenkins joined Pioneer in the 1950s, working for his father, Bob. He became managing director in the 1970s and oversaw the expansion of the business.

“He became a ‘pioneer’ of his time and was integral in seeing the business develop and move to Rosehill,” said a company spokesperson. “He also ambitiously expanded into the North East of England, opening a depot in Gateshead. His foresight and judgement have helped our business be what it is today.”

In the 1990s, Andrew passed his legacy onto his sons, Graham and David, and he became chairman.

“He might have been in his 80s, but he still loved and enjoyed playing an active role in our business,” said

the spokesperson. “He was known for being a true gentleman, and his wit and jokes will remain in everyone’s memories, notably his recollections of his army days. Andrew’s love for football and Carlisle United knew no bounds and he was immensely proud when a stand was named after him.

“He will be sorely missed by all those who worked with him and loved him.”

Jenkins is survived by his wife Dianne (both pictured) and his sons.

Four recruits in June alone

At its recent member and supplier event, National Buying Consortium (NBC) announced that four new members – 6868 Fast Food, Aytac, Enzo Wholesale and Shop 4 Less – joined the group in June.

“Each of these businesses are significant in their own markets and bring additional scale and variety to the group’s buying power and reach, particularly in foodservice,” said NBC managing director David Lunt.

He added: “The group has gone from strength to strength. By focusing upon things that matter, we are able to deliver results and pass on significant benefits.

“The group has five significant benefits for members

– access to brands at great prices; 100% of terms paid in full and on time; volume discounts and lower minimum order quantities facilitated by NDN; access to a free web-2-print brochure service; and membership as an investment, not a management fee.

“The group has five significant benefits for suppliers

– one central buying point; over 60 members; annual promotion campaigns; new product launches; and bespoke brochure support.

“As a result, NBC has delivered over £12 million in member terms since 2019, delivered £120 million in sales through NDN and supported members with £20 million in net pricing benefits.”

The NBC member and supplier event included NBC supplier awards. They were presented to Ben Cooper and George Edney at Swizzels; Gavin Simpson at Britvic; Jack Hadland at Coca-Cola European Partners; Ian Jones at Suntory; Henry Harmer at Nestlé Confectionery; and Alex Morris at Walkers.

David Lunt: ‘NBC has gone from strength to strength.’

Ben Maxted: ‘We are delighted to be joining CRG.’

Open for entries

Scotland’s wholesalers and their suppliers have until 29 July to get their entries in for the Achievers awards 2025.

Run by the Scottish Wholesale Association (SWA), the Achievers awards recognise outstanding performance across the wholesale trade in Scotland and are in their 22nd year.

There are 14 wholesaler awards and six supplier awards up for grabs, including three new categories for 2025: Wholesale Driver of the Year, Best Licensed Wholesaler – Off-Trade and Best Licensed Wholesaler –On-Trade.

There is also a change to the judging criteria for Best Cash & Carry: 50% of the total possible score will now come from interviews with customers in each entrant’s cash & carry, recognising that their opinions are key to a successful C&C business.

SWA chief executive Colin Smith said: “It has never been more important to shine a spotlight on the wholesale sector, our suppliers and the people who make it all come together.

“We are proud that Achievers has become a benchmark for other UKwide industry awards.”

Judging will take place in September and October, and the gala dinner and awards presentation will be held at the O2 Academy Edinburgh on 20 February 2025.

Wholesalers and suppliers can submit their entries via the Achievers 2025 entry form on the SWA’s website.

Rowan signs up to Confex

Confex has added another wholesaler – Rowan International – to its membership.

This takes the number of new recruits for 2024 to eight and takes the total number of members to 223 across 241 UK depots.

With more than 40 years’ experience, Rowan International sources and distributes FMCG brands, managing residual stock from manufacturers in categories like personal care, household and confectionery. Its turnover soared by 24% in 2022-23 to hit £56 million.

The company’s UK head office is in Basildon, Essex, and it has warehouses in four countries. It covers all major EU territories.

Ben Winter, commercial director at Rowan International, said: “Following a market review of buying groups in the UK, Rowan

decided that Confex was the best fit for our needs.

“We’re excited about benefiting from enhanced purchasing power and exclusive deals as well as gaining access to a vast network of suppliers. We’ve already been in contact with several

new – and even some lapsed – suppliers to discuss how Rowan can help solve their excess stock problems.

“Confex can also provide Rowan with marketing support and industry insights to further support our business growth plans.”

State-of-the-art premises

Trevors Foodservice has officially opened its new stateof-the-art premises in the former home of the Fylde Ice Co in Fleetwood’s historic dock area.

A total of £5 million was invested in the relocation

and refurbishment, and the company’s Hitchen family was joined by team members, customers, stakeholders and local dignitaries for a ribbon cutting ceremony.

The new 58,000 sq ft headquarters is nearly twice

the size of the Country Range member’s previous warehouse. This includes ambient, chilled and frozen storage and new offices.

A high-spec freezer has been installed, giving nearly 10 times more capacity than previously, alongside a new chiller, ambient storage and an investment property. Six extra goods in and good out bays have also been added and the site has an additional 1.4 acres of yard space.

Energy efficient lighting, improved cooling for refrigeration, and 796 solar panels are being installed, and optimised delivery routing is being used. In addition, an innovation hub, development kitchen and event space will be completed by early 2025.

The Hitchen family (l to r): Matthew, Dianne, Heather and Gary.

Sarah Guest, managing director of Rowan International.

‘We’re very much in

demand’

Country Range Group could hit its goal of £1 billion in combined member turnover by the end of 2024 – over a year before the original target date, announced CEO Martin Ward.

In the year to date, Country Range Group is trading 20% up on the same period last year, and in May it had a record trading month at £82 million, reported chief executive Martin Ward at the organisation’s annual exhibition and conference, held last month at Telford International Centre.

“We are performing very well indeed,” he commented. “We exited 2023 with a turnover of just over £850 million. We targeted ourselves to do £1 billion by 2026. At the moment it looks as though we could be close to this at the end of 2024. Some of this growth is from food inflation but a lot of it is from new business wins by our members.”

To support this growth, CRG is maintaining its focus on its four pillars: sustainability, own brands, data and scale.

Later this summer, the group will launch an individual member sustainability guide to help communicate to customers and suppliers the work that is being done by its member wholesalers to reduce their carbon footprint.

In the own-brand space, CRG now offers the entry-level Catering Essentials selection alongside its main Country Range portfolio, and it is continuing to develop its premium Signature brand. “It’s all about giving caterers more choice,” Ward explained. “82% of our customers buy our own brands and 65% of caterers are now using ownbrand foodservice products.”

From July, CRG will be repeating the member roadshow it held last year. The marketing team and development chef Paul Dickson will visit members across the UK and Ireland to deliver personalised presentations and product tastings.

In addition, a new sales portal is in the early stages of development, said head of marketing Emma Holden. It is being designed to provide members’ sales teams with a whole host of information, including an own-brand product bible and sector-specific tools.

She added that CRG is aiming to introduce new non-food products in the coming months, as well as a new frontof-house range early in 2025.

The public sector landscape is changing. “This is mainly due to a change in demographics and the expected population growth of six million by 2036,” reported Ward. “Over 65s will see the largest growth, and young children will see a decline in share, which will mean the landscape will shift from education to care and hospitals.”

