The Voice of Independent Retailers
Nathalie Kaur
Unstoppable hero
27th June to 24th July 2025
Volume 37 No. 966
Festival season
Chill outside
Chocs and candy
Sweet spot!
Big Interview
Imperial’s MD speaks
Navigating
Change,
Championing
Independents
– Patrick Ganguly on Imperial’s
Support Amidst Industry Shifts
35
Treasury pledges permanently
lower taxes for retail
Chocolate and Confectionery
BBQ and Summer Products
23
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4 NEWS
Leader: Keep it wholesome
Treasury pledges permanently lower taxes
for retail
‘Sweet treat economy’ booms
Family jailed for staging armed robbery at
own post office
Retail loses ‘350,000 jobs since 2015’
Mults selling super-strength cider at ‘pocket-
money prices’
Guest column: The bottle you’re missing from
your in-store booze shelf
Guest column: Rights, risks, and the reality
check independent retailers need
10 NEWS FEATURE: Going
viral, cashing In
Viral products are opening a powerful new
revenue stream for convenience retailers:
Pooja Shrivastava investigates...
12 WORLD OF WHOLESALE
A regular round-up of news and views in the
wholesale sector
13 MOVERS AND SHAKERS
Keeping up with the latest industry moves
and promotions
14 RETAIL CORNER: More
Than a Makeover
Once forgotten but now ready for the
future, this convenience store in Scotland is
rewriting the rules of local retail, discovers
Pooja Shrivastava
15 DATA CART
Your at-a-glance guide to the big issues in the sector
16 BIG INTERVIEW
Imperial Brands’ new UK MD, Patrick
Ganguly, is steering the ship through stormy
legislative waters by holding fast to tradition
and setting a steady course for the future
20 AWARD-WINNER INTERVIEW:
Nothing can stop her
Determination, resilience, talent and huge
social conscience propelled Nathalie Kaur
in her career and won here the 2024 Asian
Trader Local Hero Award
23 FEATURE: CHOCOLATE
AND CONFECTIONERY
A convenience stalwart, chocs and
confectionery stand up to the harshest
economic conditions because everybody –
adults and children alike – likes a sweet treat
35 FEATURE: BBQ AND
SUMMER PRODUCTS
The sun has come out, and so has the nation
– at least into their gardens, where a million
grills are sizzling – so make the most of these
summer sales
44 “NOT” TWITTER
The best observations and comments from
retailers (and friends) on the ground
45 MUST STOCK
The latest product news
51 FEATURE: CARNIVALS
AND FESTIVALS
From chilled cans to glitter fans, here’s how
convenience stores can turn festival footfall
into serious sales
57 FEATURE: FOOD
CUPBOARD
Ambient grocery items are the foundations
of any kitchen, providing the essential
adaptability and flavours that make impulse-
bought ingredients come alive
61 CLASSIFIED
64 GUJARATI
27th June to 24th July 2025
THE VOICE OF INDEPENDENT RETAILERS
VOLUME 37 NUMBER 966
NEWS
4 ASIAN TRADER 27 JUNE 2025
Advertising restrictions
which were previously set to
accompany the HFSS (high fat,
salt, sugar) regulations will be
delayed until January 5, 2026,
to account for changes to the
way that brands are classified
in adverts.
The Government con-
firmed that the legal require-
ment for brands to stop
advertising HFSS products
online at any time and on
television before 9pm will be
introduced in January, but
that there is a commitment
from the industry to start
complying from October this
year.
The delay is due to a change
in the rules which will allow
brands that are typically
associated with HFSS prod-
ucts to advertise other
products and commitments
like healthy eating initiatives.
Government intends to make
and lay a Statutory Instru-
ment (SI) to explicitly exempt
“brand advertising” from the
restrictions.
Examples of volume
promotions and multibuys are
“50 per cent extra free”, “buy
one get one free” and “three
for £10”. This follows the
location restrictions which
were introduced in 2022.
Government to delay HFSS
advertising restrictions
Keep it wholesome
he buzz in the national media lately has been that
“Whole milk, full-fat yoghurt and blocks of butter
are in demand as shoppers go back to basics to avoid
processed food”. Is it true? Or is a wave of sympathy
accompanying the recent return of Clarkson’s Farm? The
Netflix series highlighted how the farming sector is under
siege from a cash-strapped government with little
understanding of rural life and what it provides for the
country – to the extent that (also in the national media)
there are now warnings that “the threat to our food
supply is real”.
There was a fashion for low-fat, processed foods that
began decades ago, when heart disease was high among
middle-aged men. Dietary fats got the blame (although it
was ore probably cigarettes), and we were all told to eat
fewer and less fatty foods – a bit like we were told to buy
diesel-engine motor cars to help stop pollution. The era of
low-fat meant that foods had to be more highly processed
– to get rid of naturally-occurring fats, which were
replaced with starch – which spells sugar as far as the liver
is concerned. Instead of a heart attack the world put on a
lot of weight and developed Type 2 diabetes (but still
suffered heart attacks).