In response, said Holden, CRG has created sector champions to work more closely with members’ sales teams and specific cost-sector customers, as well as develop partnerships with groups like LACA (formerly the Local Authority Caterers Association) and the National Association of Care Caterers (NACC).

As far as data is concerned, initiatives including the CRG directory, Enable and CRG Insight are helping to

increase the efficiency of the group’s internal processes, while also providing clearer information for members, suppliers and customers.

In terms of scale, CRG has brought in two new members in the past six months – Arthur David and Waterdene Foodservice. “We haven’t stood still; we’re very much in demand,” said Ward.

On the subject of attracting members, CRG chairman Philip de Ternant added: “Our market is ever-changing and we will only accept new members into our group who can and will strengthen our position. Interestingly, the board of CRG says no, more often than yes, to wholesalers wanting to join. This may sound strange when one of our core strategies is ‘scale’ but it must be the right business – one that will assist us all and the strategic objectives that we set, one that will comply with our code of conduct, be open minded, financially strong and able to have fun.

“Our strength comes from our disciplines: similar-minded companies with shared values, integrity and vision.”

More than 500 delegates from CRG’s 13 members attended the annual exhibition and conference, and orders worth over £2.5 million were placed on the day with the 110 supplier exhibitors.

“We love working with our branded partners; we love having those ‘more for more’ conversations,” said Ward.

“Whilst nowadays we are so much more than a buying group, buying is really core to our business,” he reminded delegates. “As long as our buying is right, we can continue to add value to our members’ businesses in lots of other areas, but it must be buying first.” a The 2025 CRG annual exhibition and conference will be held in Belfast. Other forthcoming events include the 2024 ‘An Evening With’ the Country Range Group, which will take place on 12 December at Frameless in London. CCM

Martin Ward: ‘A lot of our growth is from new business wins.’

There were 110 suppliers and over £2.5 million in orders placed at the event.

Zahara

Maximising margins

Trisciuc, a general manager at Holland Bazaar, shares tips and strategies to help wholesalers increase their profit margins.

In the competitive world of wholesaling, maximising profits is essential to maintaining a successful business. Holland Bazaar general manager Zahara Trisciuc offers this advice:

Understand your market

A thorough understanding of your market is the foundation of successful wholesale buying. Conduct market research to identify the demand for different products. This knowledge allows you to stock items that are more likely to sell quickly, reducing holding costs and minimising the risk of unsold inventory. Additionally, staying updated on market trends helps you to anticipate changes in demand and adjust your buying strategy accordingly.

Build strong supplier relationships

Establishing and maintaining strong relationships with your suppliers can lead to better pricing, more favourable terms, and access to exclusive deals. Reliable suppliers who understand your business needs can offer insights into market trends and help you negotiate better prices. Developing a rapport with suppliers can also result in more consistent product quality and timely deliveries, both of which are crucial for maintaining customer satisfaction and profitability.

Optimise inventory management

Efficient inventory management is crucial for maximising profit margins. Implement inventory management systems to track stock levels, sales and reorder points. This helps prevent overstocking and stockouts. Regularly review your inventory to identify slowmoving items and consider strategies such as promotions or discounts to clear out old stock.

At Holland Bazaar, we provide special offers on a near-daily basis. Our

customers are informed about these discounts and promotions weekly through our marketing and sales channels. Each of our warehouses features a unique discount or special offer every day, ensuring that customers can find exceptional deals across all product categories at each of our branches.

Leverage technology

Incorporating technology into your operations can streamline processes and reduce costs. Utilise software solutions for inventory management, sales tracking, and customer relationship management (CRM). Data analytics can provide valuable insights into buying patterns, enabling you to make informed decisions and optimise your purchasing strategy. E-commerce platforms can expand your reach, allowing

you to tap into new markets and increase sales.

Focus on value-added services

Offering value-added services can differentiate your business from competitors and justify higher prices. Services such as personalised customer support, flexible payment options, and fast delivery can enhance customer satisfaction and loyalty. Additionally, consider offering bulk purchasing options or bundling products to provide added value to your customers.

Control operational costs

Keeping operational costs in check is essential for maintaining healthy profit margins. Regularly review your expenses and identify areas where you can reduce costs without compromising

Zahara Trisciuc: ‘Regularly review your inventory to identify slow-moving items.’

on quality. This might include renegotiating supplier contracts, optimising logistics and transportation, or implementing energy-saving measures. Streamlining operations and eliminating inefficiencies can significantly impact your bottom line.

Implement strategic pricing

Strategic pricing is a key component of maximising profit margins. Conduct competitive analysis to understand the pricing landscape and position your products accordingly. Consider adopting dynamic pricing strategies that allow you to adjust prices based on demand, seasonality or market conditions. Additionally, regularly review your pricing strategy to ensure it aligns with your business goals and market trends.

Invest in employee training

Well-trained employees can have a big impact on your profitability. Invest in training programmes that enhance their skills in areas such as sales, customer service and inventory management.

contribute to increased sales, improved customer satisfaction and more efficient operations.

Foster customer loyalty

Building a loyal customer base is essential for long-term profitability. Implement loyalty programmes that reward repeat customers and encourage them to continue purchasing from your business. Personalised marketing campaigns and exceptional customer service can also help foster loyalty and drive repeat business. Satisfied customers are more likely to refer your business to others, further expanding your customer base.

Monitor key performance indicators (KPIs)

Regularly monitoring key performance indicators (KPIs) allows you to track your progress and identify areas for improvement. KPIs such as gross profit margin, inventory turnover and customer acquisition cost provide valuable insights into your business performance. Use this data to make informed decisions and continuously refine your strategies to maximise profitability.

In conclusion, maximising profit margins in the wholesale industry requires a strategic and multi-faceted approach. By understanding your market, building strong supplier relationships, optimising inventory management, leveraging technology, and focusing on value-added services, you can enhance your profitability and achieve long-term success.

For instance, at Holland Bazaar, we offer special promotional codes to new customers and email subscribers. Additionally, our customers can receive a discount for writing a Google review of our business. This initiative not only enhances our online presence by increasing the number of reviews but also helps attract new wholesale customers and retain existing ones through the incentive of an additional discount.

At Holland Bazaar Wholesale Cash & Carry, we are committed to helping our customers thrive by providing the tools and support they need to maximise their profit margins.

Collaborating to tackle change

At the FWD conference, speakers addressed the theme ‘Innovation & Operations’, while the Federation’s public affairs advisors outlined expected reforms under Labour.

The FWD’s annual conference, which took place last month in Manchester, looked ahead at the prospect of change under the new Labour Government and considered the current challenges and opportunities that wholesalers are addressing.

Katherine Morgan, a partner at DGA Group, which advises the FWD on public affairs, outlined political reforms with implications for wholesalers that are likely to happen in the coming months.

“We expect there to be a lot of announcements around things that don’t cost very much money, such as setting up a new nationalised energy company and setting out planning reforms, and then we expect to have a budget from the Chancellor in October rather than in September, and a full budget early next year,” she said.

“In terms of what we expect Labour to do that will particularly impact the wholesale sector, lots of you will have heard about this new deal for working people – Labour wants to change the rights that employees have and change the way that companies operate in terms of hiring and firing, giving workers more rights around parental leave. Big changes to employment rights are going to come in very early.

“There will be changes to the remit of the Low Pay Commission to take account of the cost of living, and this could lead to quite significant increases in the National Living Wage and pay rates.

“They are going to reform the Apprenticeship Levy, which is something that we’ve been working on with FWD and others.”

Morgan added that there will be changes to food and drink advertising rules and the way that food is procured to ensure that half of all food purchased across the public sector is locally produced or certified to higher environmental standards. In addition, the Government will look at the Windsor Framework and the UK’s trading relationship with Europe.

Labour also intends to give greater protections to shop workers. “We will be talking to the Government to make sure that any protections for shop workers apply to wholesale as well,” she said.

“With the FWD, we work really hard to constantly monitor what’s happening politically and assess the impacts on the sector. We make sure that we are talking to the right people in government to shape those policies.”

Morgan pointed out that the Government has said – certainly in the first phase – it is not going to introduce lots of additional business taxes. “It wants to focus on prioritising growth, so promoting growth within the economy rather than getting revenue directly from taxation from individuals and from business,” she reported. “Let’s see how that ambition changes over time, but certainly that’s their mission in the short term.”

FWD chair Dawood Pervez believes that the change of Government will “bring fresh thinking and renewed energy”.

He added: “People will feel very positive compared to the last few years. We’ve heard how consumer confidence and spend is returning – it’s returning to high street city centres and travel destinations. And, of course, wholesalers remain nimble and dynamic. They keep investing in improving their businesses.”

Pervez conceded: “It’s been a tough few months. Sales margin or cash is definitely under pressure in most channels. The consumer did lose confidence. Interest rates went up, up up, and there’s a mental health crisis, especially among the young.

“We’re also now seeing a change in the way suppliers are looking at the market and obviously some people are worried about that. Some people are worried about the ESG [environmental, social & governance] agenda and the need for efficiency and perhaps consolidation in the route to market. But there’s a lot to be positive about. It’s not all bad. I may have called it wrong, but I think we’re in the kind of six-month period where we are at an inflexion point, so rates will come down.”

According to Pervez, the IGD has said that local retailing will outgrow every other type of retail apart from discount by 2028. “I do think that people will go back to eating out more frequently, and while doing that, they’ll be shopping more locally for the random night they are in!”

Despite these anticipated shifts in consumer behaviour, value will remain a

DGA’s Katherine Morgan: ‘We make sure we are talking to the right people.’

FWD chair Dawood Pervez: ‘There’s a lot to be positive about.’

priority, he maintained. “Obviously value is the key driver, and therefore things do boil down to price and specifically to perceived differences in price between multipacks and singles. Supplier-wholesaler collaboration clearly is key.”

Nisa’s director of wholesale Ayaz Alam agreed that a focus on value is crucial: “The cost-of-living crisis has pushed consumers into different parts of the market, and that’s generally been towards where there’s value. The vast majority of the customers that we serve who are convenience retailers have found it difficult to see volume growth as consumers have made difficult decisions.

“Therefore, we’ve got to work really, really hard at some simple things – what we refer to as brilliant basics. We’ve got to be value-centric and make sure that we’ve got good pricing where it counts, and we’ve got to have outstanding availability of those products, week in week out. That’s really simple, strong wholesaling and retailing principles that we’ve got to follow.

“Enhancing that with the sexy stuff, which is NPD and strong ranging, is absolutely critical. That’s the stuff that brings customers to the door.

“It’s the brilliant basics that we hear from our customers are the foundations of growth, for not just this year but for the future.”

Supplier MOQ changes

The decision by some suppliers to raise their minimum order quantity (MOQ), and therefore stop supplying some smaller wholesalers direct, was discussed by wholesalers at the conference.

Tom Gittins, managing director of Confex, explained his group’s stance: “We understand that suppliers think of the cost to serve. At Confex, we have had a central distribution operation for 18 years. And we’re also working together as a group. I have small wholesalers that will always be here because they do an amazing service locally that no one else can rival. But where do they get their stuff?

“As a buying group, we want all of the turnover to come from a direct relationship with the supplier. So, as these challenges arrive, we are creating strategically placed specialists within the group, whether it be frozen, chilled or ambient, and these guys are able to take the truck loads, take advantage of the cost savings of buying in bulk, and make sure that the smaller guys are serviced through the group.

“So for us, we see it coming [suppliers ceasing direct supply to wholesalers who cannot meet the MOQ]. We’re not against it, we’re not going to fight it, but we want to keep that conversation going with suppliers. We continue to

work with all of our suppliers, and we will find a route to market for them within our group.”

Unitas is taking a similar partnership approach, reported trading director Cheryl Hope.

“We’ve got supply chain optimisation, and central distribution is one of our key strategic pillars. We’re working very hard in the background to build that and to help our members.

“In the meantime, we’ve got consolidation options with a number of suppliers that we use to help those smaller members. We’ve also got a number of members that are great at the whole distribution network and are able to offer that solution for our small members.”

Hope emphasised the importance of working closely with suppliers for mutual benefit. “Where we’re seeing real success – I’m talking about doubledigit growth on double-digit from last year – is with those suppliers that really do understand the channel, collaborate with us, share information and use all of the assets and tools that we make available to them.

“We’ve got some great partnerships – Mondelez, Britvic, KP Snacks, CocaCola. We’re seeing some fantastic results coming through because they really understand wholesale and they really engage with us as a buying group for our members and the retailers.”

She added: “Our channel is built on relationships, and these suppliers are great at that relationship building. They’re in depots, they’re in our member businesses. They’re walking the floor, they’re talking to customers. They get it in terms of the importance of pricemarked packs in our channel and appropriate pack formats. And, they understand the promotions that are needed in the channel.”

Growth categories

In terms of product mix, Nisa is seeing “phenomenal growth” in fresh food, reported Ayaz Alam. “Fresh food is really the avenue for growth for the next five years, and so our focus has got to be on how we can deliver a meaningful, high quality fresh food proposition that is sustainable. With the help of the Co-op, we believe that we can be in a position to do well,” he explained.

“I think that helps the sector, because if you walked into a shop five or six years ago, the fresh food offer would have been, at best, average. I think our opportunity is to enhance that proposition – not at the expense of all the stuff that we’ve been doing in the traditional areas, but with a balanced range.”

Alam added that, in Nisa stores that have started to take basic fresh products

like protein, the retailers have seen that customers are “not only picking up the protein, they’re also picking up the bottle of wine, the accompaniments that go with it – and that drives an overall basket, it drives loyalty, and it drives higher spend.

“It’s certainly working for the shops that we’ve been supplying, and we’re excited because we haven’t even really scratched the surface of it yet.”

On the subject of brands that ‘go viral,’ he commented: “This is a minefield so you’ve got to be really careful about how you step into this space.

“We listen to our customers because they’re on the ground and know what consumers are buying. Trust me, when you’ve got 4,000 very passionate independents, they’re not shy of telling you what you should be listing!”

Confex, meanwhile, is using data to help inform it about growth opportunities: “Our Confex Data Insight programme is a platform where our wholesalers plug in their sales out data and then we use that to find the range gaps with our supplier partners,” explained Tom Gittins.

“We’re actually going further now and really learning about the customers that are buying those products from the wholesalers and trying to categorise where the growth opportunities are.”

Confex is also rolling out loyalty programmes to its wholesale customers and then the end user – in food to go and retail – in order to help it work out how it can sell more, said Gittins.