The low-fat fashion went hand in hand with pro-vege-
tarian and, later, anti-meat messaging. Eventually a wave
of UPF vegan products such as bacon rashers and sausages
filled up the chillers. There was even lab-grown meat for
those who just couldn’t handle the vape-equivalent of
beef and chicken. It all seemed to peak around the time
lockdown began, if memory serves. Certainly, the tsuna-
mi of press releases for new vegan products hit around
that time – but has since receded.
What is really sending us back to old-fashioned food is
partly economics, with the cost-of-living crisis starting to
look permanent. So, importantly, how should independ-
ent retailers prepare for this to get the maximum benefit?
The good news is that processed foods, while carrying good
margins, are not necessarily more profitable than the kinds
of locally produced, simple, wholesome items the public
seems increasingly to crave. In fact, the “back to basics”
trend comes with a “let’s go premio!” tendency, too.
Furthermore, being less processed, these whole foods are
more versatile, because they can be combined together in
healthy recipes that are becoming more popular with the
rise (or return) of scratch-cooking – partly due to people
not being able to afford eating out so often.
This recent phenomenon might turn into a virtuous
circle – promoting local sales, premium quality, and better
health, while diverting entertainment spending into
home cooking, BNI and BBQ spend – speaking of which.
The sun is out, summer is here (...) and Asian Trader this
month turns its attention to the fun part of the year, as we
fire up the barbie and have friends and family round for a
bonzer cook-out. And don’t miss our Big Interview with
Imperial Brands’ UK MD, Patrick Ganguly.
High street businesses can
expect a major overhaul of the
business rates system from April
2026, with the government
pledging to introduce perma-
nently lower tax rates for retail,
hospitality, and leisure (RHL)
properties under £500,000 in
rateable value.
Responding to a Westmin-
ster Hall debate secured by Sir
Gavin Williamson MP on 4 June,
Exchequer Secretary to the
Treasury James Murray said the
Government is “protecting the
high street by transforming the
business rates system so that it
supports investment and is fit for
the 21st century.”
Under the new system,
businesses with rateable values
below £500,000 will benefit from
two new RHL multipliers,
mirroring the existing small
business and standard multipliers,
without a cash cap.
The new small business RHL
multiplier will apply to proper-
ties with rateable values below
£51,000, and the new standard
RHL multiplier will apply to
properties with rateable values
of £51,000 and above, and
below £500,000.
Murray told MPs that the
government intend to introduce
permanently lower tax rates from
2026-27, as announced at last
year’s autumn Budget, adding,
“That will give much needed
certainty and support to the high
street, improving investment and
growth in places across England.”
The lower multipliers will be
paid for by introducing a higher
rate for properties with rateable
values of £500,000 and above,
many of which are large online
distribution centres. “Those
properties represent less than 1
per cent of all properties, but
include the majority of large
distribution warehouses,
including those used by the online
giants,” Murray noted.
Promise for high street businesses in rates overhaul
Treasury pledges permanently
lower taxes for retail
NEWS
27 JUNE 2025 ASIAN TRADER 5
Leading vape retailer
VPZ said it has written
to both the UK and
Scottish health
secretaries to request
urgent talks.
VPZ alleged that
retailers across the UK
continue to sell
banned single-use
disposable vapes,
despite the govern-
ment legislation that came
into force on 1 June.
In the letter, the vaping
specialist expressed deep
concern that non-compliant,
and high-capacity disposable
vapes remain widely
available, noting that this is
undermining public health
efforts, fuelling youth
vaping, and the environmen-
tal impact.
The legislation was
introduced to remove these
devices from the market
- particularly those that
appeal to youths through
colourful branding and high
nicotine levels.
However, VPZ
said it has
identified dozens
of retailers across
the UK still
selling the
banned products,
raising serious
questions about
enforcement and
regulatory
oversight.
“We are now past
the government’s own
deadline, and yet these
banned products are
still being sold openly
in shops across the
UK,” Jamie Strachan,
operations director at
VPZ, said.
VPZ claimed that
independent retailers
are taking advantage of £200
fines and reiterated their call
for the fines to start at
£10,000.
Disposable vape sales persist
post-ban, VPZ says
The bottle you’re missing
The bottle you’re missing
from your in-store booze
from your in-store booze
shelf
shelf
Nick Gillett is
Co-founder and
Managing
Director of
successful spirits
distributor
Mangrove Global, as well as an
industry expert and
commentator. In his column for
this issue, Nick reminds us of
what a delicious and versatile
liquid Vermouth is – and
explains why it’s worth
stocking
It’s a real workhorse for at-home
cocktail making; a delicious choice for
many cool, cultured customers; and I
can guarantee many of you are missing
it from your in-store booze selection.