C&C considerations

One company expanding in the convenience market is Morrisons. Its director for bulk and international markets Kaoutar Touihri revealed that the multiple giant is considering moving into cash & carry.

“Our strategy is to develop the convenience market and franchise model and, for the bulk areas, wholesale. Cash & carry is something we are looking into. We would like to develop first the base – so we are looking at what we are doing today as a wholesaler, and then we will look more at the cash & carry model.”

Nisa has also not ruled out cash & carry as an option for the future. “Our core model is a delivery model. However, nothing’s off the table,” said Ayaz Alam. “We’re always looking at opportunities to extend our reach, whether that’s with existing partners who may have a model that has cash & carry in it, or whether we look at acquisition.

“If the right opportunity comes along, I’m sure that cash & carry is something we would consider.”

L to r: James Bielby of FWD; Kaoutar Touihri of Morrisons; Cheryl Hope of Unitas; Ayaz Alam of Nisa; Tom Gittins of Confex.

Surplus happens

What you do with it matters now more than ever.

FareShare

fights hunger and food waste by redistributing surplus food to 9,500 frontline charities and community groups in the UK.

“ When you have a full belly, it makes a huge difference to your overall wellbeing. We have really brought the community closer together, and we literally wouldn’t be able to do any of it without FareShare.

We believe that good food should go to people, not waste.

We take edible surplus from right across the food and drink industry and get it to people in need.

Ellie Phillips, Matthew’s House ” Or visit: fareshareuk.com/FDM Scan: Give us food and make a real difference to people in need.

Debbie Harrison OBE, joint managing director,

Pricecheck

‘The

harder you work the luckier you get’

What have been your biggest achievements in work and outside work?

I’m extremely proud of everything my brother Mark and I have accomplished at Pricecheck. [Debbie and Mark are pictured on the right in the fancy dress photograph.] Meeting the Queen to collect our Queen’s Award for International Trade and receiving my OBE from HRH Prince William are obvious highlights! Outside work, I couldn’t be prouder of my two fabulous children. Jack is following in the family’s footsteps and has already become a driving force at Pricecheck, while my youngest, Alex has achieved her childhood dream of becoming a performance sports psychologist.

Who has been the biggest inspiration to you?

My dad has always been my inspiration, role model, coach and mentor. He founded Pricecheck and grew the business through sheer graft and perseverance! Hardworking and honourable, he built a great reputation in the industry. My father is known for being ambitious, competitive and fair, and these values still form the basis of our company today.

What were your ambitions when you were growing up?

My parents started the business when I was eight years old; it’s all I’ve ever known and wanted to be a part of! I literally grew up in and around the business, so to be able to pick up the baton from them is an honour. Outside of work, I had always hoped to be a mother, and I got my wish. I love the fact that we’re such a close-knit family.

What are your interests outside work?

Away from the office, I live an outdoorsy life with five horses and three dogs. Spending time riding and looking after the horses is a great stress buster and gives me some quiet time to reflect. As you can see from my photograph, my daughter and I have a shared passion for horse riding, which makes it even more special.

What approach do you take in business (and in life)?

Anyone who knows me would say I’m competitive, loyal and honest – maybe too honest at times! I would say my best entrepreneurial traits are that I’m

instinctive and intuitive, and these are reflected in my approach to business. I’m a firm believer that the harder you work, the luckier you get, and I have lived by this principle my entire life.

What is your favourite film, book and song/piece of music?

My favourite book is The Notebook by Nicholas Sparks and movie is A Star Is Born (I’m a big softie at heart!). I enjoy listening to all types of music, and I’m looking forward to seeing Taylor Swift and Robbie Williams this summer.

If you won a holiday, where would you go and who would you take with you?

My most memorable holidays have always been activity-based so I’d choose to go on a fabulous safari with my husband, the kids and their partners.

What would people be surprised to know about you?

I’ve spent the last seven years designing and building a new home on the edge of the Peak District. Now it’s complete I’m very much looking forward to relaxing in the garden – without a jobs list! CCM

Sibling success

Debbie Harrison and her older brother, Mark Lythe, took over Pricecheck in 2007. Her parents set the foundations for a successful family business which Debbie has built upon. Since leaving school at 18, she has been involved in all areas of the business, starting with administrative duties before progressing into a buying role that saw fragrance grow into a £15 million category. She subsequently worked in the sales team before taking the business from strength to strength as joint managing director. In 2022, she was awarded an OBE in the Queen’s New Year Honours List; she has also been named Export Champion by the Department for International Trade for four years running.

Value in plain sight

In the independent channel, price-marked packs are a vital tool to attract and reassure shoppers. With suppliers providing channel-exclusive PMPs and promotional pricemarked formats, wholesalers and retailers need to range and merchandise accordingly.

With restricted household budgets continuing to make value a prime consideration, pricemarked packs are an increasingly important sales mechanic in convenience. From limitededition promotions and multibuy strategies to commitments of locked-in value, suppliers are providing price-marked variants to the channel across multiple categories.

CCEP launched a £1 PMP for its Relentless Fruit Punch last month. “We know that energy shoppers are three times more likely to buy innovation versus wider soft drinks, so we’d recommend that retailers tap into this by stocking up on the Relentless Fruit Punch variant,” says Helen Kerr, associate director of portfolio development.

This latest arrival follows the introduction of the Relentless Zero Sugar range, which has generated nearly £9 million since its launch in summer 2022 (NIQ).

‘We are enabling retailers to attract more customers, drive higher sales volumes, maintain healthy profit margins and build strong customer loyalty, all while staying competitive to the market’

Adrian Hipkiss, commercial director, Boost Drinks

Another £1 PMP in the energy sector is for Juic’d from Boost Drinks. In response to consumer and retailer demand, the line-up features a £1 PMP as a permanent price change to align with competitor pricing in the 500ml category.

“By repositioning Juic’d at £1, we are enabling retailers to attract more customers, drive higher sales volumes, maintain

View from HQ

Ayaz Alam, commercial director, Nisa

“Price-marked packs are absolutely crucial for us: be under no illusion of that, especially in the cost-of-living crisis, which is still happening.

“Our customers are telling us that they need value and perceived value for their shoppers so the pursuit of pricemarked packs is still at the top of the agenda and will continue to be – in the right areas.

“Our shoppers and our customers [Nisa retailers] tell us that they love price-marked packs because it saves them time and money, and it gives them a value push.”

healthy profit margins and build strong customer loyalty, all while staying competitive to the market,” says Adrian Hipkiss, commercial director.

Red Bull launched its Red Bull Summer Edition Curuba Elderflower in a 250ml £1.55 PMP, anticipating strong sales from the added appeal of the PMP in convenience.

“Price-marked packs are a key way of helping shoppers to navigate the soft drinks aisle in convenience, where 35% of soft drinks are bought on impulse and shoppers are accustomed to seeing price-marked packs in store (Lumina),” says a Red Bull spokesperson.

“For those concerned with margin, Red Bull is the No.1 energy drink, selling more units than any other brand in the category, presenting a compelling proposition to help drive price-marked packs sales value.”

Red Bull Energy Drink 250ml is the bestselling price-marked pack SKU in sports and energy, worth £71 million. Red Bull Energy Drink 355ml is the fastest-growing PMP SKU in sports and energy at 21%, with 473ml also seeing fast growth of 18% (Nielsen).

The supplier launched an impulse-exclusive mixed fourpack to further boost summer sales, comprising Red Bull Energy Drink, Red Edition, Tropical Edition and Blue Edition. This comes in a £5.35 PMP.

“With the increased demand for flavours and the growth of multipacks, this new variety pack should provide an essential trade-up option for convenience shoppers and drive incremental value to the category,” says the spokesperson.

*Our fastest selling launch of 2023 is now in PMP!

Last month also saw the introduction of Grace Foods UK’s Mighty Malt drink 99p PMP. The malt drink is enriched with vitamin B6, biotin and vitamin B12, offering an alternative to regular soft and alcoholic drinks.

“We are in a very value-driven market at the moment for many different reasons, and PMPs are a way of us being able to give our customers value for money,” says Dorota Dziedzic, brand manager.

“We know how important PMPs are to independent retailers, as it demonstrates to their customers that they can offer them market-leading brands at a good price. Also, launching PMPs on our Grace ‘Say Aloe’ aloe vera drinks range has proved to be very successful, which prompted us to look at our other drinks ranges and how PMPs could benefit them, our customers and independent retailers.”

‘We are in a very value-driven market at the moment for many different reasons, and PMPs are a way of us being able to give our customers value for money’

Dorota Dziedzic, brand manager, Grace Foods UK

Britvic ensures that price-marked options are widely available through its portfolio, catering to a variety of shopper missions. “Stocking PMPs can signal to shoppers that retailers understand the current market challenges and are providing affordable options for consumers. In turn, this is a great way to drive further sales opportunities in the soft drinks category, given the current landscape,” says Ben Parker, GB retail commercial director.

“Retailers can meet shopper needs and demands by stocking popular brands in a variety of price-marked formats, catering to different occasions such as food to go and big night in, and signposting value to shoppers.”

The supplier’s PMP offering includes ontrend flavoured carbonates such as the Tango Mango 500ml PMP, premium cordials such as the Fruit Creations 750ml range, and flavoured energy brand Rockstar No Sugar variants.

“Retailers should cover the following eight macro categories to help shoppers navigate chillers: carbonates, sports & energy, water, juice drinks & iced tea, kids, health & wellness, dairy & protein, and iced coffee. Including PMPs across these categories is key, too,” Parker advises.

Summer soft drinks sales are typically encouraging, and Barr Soft Drinks is capitalising on the opportunities with a

limited-edition KA Karnival Twist. The sparkling coconut & lime flavour soft drink is available from this month in a 500ml £1 PMP.

“Carnival season is a massive opportunity for soft drink retailers, with more than two million people joining the celebrations and sales of Afro Caribbean drinks more than doubling during carnival weeks (Circana),” points out Jonathan Kemp, commercial director.

“KA is synonymous with a taste of the Caribbean and is a must-stock brand during carnival season, when it delivers double the sales of competitors. The added limited-edition aspect will really excite new shoppers, as well as our loyal consumer base. We’re advising retailers to stock up and ensure availability throughout peak summer months.”

Further limited-edition activity comes from Suntory, which has launched a £1 PMP across the full 500ml Ribena RTD range until October.

“At a time when shoppers are continuing to seek value from brands, Ribena’s new pricemarked pack is set to meet this need and is a great proposition for retailers and shoppers alike,” says Aurelie Patterson, head of Ribena. “With Ribena’s strong brand performance, we’re delighted to be launching this format across several of our flavour variants.

The £1 PMP will feature on Blackcurrant, Blackcurrant No Added Sugar, Pineapple & Passion Fruit, Strawberry, Very Berry, and Mango & Lime variants. Supporting PoS materials and in-store activations are available for retailers.

KP Snacks highlights the consumer popularity of its £1.25 PMP range, which is a big presence in the crisps, snacks & nuts category. “£1.25 PMPs are a key format for independent and symbol stores to focus on, accounting for 50% of crisps, snacks, nuts and popcorn sales,” says Matt Collins, sales director. “£1.25 PMPs are worth £321.8 million within the category and are growing in value at 15.5%. Eighteen of the top 20 best-selling SKUs are £1.25 PMPs and of those, six are KP Snacks brands (Nielsen).”

The manufacturer’s PMP range also incorporates products in the HFSS-compliant healthier snacking segment, such as its Popchips brand. “Up 5.5% in the last year, healthier snacking is a key focus for retailers. Popchips PMPs are must-stocks for catering to the growing health trend as a beacon ‘better for you’ brand,” Collins adds. “Worth £47.1 million, Popchips are a delicious permissible snack.”

Tayto Group remains steadfast in its £1 PMP commitment for its Golden Wonder brand, and sales figures suggest that this has been a popular move. “Our commitment to putting consumers and retailers first means Golden Wonder £1 PMPs are growing at 21% (Circana). Independent retailers succeed by being local and offering great value for money. Having a solid range of £1 sharing snacks will boost big night in sales,” says Matt Smith, marketing director.

“Sharing PMPs are now the dominant part of the market, making up 61% of all snacks sales, with Golden Wonder outperforming sharing PMPs at 21% versus 6% (Circana).”

‘Independent retailers succeed by being local and offering great value for money. Having a solid range of £1 sharing snacks will boost big night in sales’

Matt Smith, marketing director, Tayto Group

The manufacturer recommends that retailers group by price point rather than brand or product, making it simple for shoppers to make quick decisions about what to buy.

“Independent retailers’ biggest challenge is demonstrating to shoppers that they are offering as good value as the mults. In snacks, PMPs are the proven solution,” insists Smith. “Value for money is one of the top three reasons for purchase in snacks, with over 90% agreeing value for money is important (Norstat). PMPs give shoppers confidence that they are not being ripped off.”

A recent addition to Tayto’s PMP range is Chilli & Lime Transform-A-Snack, which comes in a 56g format, pricemarked at £1.25. The product is designed to tap into the trend for more sophisticated hot and spicy snacks. The Transform-A-Snack £1 PMP range is in 40% growth (Circana).

Link Snacks International has utilised the multibuy mechanic to offer a further perception of value to shoppers. “Demand for PMPs has always been high and Peperami

PMPs are very effective at generating sales. New PMP £1.25 flashed ‘2 for £2’ on Peperami sticks offer good value compared to standard sticks, driving value and return on sales,” says Shaun Whelan, convenience/wholesale and out-ofhome controller.

“PMPs offer a point of difference for independent retailers. Many PMPs have been specifically designed to fit in with the shopper needs of the independent sector.”

Recent NPD from the supplier includes BBQ 28g, in packs of 20, featuring the £1.25/2 for £2 mechanic. “We ensure

PMPs and confectionery at Hancocks

“Customers love PMPs because they offer great value for money. Cash-strapped customers appreciate the consistent and guaranteed prices,” reports Kathryn Hague, head of marketing at Hancocks.

“When it comes to PMPs, impulsive lines tend to perform the best. One of our most loved impulse lines are our Bonds price-marked sweet bags. Their clearly marked and affordable prices are what makes them appealing to customers.”

The bags are marked at £1.25, and variants include favourites like Fruit Pastilles, Jelly Beans, Giant Strawbs, Chocolate Peanuts, Midget Gems, Fruit Jellies and Chocolate Honeycomb.

The newest PMP products from Bonds are the Kids Sweet Bags, which retail at 50p each. “Younger customers love these tasty pick ’n’ mix sweets with pocket money prices,” says Hague.