It’s Vermouth. Hundreds of years old,
and a key ingredient of Martinis,
Negronis, and Manhattans, this
fabulous, fortified wine is once again
having a moment in the on-trade, and
we’re now seeing consumers get in on
the action too.
You see, as well as being a key
cocktail ingredient, Vermouth is great
when paired with a simple mixer like
soda and has a flavour profile similar to
the liqueurs often used in spritzes.
That’s part of its new-found appeal, as
is the fact it’s a lower-ABV option and
caters to customers practicing
moderation.
So, how do you go about choosing
the right Vermouth for your shelf?
With hundreds of years of history
behind it, you want to look for a spirit
that’s imbued with provenance.
Brands like Dolin are distilled in the
region where it all began, right at the
foot of the Alpine hills, at the
French-Italian border. Look for one
from this region and choose a brand
that has protections in place that
guard the traditional ingredients and
processes of distillation – because
making Vermouth truly is an artform.
To master the sale, provide a bit of
education around the spirit, and
suggest a serve or two for customers
to enjoy. Yes – it’s Europe’s best kept
secret spirit, but one that wins the
hearts of drinkers as well as their
tastebuds. Give it a try!
Back-to-office culture is
fuelling a growing “sweet
treat economy”, with
office workers now
spending an estimated
£57 million a week on
chocolates, according to a
recent report, thus
driving footfall and sales
across local shops, cafés,
and high street stores.
New data shows that
despite 82% of people adjust-
ing their spending habits at the
start of this year, largely due to
rising costs, office perks and
in-person work culture are
contributing to an uptick in
spending.
More than half (54%) of
workers are more likely to buy
sweet treats and snacks when
in the office compared to work-
ing from home, with 52%
treating themselves as a
reward for going into the office
and 24 per cent buying more in
the past three months.
Many Brits treat them-
selves to little indulgences
“most days” when working in
the office. The most common
treats for workers to consume
most days they work at their
desks are coffee (49%), soft
drinks (47%), sweets and
chocolates (40%) and break-
fast items (40%).
The top chocolate
bars purchased when in
the office are Cadbury
Dairy Milk (21%), KitKat
(15%), Cadbury Twirl
(10%), Kinder Bueno
(10%), and Galaxy (9%).
For many workers,
treating themselves
during office hours is
about more than just
consumption; 38% say it helps
boost their energy, 37% use it
to improve their mood, and
34% see it as an opportunity to
take a break from work.
Recognising the impor-
tance of treats in the office to
workers, up to a third of
businesses have increased
office perks and amenities,
including drinks, snacks and
even pizza.
Office workers spend £57m a week on chocolates
‘Sweet treat economy’ booms
‘Sweet treat economy’ booms
NEWS/COMMENT
NEWS
6 ASIAN TRADER 27 JUNE 2025
Five family members
involved in an elaborate
staged armed robbery at a
Post Office branch in
Hounslow have been
sentenced to a combined
total of more than 17 years in
prison.
The Met’s Flying Squad
uncovered the conspiracy
after the lead perpetrator,
Rajvinder Kahlon, cut
himself on a metal fence
whilst fleeing the scene,
leaving crucial DNA evidence
that unravelled the entire
plot.
Sukhvir Dhillon, 38, who
owned the Post Office branch
and the store it was attached to
on Brabazon Road, was
sentenced to five years’
imprisonment as the ringleader
of the scheme. His cousin
Rajvinder Kahlon, 43, who
carried out the fake robbery,
received four-and-a-half years.
Sunaver Dhillon, 68, the
sub-postmistress and mother of
Sukhvir Dhillon, was sentenced
to three years and one month,
whilst Ramandeep Dhillon, 40,
Sukhvir’s wife, received two
years and five months.
Another family member,
Mandeep Gill, 45, was sen-
tenced to two years and four
months after being found guilty
of conspiracy to pervert the
course of justice and
conspiracy to money-laun-
der.
The fraud came to light on
1 April 2024 when police
responded to reports of an
armed robbery at approxi-
mately 6:30 pm. Two women
working at the branch, later
revealed to be family
members involved in the
conspiracy, told officers they
had been threatened by a
gunman who stole £50,000
along with the branch’s
CCTV system.
However, a subsequent Post
Office audit revealed the
amount missing was around
£136,000, significantly more
than initially reported.
Analysis of phone records
revealed regular contact
between Kahlon and Sukhvir
Dhillon in the lead-up to the
incident.
Plan busted by cops finding DNA left at scene, phone records
Family jailed for staging armed
Family jailed for staging armed
robbery at own post office
robbery at own post office
The government said
it will scrap border
checks on fruit and
veg imported from
the European Union
in an early move to
ease trade ahead of its
new SPS (sanitary and
phytosanitary) deal
with the EU.
This means that
checks on medi-
um-risk fruit and vegeta-
bles (including tomatoes,
grapes, plums, cherries,
peaches, peppers, and
more) imported from the
EU will not be required –
and will therefore not be
brought into force this
summer.
In the short term,
businesses can continue
importing medium-risk
fruit and vegetables from
the EU without the prod-
ucts being subject to import
checks or associated fees.
“This government’s EU
deal will make food cheaper,
slash bureaucracy and
remove cumbersome border
controls for business-
es,” biosecurity
minister Baroness
Hayman said. “A
strengthened,
forward-looking part-
nership with the
European Union will
deliver for working
people as part of our
Plan for Change.”
The easement was
introduced during the
implementation of the new
BTOM import controls in
2024, as a temporary
measure to provide busi-
nesses time to prepare for
their implementation and
ensure a smooth flow of
essential goods across the
UK border.
Border checks on EU fruit and
veg scrapped ahead of new deal
M&S to open 12 new
M&S to open 12 new
Food stores
Food stores
The chain announced investment in
12 brand new food stores, some with
over 20,000 sq ft of trading space,
on former Homebase sites across
England, creating over 550 new
jobs.
The retailer termed the
development as a “significant step
forward” in its store rotation and
renewal programme, and a “key
strand” in the business’s transfor-
mation as it reshapes for growth.
M&S aims to create 420 bigger,
fresher Food stores and a more
productive group of 180 full line
stores, with half in the renewal
format by 2027/28.
Appleby Westward
Appleby Westward
Group to be sold
Group to be sold
South Africa’s SPAR Group is said to
be considering selling its UK
business, Appleby Westward Group
(AWG), to an unnamed, UK-based
buyer with strong regional
experience in the South-West.
AWG, which services SPAR
stores in South-West England,
contributes £250m to the group’s
turnover.
The potential buyer, which SPAR
did not name, was “well positioned
to develop and grow AWG in
South-West England,” it said.
The group, which owns several
country licences of the Dutch SPAR
group, has been trimming its
international operations to
“maximize return on capital
allocated”.
Co-op, Royal Mail roll
Co-op, Royal Mail roll
out parcel lockers
out parcel lockers
Co-op and Royal Mail have signed a
partnership to roll out parcel lockers
at the convenience retailer’s stores.
The first ones will launch in summer,
with plans for lockers at 100 stores.
The lockers will allow people to
drop off pre-labelled Royal Mail
parcels and returns 24/7. Collection
will also be available at the lockers
soon.
The lockers provide label
printing, meaning customers only
pay for postage online and print the
label by scanning a QR code at the
locker, or request a QR code for
returns.
NEWS
27 JUNE 2025 ASIAN TRADER 7
NEWS
Tilda launches
Tilda launches
new sales app
new sales app
Software business, Adventoris, has
successfully launched a B2B sales app
for household food brand, Tilda Rice
– the first UK rice company to be B
Corp certified – which one of its trade
partners called “revolutionary”.
The app, on the SwiftCloud
platform, allows Tilda’s wholesale and
independent trade partners to place
orders 24/7, browse products,
contact the company and access
technical information whenever it is
convenient for them on a fully
branded and customised platform.
This system replaces Tilda’s previous
manual order capturing process with
the aim to drive efficiencies.
Greencore agrees
Greencore agrees
‘£1.2bn takeover’
‘£1.2bn takeover’
of rival Bakkavor
of rival Bakkavor
Food-to-go giant Greencore
announced that it agreed the terms of
a recommended £1.2 billion takeover
deal for rival Bakkavor in a move that
will create a food-to-go giant with
around 30,500 staff. Greencore will
pay £2 a share for Bakkavor, which it
said is a 3% premium on Bakkavor’s
closing share price on March 13.
The tie-up – structured as a reverse
takeover – will form a combined food
group with annual sales of about £4 bil-
lion which supplies many of the UK’s
biggest supermarkets and retailers.
Leverhulme Trust
Leverhulme Trust
bursaries for retail
bursaries for retail
workers
workers
The Leverhulme Trade Charities Trust
(LTCT), which provides financial aid for
the families of those working in
convenience, has announced
postgraduate bursary applications
open for 2025/2026 - running until 1
September.
The scheme is open to students on
postgraduate courses, whose parent,
carer, spouse is employed in an eligible
profession, such as convenience
retailer, supermarket store worker, or
pharmacy technician. Students can
apply to receive up to £5,000.
The opportunity is also open to
anyone already working in these
industries who wants to fund their own
study.
When employment lawyers
start using phrases like
“tectonic shift” and “genera-
tional changes,” it’s time for
independent retailers to sit up
and take notice. We’re facing
the most significant transfor-
mation of employment law in
decades.
John Jones, who runs Philip
Morris & Son in Hereford, put it
bluntly: “It ultimately comes
down to the viability of
businesses.”
When you’re already
grappling with increased
business rates, rising national
minimum wage, and the
everyday pressures of running
an independent shop, the last
thing you need is a maze of new
employment regulations to
trip you up.
Consider the practical
reality. Day one dismissal rights
mean that hiring mistake you
made – and we’ve all made
them – becomes exponentially
more difficult to rectify. The
probationary period that once
gave you breathing space to
assess whether someone fits
your team? That safety net is
being fundamentally altered.