She adds: “It’s always important to merchandise PMPs with clear signage. Using displays and having attractive PoS will also help to show their value in store. It’s also worth stocking up on a wide variety of products. This will ensure that customers have a large selection to choose from.”

PMP ranges are driving growth in the crisps, snacks and nuts category, particularly in sharing formats, and suppliers are using strategies such as the £1 price point and multibuy promotions to encourage further sales in this impulse-led segment.

the UK’s

bakery brand

retailers experience an increase in sales with PMP** out of

that our Peperami PMP products are affordable for convenience retailers by supporting them with promotions and case sizes to keep the price points at the recommended retail prices,” Whelan adds.

A new brand for the UK, with a PMP in the range, is Cheez-It, from Kellanova. The brand already has a strong presence in the USA and is expected to replicate this success in the UK. The initial flavours are Cheese & Chilli and Double Cheese, with a 65g PMP available.

An £18 million media investment begins in September, including TV and radio advertising, out-of-home activity, sampling, PR and social media.

“We believe that, by launching a large-scale NPD that delivers on taste, we can provide more choice to shoppers, help increase their repertoire and drive overall category growth. That’s why we believe Cheez-it offers retailers of all sizes a compelling, differentiated product that will be backed by a heavyweight marketing plan,” says Chris Silcock, UK&I managing director.

“While this is a new product and brand here in the UK, the trade can have confidence in Cheez-It – it’s a billion-dollar brand in America (Nielsen).”

Biscuit giant pladis has added more NPD to its McVitie’s Digestives line-up. The latest variant is McVitie’s Gold Digestives, which roll out to independent retailers with a channel-exclusive £1.99 PMP.

“An overwhelming 96% of 18-35 year olds have already expressed intent to purchase McVitie’s Gold Digestives, clearly signalling the opportunity for retailers,” says James King, marketing director.

This is the first co-branded addition to the McVitie’s Digestives range and is building on the success of the McVitie’s Gold Billions Wafer that was launched last year. “We’ve got a great track record when it comes to innovation for both McVitie’s Gold and McVitie’s Digestives, and we have an established, passionate fanbase who have been petitioning for this launch,” King adds.

Mondelez International has unveiled a new PMP for Cadbury Brunch Choc Chip, the No.1 healthier biscuit SKU (Nielsen). The new line is price-marked at £1.39 for a pack of 5 x 28g bars to drive brand visibility and communicate value to price-conscious shoppers.

PMP sales are currently outperforming standard pack sales in the independents and symbols channel (Nielsen), so Mondelez expects this new format from Cadbury Brunch to

Retailer viewpoint

Sue Nithyanandan, owner of Costcutter Epsom

What is your opinion of pricemarked packs? Do they boost your sales and provide you with enough margin?

Price-marked packs work well in the convenience sector, especially for independents, as the customer is very confident about the pricing. However, if the margins are squeezed, many retailers would opt out because of profit considerations. We are working with our suppliers, such as soft drink manufacturers, who are aware of this and are helping us to find ways to ensure better margins.

In which product categories do price-marked packs work best?

Surprisingly, we have recently changed most of the highturnover spirit brands to price-marked pack variants and the uplift has been more than 50%.

Have there been any product launches in price-marked packs recently that have sold particularly well in your store?

At our store we recently launched the brand Hell Energy in price-marked packs and the sales have been very encouraging in both energy and chilled coffee.

Would you like to see more price-marked packs in any categories?

We would like to see more price-marked packs in frozen products, as these are very popular with our customers.

help retailers attract new shoppers and boost sales.

Choc Chip is the No.1 Cadbury Brunch flavour, which is up by 172% in the independents and symbols channel, and the new PMP will make this bestseller stand out even more on shelf with its clear and striking price point.

Bethany Wenn, brand manager for Cadbury Brunch, says: “The healthier biscuits segment is seeing significant growth in the independents and symbols channel at the moment, and we know that 81% of shoppers have a value-led attitude when it comes to their purchases (Lumina), making Cadbury Brunch Choc Chip’s new price-marked pack a great proposition for retailers and shoppers alike.”

AI enhances user experience

From chatbots to ChatGPT, AI tools are becoming the norm, and businesses already embracing the power of AI are achieving more streamlined operations, reports Oporteo.

In the competitive landscape of food and drink wholesale, it is more important than ever for businesses to ensure they provide a consistent, personalised and efficient customer experience across all touchpoints. For wholesalers, this includes customer interactions through online stores, mobile apps, sales representatives and other contact points.

Helping wholesalers achieve these unified customer experiences is artificial intelligence (AI). Dave Shield, solutions architect at Oporteo, explains how AI is impacting the wholesale industry, particularly in the realm of customer experience, and why wholesalers should harness its potential.

Personalising the path to purchase

Adapting swiftly to changing customer needs and market trends in real-time is essential. According to Shield, using platforms with AI capabilities is vital to achieving this.

“One of the most important powers of AI is its ability to provide data-driven insights into customer behaviours, preferences and order history at scale,” he says. “This enables businesses to create a personalised experience more easily across all touchpoints, whether it’s tailored product recommendations or cross-selling and upselling.”

Personalisation is crucial for optimising the customer experience by providing relevant and tailored content. It fosters stronger emotional connections, increases customer engagement and loyalty, and drives higher conversion rates by targeting the right audience at the right time with the right marketing, Shield points out.

Oporteo has utilised AI technology in various ways across its platform to help wholesalers improve personalisation. This includes AI-driven pricing mechanisms. “This allows businesses to create customer-specific pricing, discounts and promotional models,” says Shield. “As Oporteo is designed for food and drink wholesalers in particular, it also supports wholesale quantity mechanisms, such as case and splits.”

Optimising the user experience

Platforms with integrated AI capabilities improve not only the customer experience through personalisation, but also efficiency. “Wholesale customers are busy, so you need to make it as quick and easy for them to find what they need,” advises Shield. “AI-powered search functionality is one way you can support this.”

AI-powered search enhances the search experience, making it more intuitive, efficient and effective. “It incorporates various AI techniques to understand user intent, provide more accurate results, and offer relevant search experiences,” he explains.

Similarly, AI-powered visual search allows customers to upload images of products they seek. The system then identifies and displays matching or similar products from the inventory, simplifying the search process.

Streamlining operations for positive customer fulfilment

AI-driven solutions also play an essential role in optimising business efficiency, ultimately optimising the customer experience. “The volume of data that AI tools can analyse means that predicting demand based on historical data, market trends and other variables reduces the risk of overstocking or stockouts, ensuring that products are available when customers need them,” says Shield.

Automating administrative tasks such as invoicing, order processing, and data entry can also speed up tasks and reduce errors. This provides an overall smoother fulfilment process.

Challenges

in

AI adoption

While the potential benefits of AI in wholesale are undeniable, its successful adoption is not without challenges. “AI algorithms rely on accurate and comprehensive data to deliver meaningful insights and customer experience,” explains Shield. “Incomplete data sets spread across various legacy systems and departments can limit its effectiveness.”

Therefore, before AI can be capitalised on, Shield recommends that businesses upgrade to a digital-first platform. “Wholesalers need to ensure their systems and software are compatible with modern AI technologies and that their underlying IT infrastructure can handle increased data processing and storage requirements,” he says.

What the future holds for AI in wholesale

According to Oporteo, AI holds tremendous promise for wholesalers across various functions. From demand forecasting and inventory optimisation to supply chain management and customer service, AI has the potential to revolutionise traditional processes and drive efficiency like never before.

Shield adds: “Emerging AI technologies, such as machine learning and natural language processing, hold the potential to enhance customer experiences further and streamline operations. Moreover, as AI becomes more accessible and affordable, smaller wholesalers can leverage its benefits, levelling the playing field and driving competition.”

Combat artificial unintelligence

STL’s understanding of the wholesale sector, coupled with its focus on customer service and continuous product development, makes it a valued partner for wholesalers.

Modern technology is great – until it breaks. That’s when we really notice it: when we can’t process transactions, track stock or issue invoices. And, since time really is money in the wholesale game, the sooner it’s fixed, the sooner we can focus back on trading, insists Ivan Durkin, managing director of STL Technology Solutions.

The IT world in recent years has seen many sectorspecialist IT developers gobbled up by international corporations that lack knowledge of wholesale, consolidate help desks in the cheapest call-centre nations, and bury local support teams under layers of faceless chat bots.

Durkin says: “We’re in an age where ‘Can I help you?’ has never felt so artificially un-intelligent.’” He’s determined to buck the trend, with three strategic policies.

Firstly, STL’s UK and human-based customer support team is the ‘incubator’ for all new recruits, giving them a thorough grounding in not only STL technology but also its customers’ day-to-day challenges before progressing their careers in other departments. What’s more, the entire support team regularly participates in site visits to ensure they never lose sight of how vital STL solutions are in high-pressure, realworld environments.

Ivan Durkin: ‘We’re in an age where ‘Can I help you?’ has never felt so artificially un-intelligent.’

Guy Swindell, Parfetts’ joint managing director, comments: “With its uniquely deep understanding of the wholesale sector, advanced solutions and continuous investment in services, STL has become a valued strategic partner.”

Secondly, STL has freed up local human support time by using a transparent ticketing system which enables customers to request help at any time, from any device. After logging an issue, they are automatically assigned a unique customer ID and a named customer service contact – a real person based in the UK – who will call within 30 minutes, then provide regular updates until the problem is resolved.

Thirdly, STL’s IT director Mark Vasey is working closely with the company’s new head of software development, Steve Fowler (formerly of Merlin, now Aptean), and highly experienced software consultant, Martin Beatty, previously technical director of Sanderson (also now Aptean). Together, they have significantly influenced the development of wholesale systems over the last 30 years and are now focused on further evolving IT products and services specifically for cash & carry, delivered wholesale and foodservice operators.

This has already significantly streamlined the process for migrating data from an old system to the STL Evo wholesale management solution, minimising the disruption to trading that’s been traditionally associated with IT upgrades.

Steve Ainger, managing director at First Choice, is another senior wholesale executive that has expressed his delight at STL’s service: “The idea of moving our operation to a new IT platform was daunting. But, with STL’s knowledge and can-do attitude, we completed in just four weeks.”

To further accelerate its service-led strategy, STL has appointed Clive Mallender as sales director. He previously spent 26 years at Merlin Business Software, the last 15 as managing director, and exited immediately following its acquisition by Aptean.

As well as driving new business at STL, he will engage with wholesalers and help ensure its solutions and services align with their needs.

He says: “Taking care of your customers is critical to any sales success. They’ll only commit if they trust that you’ll make their lives easier and help them achieve their business goals. What they want is very reasonable: a high quality, dependable service that represents good value for money; access to knowledgeable people who make time to talk to them and give the required advice, guidance or solution; and software that’s not only relevant to their business today but is continually developed and refined to incorporate the latest technological capabilities needed to carry them into the future.”

Three months in, Mallender adds: “It’s so refreshing to find a business that actually runs on these principles. Maybe it’s because STL is UK-based and independent, but its leaders walk their talk. There is genuine care and focus on the needs of both customers and employees. The whole team stays close to industry trends. They plan for continuous development of their products and people, and they take a common-sense approach to providing a quality service that customers clearly appreciate.”

STL prides itself on its UK and human-based support team.

‘We’ve

Mark Vasey

Steve Fowler

Beatty

Left to right: Mark Vasey, Martin Beatty and Steve Fowler

*Depending on contract & excluding Christmas Day/New Year’s Day.

Embracing innovation

The world of wholesale and route-to-market retail/foodservice is ever evolving, with technology playing a pivotal role in streamlining operations and driving growth, says TWC.

The mission statement of TWC Group is ‘Harnessing Data, Empowering Wholesale, Foodservice and Convenience’. The company works exclusively in the wholesale channel and its objectives are to help the wholesale channel grow, for it to reach its full potential, and for wholesalers to use data in the same way retail multiples have been doing for the last 30 years.

More wholesalers join a data journey with TWC Group

Over 75 wholesalers, and 155 suppliers, now use TWC’s data reporting solutions. Wholesalers that have recently moved to its SmartView reporting solution include James Hall & Co, SPAR, Sugro, Cotswold Fayre and Fairway Foodservice, while existing wholesaler partners have evolved and widened their data reporting scope – for example, CJ Lang/SPAR Scotland launched IndyTrack at the turn of the year (a dedicated online portal for SPAR Scotland’s independent retailers to view their sales performance versus their peers).

Other examples are United Wholesale (Scotland) and Sugro, which are now adding online orders to their reporting platform in partnership with TWC – allowing suppliers to track and compare online and in-depot purchasing.

Enhanced platform functionality

TWC continues to increase the functionality of its reporting software with the introduction of things like ‘best sellers’ pages as well as an easy-to-use search function.

A popular option on its dashboards is its Key Facts reports, which mean users don’t even have to log in to see sales performance; they can customise volume and value reports by category, supplier, brand, product and/or member, and this is emailed automatically on a weekly basis.

SmartView Convenience – TWC Group’s market read for independent convenience stores

TWC is delighted to partner with In Touch Group for this initiative. TWC has carefully selected 5,500 stores from ITG’s total sample of 12,500 stores to create a truly reflective read of the GB independent/wholesaler supplied convenience store market.

The platform’s ability to deliver comprehensive market data and insights has attracted Unitas and several suppliers, including Red Bull, Nestlé, Aston Manor and Intercontinental Brands (ICB) Ltd, to sign up to the service.

SmartView Convenience’s data capabilities enable clients to monitor sales trends, track competitor activities, and identify growth opportunities.

Artificial Intelligence – a force for good in business

Tanya Pepin, founder and MD of TWC, was a keynote speaker at ‘The Destination 25’ wholesale conference in January. Her presentation, entitled ‘Artificial Intelligence – a force for good

in business’, has been turned into a white paper and is available to download at TWC’s website (www.twcgroup.net).

TWC is trialling machine learning on data quality management, providing consistent data cleansing for clients. TWC works with some of the most challenging data sets in the industry. Aggregating product data for most of the buying groups means that data cleansing is a key component in its product offering. Applying fuzzy logic and machine learning to its product data will speed up reporting times and enhance accuracy as it rolls out this new functionality.

In addition, TWC is testing AI-driven insights and automated reporting for clients, enhancing their ability to make informed decisions quickly without even having to log in to its platforms.