Then there’s the sick pay
changes. From day one,
employees will be entitled to
statutory sick pay, with those
on lower earnings receiving
80% of their wages.
But here’s what concerns
me most – the sheer volume of
changes hitting simultaneous-
ly. It’s not just dismissal rights
and sick pay but enhanced
harassment prevention duties,
parental leave modifications,
zero hours contract reforms,
and flexible working adjust-
ments. For small businesses
without HR departments, this
represents hundreds of hours
of work just to ensure compli-
ance.
The timing couldn’t be
worse. Independent retailers
are already stretched thin, and
now they’re being asked to
become employment law
experts overnight.
However, the government
has recognised the scale of
these changes and is imple-
menting them in phases, with
most taking effect in 2026,
which gives us a window.
Bira has been actively
engaging with the Department
for Business throughout the
consultation process. We’re
not alone in raising concerns;
virtually every sector is
highlighting the potential
unintended consequences. But
we need your voices too.
This is where every
independent retailer can make
a difference. Contact your local
MP. Explain how these changes
will affect your business, your
ability to employ people, and
your contribution to the local
community. We’ve already
seen the government reconsid-
er policies based on feedback
from constituents - the winter
fuel payment debate proved
that local pressure matters.
Start reviewing your
current employment practices
now. Strengthen your recruit-
ment processes – choosing the
right person becomes crucial
when dismissal becomes more
complex. Document
everything carefully, especial-
ly during probationary
periods. Consider how you’ll
handle the new sick pay
requirements.
If you’re a Bira member, our
legal helpline with Worknest
(0345 4500937) can provide
specific guidance tailored to
your situation.
In his regular column, Bira CEO Andrew Goodacre Looks at the
impact of ‘seismic’ changes upcoming in employment laws
Rights, risks, and the
Rights, risks, and the
reality check independent
reality check independent
retailers need
retailers need
By Andrew
Goodacre, CEO
of Bira (British
Independent
Retailers
Association)
NEWS
8 ASIAN TRADER 27 JUNE 2025
Over 350,000 retail jobs
have been lost over the last
nine years, reveals a recent
report, laying bare the
threats to retail employ-
ment allegedly due to
soaring employment costs,
regulatory burden, and
lack of government
support compared to other
industries.
The British Retail
Consortium said that retail
employment since 2015 has
fallen nearly ten times more
than the total number of jobs in
the steel industry, where
Government has made
repeated interventions to
prevent closures and save jobs.
While the Government has
gone out of its way to support
fishing, steel and the automo-
tive industry, retail has instead
been managing an ever-in-
creasing tax, cost and regulato-
ry burden.
The changes to employer NI
are costing the industry £2.4
billion, while increases to the
National Living Wage in April
added a further £2.7 billion.
Since April, the cost of employ-
ing an entry level full-time
worker rose by 10.3%, while the
cost of employing someone
part-time rose by 13.5%.
Retail is a source of flexible
and local jobs. Flexible,
because it offers over 1.5
million part-time
positions.
They provide
essential entry-level
jobs for those taking on
their first role and
provide vital flexibility
for those returning to
the workforce. Local,
because retail is a major
employer in almost every
parliamentary constituency,
offering jobs not just in the
major cities, but in every town
and village across the country.
A recent survey of retail HR
directors showed that 61%
believed the Bill would reduce
flexibility in job offerings (vs
23% “unchanged” and 7%
“increased”), while over half
believed it would reduce staff
numbers.
Soaring costs, policy pressures add to industry woes
Retail loses ‘350,000
Retail loses ‘350,000
jobs since 2015’
jobs since 2015’
Supermarkets have been
accused of exploiting a tax
loophole to sell cheap cider
that harms health and causes
social problems.
According to research by
Alcohol Change UK, ciders –
sometimes containing up to
7.5% alcohol – have become
cheaper or barely risen in
price, despite the cost of beer,
wine and spirits soaring.
Supermarkets such as
Tesco, Aldi and Lidl are able to
sell high-strength ciders at
“pocket money prices” by
taking advantage of a subsidy
intended to boost apple
production.
The cheapest cider Tesco
sells – Compton Orchard,
which is 4% alcohol by
volume (ABV) – now costs the
same as the supermarket’s
own-brand apple juice, at just
£1 a litre. While the apple
juice has risen 70% 2020, the
cheapest cider costs 2.4% less
now than then.
Similarly, the cost of 2l of
own-brand cider in both Lidl
and Aldi is still £1.99, even
though Lidl’s own-brand
vodka has gone up 25% more.
Ash Singleton, Alcohol
Change UK’s director of
research and public affairs,
said, “Big producers knock up
a deadly product with just
enough concentrated apple
to legally call it cider.”