The road ahead

A key area of focus for TWC for the rest of the year alongside its sales reporting solutions is building its research and insight consulting division. In the last six months it has undertaken custom research projects for a high street beauty brand as well as a leading foodservice supplier. “They chose TWC because we understood their route-to-market strategy as well as their product portfolio which meant we could execute the research faster than many and because we could overlay sales performance data onto the research results,” Pepin explains.

“By staying at the forefront of technology, TWC is not only supporting our clients’ success but also shaping the future of the wholesale, foodservice and convenience sectors. Our relentless pursuit of innovation ensures that we remain a trusted partner for wholesalers and suppliers navigating the complexities of today’s market.”

Tanya Pepin: ‘Our relentless pursuit of innovation ensures we remain a trusted partner for wholesalers and suppliers.’

Shoppers feel ready to drink

This summer, full of sporting occasions and festivals, is a huge opportunity for wholesalers and convenience retailers to capitalise on consumer thirst for the alcoholic RTD category.

The ready-to-drink category is one that is booming since its lockdown moment. Suppliers are taking note of the sales opportunities available and challenger brands are appearing alongside established favourites. High-end and sophisticated options are available to expand category appeal beyond the traditional budgetfriendly, student-focused target market, and a continuing consumer attraction to off-trade social gatherings points to a profitable summer.

US brand Four Loko was introduced to the UK in 2021 and has gained strong sales with distributor Red Star Brands, thanks to a target market of millennials and Gen Z consumers looking for a creative pre-mixed drink.

‘The convenience sector is at the forefront of the RTD renaissance and we’re seeing new, innovative brands stealing share from the more established brands’

Clark McIlroy, marketing director, Red Star Brands

“RTDs are enjoying a major period of reinvigoration, and the forecast for them is extremely exciting, with particular emphasis on at-home occasions and the linked opportunity to drive sales,” says Clark McIlroy, managing director of Red Star Brands. “The convenience sector is at the forefront of the RTD renaissance and we’re seeing new, innovative brands stealing share from the more established brands.”

The vodka-based, caffeine-free range has nine variants –White, Strawberry Lemonade, Tropical, Blue, Fruit Punch, Gold, Sour Blue Razz, Sour Apple and Dark Berry Burst – in

440ml cans. Summer marketing activity includes sponsorship of three major UK festivals – Parklife, TRNSMT and Leeds – as part of a £1.5 million activity.

“There’s no doubt that RTD brands like Four Loko come into their own in summer as they provide a convenient way to enjoy parties, BBQs and festivals,” McIlroy adds. “Summer is definitely all about canned convenience.”

Red Star Brands advises cash & carries to create excitement around brands and ensure that upcoming launches are flagged to increase demand. Websites should be up to date and clearly communicate best-sellers, NPD and promotions to customers. Also, wholesalers must allow for the agile nature of convenience by facilitating changing needs and using category data to refresh ranges. “Within convenience, RTD growth sales by value are up by 20.7% over the last year (IRI), and this offers cash & carry operators some great opportunities to maximise sales,” concludes McIlroy.

Global Brands has added a new flavour to its VK line-up after a consumer activation to find a new favourite.

VK Apple & Blackcurrant is available for the summer after receiving more than 40% of the final vote. “Our latest NPD not only complements the classic VK range, but also aligns with evolving flavour preferences among Gen Z drinkers,” says Holly Bolus, senior brand manager for VK.

Diageo has introduced a range of bottled multi-serve RTD cocktails from three of its leading brands. The Cocktail Collection has performed strongly after a March launch and will benefit from further brand awareness with a £2.5 million marketing campaign across TV, digital platforms and social media, along with sampling.

Johnnie Walker Old Fashioned cocktail, Tanqueray Negroni cocktail and Ciroc Cosmopolitan cocktail are available in 500ml bottles and 100ml cans.

“We have been bowled over by the response so far, and the success of the collection truly demonstrates the vibrancy of the premium cocktail and RTD trends,” says Nin Taank, RTD marketing manager.

SHS Drinks has renewed its summer partnership with the ITV series Love Island for its WKD brand. “With a striking new flavour, high-profile on-screen presence and a £10,000 cash prize up for grabs, we’ve taken our relationship with Love Island to the next level this year. Depots should stock up and give prominence to WKD in order to reap the benefits,” says Alison Gray, head of brand – WKD.

“Summer is a really key season for RTD sales, and cash & carries and wholesalers can maximise uplifts by prominently featuring the category leader.”

Product placement activity includes showcasing 0.0% abv WKD Blue within programme content. SHS Drinks has also introduced WKD Purple Grape as a limited-edition variant. In addition, there is an on-pack promotion running across WKD Blue 10 x 250ml and 4 x 250ml can multipacks offering the chance to win £10,000 or one of ten thousand prizes of co-branded WKD Love Island merchandise.

There is also a striking co-branded label featured on 700ml bottles of WKD Orange & Passionfruit and flagship product WKD Blue. These, along with the 700ml WKD Purple Grape, have the added attraction of a price-marked format. “The three Love Island liveried standard bottles will also be available in £3.79 PMP and included in our popular ‘two for £6.50’ deal running across the full WKD 700ml range this summer,” says Gray.

Promotional materials include 80 depot display kits comprising pallet wraps, bollard covers, stacker units and aisle fins, and for retailers there are off-shelf displays and supporting PoS material.

“With Love Island on TV screens right across the summer,

depots are set to make the most of WKD’s continued partnership with the hit series – we’re taking our successful association one step further this year by making cameo appearances within the programme itself,” Gray explains.

Another entertainment partnership boosting the category comes from Quintessential Brands The supplier has launched a Kir Royale cocktail after consumer demand for the drink soared, thanks to the Netflix series Emily in Paris. The RTD cocktail Kir Royal Chamère is available in a 250ml can, 200ml bottle and 750ml bottle. The branding highlights the partnership with Emily in Paris and ties in with the show’s aesthetic.

B-Corp RTD brand FunkinCocktails is running an on-pack promotion until the end of August. Marking the brand’s 25th anniversary, the campaign is offering prizes worth £25,000 for retailers and consumers. These include a trip to Barcelona, a Polaroid Now Gen Camera, a stocked mini fridge and a £100 supermarket voucher.

“Our range continues to lead the charge across the off-trade, and the launch of our biggest on-pack promotion to date presents another chance for retailers to further their cocktail sales this summer,” says Ben Anderson, marketing director.

CCEP is highlighting sales opportunities for its Absolut Vodka & Sprite RTD with its ‘Planned for the Unplanned’ marketing campaign.

“70% of alcoholic RTD options are consumed within two hours of purchase, so we’re confident that tapping into the idea of unplanned moments will resonate with shoppers, as we deliver a bar-quality serve in a convenient format.,” says Elaine Maher, associate director, alcohol ready-todrink. “We therefore recommend that retailers ensure their RTDs are stocked up in the chiller ready for consumption; after all, ‘cold is sold’ when it comes to this category.”

PoS materials include chiller shelf trays and clip strips. There is also PR, social media and influencer activity, and the product is official bar partner at Brighton Pride next month.

More summer promotional activity comes from Kingsland Drinks, with a multi-channel marketing campaign for its Mix Up brand.

Jo Taylorson, head of marketing and product management, says: “We’re expecting a bumper sporting season this summer, especially with the Summer Olympics and Paralympics. The opportunities for depots are there to be tapped into for RTDs.”

RTD suppliers like SHS are maximising summer promotions through partnerships with high-exposure entertainment.