Mults selling super-strength
cider at ‘pocket-money prices’
Post Office and Western
Post Office and Western
Union expand services
Union expand services
Post Office and Western Union have
announced a long-term exclusive
deal for cross-border money transfer
services at Post Office branches.
This means WU will be the sole
provider of international money
transfer services at PO branches and
will expand beyond the current
4,000 Post Office locations which
offer its services.
Post Office said the deal will
strengthen the commercial offer for
postmasters, who will also benefit
from enhanced financial incentives
for every money transfer transaction
handled in branch, building on the
uplift introduced in October 2024.
Retailer jailed for illegal
Retailer jailed for illegal
vapes, underage sales
vapes, underage sales
A Lincolnshire retailer has been
sentenced to six months in prison and
ordered to pay £11,700 in costs after a
Trading Standards investigation.
Lincolnshire Police officers seized
thousands of illegal vapes and
cigarettes in raids at Karwan Dewari
Khatab’s store in Sleaford.
In total, some 5,405 illicit
cigarettes and vapes were seized,
along with 3.45kg of hand rolling
tobacco. Some of the items were even
stashed in jigsaw boxes.
On May 29, Khatab was sentenced
for the offences at his Sleaford and
Cheltenham shops at Lincoln Crown
Court.
FEATURE
PROMOTIONAL
27 JUNE 2025 ASIAN TRADER 9
s summer approaches, many
graduates will be contemplating
their next step – whether that’s
entering the workplace or returning to
university for further study. For those
considering a master’s degree or other
postgraduate qualification, the excitement
can be quickly overshadowed by financial
concerns: tuition fees, travel, equipment
and living costs all add up fast.
That’s where the Leverhulme Trade
Charities Trust (LTCT) can help.
Established a hundred years ago by Lord
Leverhulme, the charity offers bursaries to
support individuals connected to the
convenience, grocery and pharmacy trades
– whether as a child, spouse, or even as
someone working in the sector themselves.
LTCT has a long-standing commitment
to education. The charity believes that
enabling more people to access further
study not only benefits individuals but also
strengthens local communities and society
more broadly. Over the years, the Trust has
helped thousands of students pursue their
academic ambitions, and this year is no
different.
For the 2025/2026 academic year,
postgraduate students can apply for
bursaries of up to £5,000. The scheme is
open to those whose parent, carer or spouse
works in an eligible profession – this
includes supermarket employees, inde-
pendent convenience store workers, those
in grocery sales roles, or pharmacy techni-
cians. Importantly, the opportunity is also
available to individuals who are already
working in these industries and wish to
return to university themselves to gain a
postgraduate qualification.
The bursary can be put towards a range
of study-related costs – whether that’s
tuition fees, equipment, specialist course
materials or travel expenses. As postgradu-
ate study becomes increasingly expensive,
LTCT’s support is intended to help families
who might otherwise find it difficult to
afford further education. By removing
some of the financial barriers, the Trust
hopes to open the door for more students to
continue their academic journeys.
Professor Anna Vignoles CBE FBA,
Director at The Leverhulme Trade
Charities Trust, says: “We are passionate
about generating opportunities for further
study. Our postgraduate bursaries are
designed to be a valuable support for
students keen to continue their studies. If
our bursaries help diversify the students
able to take a postgraduate degree, then we
see that as a very positive step.
The current climate makes it challeng-
ing for some families to consider further
study, and these students should be able to
enjoy the same opportunities as their
counterparts from more advantaged
backgrounds. We look forward to receiving
applications and being able to support a
new cohort of students in the upcoming
academic year.”
The Trust is now accepting applications
for its postgraduate bursaries, with the
current round open until Monday 1
September 2025. The process is simple,
applicants must fill in an online form and
provide a short explanation of how the
funding would support their studies, for
example, by enabling them to study
full-time, invest in essential resources, or
reduce the need for part-time work
alongside their course.
So why not explore the possibility of a
little help on their education journey? Visit
the LTCT website for more information and
to apply today: www.leverhulme-trade.org.
uk.
The Leverhulme Trade Charities Trust is a charitable incorporated
organisation. Registered charity number: 1159171
Student Opportunities
NEWS FEATURE
10 ASIAN TRADER 27 JUNE 2025
ikTok and Instagram viral food trends
are unlocking a fresh revenue stream
for the convenience retail sector, giving
independents a clear edge over supermarkets
in the race to meet new demand.
There was a time when supermarkets
dictated food trends, often borrowing cues
from restaurants to recreate bestsellers for
the masses. But that dynamic has shifted
and this time, the power swing feels
permanent.
Today, social media calls the shots, and the
stores that respond fastest are the ones
cashing in.
From matcha lattes to spicy Korean
noodles to Viele Angel Hair Strawberry
Chocolate and Squid Games energy drinks,
shoppers’ cravings are now shaped online and
sometimes overnight. PRIME is a textbook
example, a brand born from social buzz that
grew into a retail phenomenon.
More recently, the “Dubai
chocolate” bar, a pistachio-and-
tahini treat inspired by Arab
dessert knafeh, followed a
similar trajectory. One TikTok
video racked up 120 million
views, sending demand surging
with Brits desperate to get their
hands on it.
While supermarkets
scrambled to react, it was
Viral products are opening a powerful new
revenue stream for convenience retailers:
Pooja Shrivastava investigates...
Orange and that too during Covid,” Mamode
told Asian Trader.
What began as an experiment in TikTok
stocking has grown into a consistent revenue
driver, with viral products now forming a core
part of Mamode’s business model.
Explaining the process, Mamode said, “I
usually wait out a bit to see how long the
product is trending as sometimes it is just a
passing fad and also because the prices are
high initially. After the initial hype settles
down, the prices also become more reason-
able and so do the logistics.
“Only after my suppliers, whom I trust, are
able to offer me a consistent supply, do I then
get the stock and start displaying the product
in the store as well as on my social media.”
For Mamode, trust and affordability are
non-negotiable even amid the viral buzz.
“We never take advantage of the hype. I
am happy with my 20 to 30 per cent margin;
for me having a loyal customer base is more
important. I can’t lose their trust,” Mamode
told Asian Trader.
Across the UK, many savvy retailers are
turning TikTok trends into a repeatable
revenue stream, some even building entire
store identities around it.
In Dartford, retailer Nishi Patel too is
progressing brilliantly to make his store,
Londis Bexley Park a destination store, one
that speaks Gen Z’s language.
“I get the idea of what to stock next in this
range through TikTok,” Patel explained. “I
keep a close tab on what is trending and is
being talked about most and try to be among
the first few retailers to stock a viral product.”
Today, if it’s going viral on social media,
chances are it’s already on the shelves at
Londis Bexley, in return driving its footfall
and lifting the sales.
“The decision making depends majorly on
if many customers are asking for the product.
Now that people know that we stock such a
Going viral, cashing In
convenience stores that got
there first.
For many independents,
viral hits like these aren’t just
hype. They rather represent a
growing revenue model that
taps into impulse and popular
culture.
Hampshire-based retailer
Imtiyaz Mamode cracked the
code on viral products well before it became a
trend.
Thanks to his unique stock comprising
American confectionery, snacks and drinks,
Premier Wynch Lane Gosport has been
popular as “TikTok store” among the
youngsters.
The nickname wasn’t part of a marketing
plan; it began organically in 2020 when a
customer requested a viral American snack.
Mamode sourced it, stocked it,
and hasn’t looked back since.
While initially the store’s
rare American and Japanese
range became a hit with young
shoppers, soon enough,
Mamode soon started tapping
social media to find the popular
products.
“One of the initial social
media trending products that I
started stocking was Twix
Be wise, be safe
Amid the viral trend, the FSA has issued a warning that “some
imported Dubai-style chocolates may not meet UK food
safety standards”, posing potential risks, particularly for
allergy sufferers
Retailers should note that, by law, any product sold in the UK must carry English-
language labels clearly stating:
the name of the food (e.g. milk chocolate with pistachio paste filling);
a list of ingredients, with allergens emphasised;
the weight of the food in grams;
a best before or use by date;
the name and address of the UK or EU business responsible for the product
information. If the food is not from the UK or EU, the name and address of the importer
must be included.
Imtiyaz Mamode
NEWS FEATURE
27 JUNE 2025 ASIAN TRADER 11
range, we often get DMs as well asking
whether we have a particular range.
“All this help me gauge whether to stock
the product or not.
“If there is a constant buzz and lots of
queries, I usually buy 10 cases to start off
with,” Patel said.
Not a smooth ride
Keeping the social media trending products
in convenience stores seems like a sure shot
and shorter route to success, though the
reality is that this road is much bumpier than
it appears.
Supply chain challenges, pricing, and trend
volatility make it a tricky balancing act.
Patel explained, “It’s a constant conversa-
tion with suppliers on what products are
becoming trendy. One needs to constantly
engage with suppliers to get the right range at
the right time at the right price.
“The irony here is that when we try to get
in there before to be the early ones to stock, at
that point the products are more expensive.”
Zeroing on what to stock is one thing and
finding a supplier which can offer the exact
range consistently is a different ballgame
altogether.
“Apart from price, consistency
of stock supply is also important. I
always try to get the stock from
my regular suppliers.
“Else, I have to find a new
supplier, start a new account, and
have to have a minimum order. In
such cases, one tends to buy more
stock than required.
“It can be a real Catch-22
situation.”
Also, another key thing to be
cautious about here is the fickle
nature of the online world where trends
collapse just as fast as they rise.
Sometimes, a viral product tends to
remain popular for a long time while many
other times, the popularity dies down in a
week, leaving retailers with not-so-popular
unsold stock.
Patel revealed, “To be on the safe side, I
usually try not to be impulsive and wait to see
how the trend is moving and how the buzz is
behaving.
“Only after I am convinced that there are
enough legs in the idea and there are lots of
customers asking for the product
on our Instagram and TikTok
handles, only then I decide to
stock the same.
“So far, we’ve been very lucky.
There have not been many
products that we have struggled
with or taken any wrong
decisions.”
Having become a pro at this
genre of retail game, Mamode
knows the pitfalls too well.
He echoes Patel’s sentiments, saying
success with viral products takes control, not
chaos.
“It’s not easy to get hold of the right
suppliers easily. And then there are always
chances of getting an oversupply,” he agreed.
With products like these there is a lot of
ambiguity, so any retailer venturing into this
area should keep in mind the expiry dates and
UK regulations as well, warned Mamode.
“In the past, there was a product range
which was in great demand. It came from
Australia with just three months of expiry
date. I ordered a large stock unknowingly.
“When it came, I had to drastically slash
the prices to almost one-tenth to clear the
stock well in time,” recalled Mamode.
“It’s a tightrope, to be honest. If I order too
much, I might end up with unsold stock. If I
don’t order enough, there’s a clear sales
opportunity lost,” he said.
Not a passing craze
Despite a few bumps, both retailers agree that
when done right, this model of trend-led
retail delivers returns that justify the risk.
Mamode is determined to further cement
the store’s image in Hampshire and Leicester
area to continue to maintain his
store as a go-to destination store.
The key is to have control on the
pricing.
“I am very particular about not
losing my customer base and
make sure to provide them the
best possible prices,” he said.
Both Patel and Mamode
handle their store’s social media
accounts themselves. Both in fact
are also active content creators,
often featuring in many of the
store’s marketing videos.
Sensing the momentum, supermarkets
are now investing in AI tools to monitor social
chatter, recipe trends, and restaurant buzz.
What once took months in product
development can now hit their shelves in just
a few weeks.
But even as the mults speed up, its
convenience retailers who hold the real edge.
With leaner operations and fewer layers of
bureaucracy, independents can make
stocking decisions overnight, often being first
to meet the demand triggered by viral hits.
Take the Dubai chocolate bar again, for
instance. The TikTok phenomenon has
recently inspired a wave of pistachio-laced
spin-offs across the multiples.
Yet long before supermarket SKUs were
ready, many savvy convenience stores had
already jumped in, sourcing trending variants
through specialist wholesalers and cashing in
on the craze in real time.
Being independent retailers and thus
independent decision makers too, Patel and
Mamode feel that they have a “clear cut edge
over supermarkets” when it comes to
stocking viral product ranges.
“We don’t have to think and contemplate
like supermarkets corporate setup. They get
embroiled in approvals, change of plano-
grams, supplier agreements, etc,” Mamode
said.
Patel agrees, noting, “Supermarkets near
me only started stocking Dubai Chocolate a
couple of months ago while I have been
selling it since September last year.
“We managed to get on this viral trend
very early through our suppliers. Earlier, it
wasn’t cheap because it was something new.
Eventually, I managed to get in touch with
someone who was making them in London,”
he said.
By the time Dubai Chocolates started
becoming full blown viral, Patel had already
established his store as the go-to destination
for the same – and that too at reasonable
prices.
Despite the challenges and unpredictable
nature of such ranges, retailers who have
tasted success, remain determined to stand
their ground.
Patel said, “Gen Z and Gen Alpha aren’t
much swayed by TV anymore. They have their
own language and resonate with things that
they see on social media. FOMO [fear of
missing out] is high.
“I envision my store as a
destination store, a place where
young shoppers know they will
find exactly what they’re looking
for.”
It seems like viral products
aren’t just a passing craze.
They are influencing conveni-
ence retail to some extent, giving
birth to a dynamic new model
that rewards those who move fast
and think local.
Nishi Patel
WHOLESALE
12 ASIAN TRADER 27 JUNE 2025
ver the past few weeks the UK
wholesale sector has been buzzing
with renewed agility and
ambition, driven by vocal
independents, strategic expansions, and a
push for inclusivity.
In a trade environment where margins
are thin and tensions often simmer under the
surface, it’s rare to see collective defiance and
rarer still to see it make an impact.
But that’s exactly what unfolded when
Dhamecha Group’s attempt to impose busi-
ness card fees triggered an organised and vocal
backlash from independent retailers.
Announced in late May, Dhamecha Group
introduced a handling fee on business credit
card transactions, 0.7 per
cent on Business Master
card debit cards, and 0.2 per
cent on Business Visa Cards
(capped at £2.50). No fees
were announced for pay-
ments made using personal
debit or credit cards, cash, or
Mobile App Payment.
It was a bold and
somewhat fair move by the
wholesaler, considering it
could also have taken the route of raising its
prices or stopping card payments altogether,
like its peers.
The decision to charge fees on business
cards, however, landed poorly. The handling
fee, while arguably modest in quantum, was
seen as yet another burden for retailers grap-
pling with spiralling overheads. Crucially, there
were no charges for personal cards, cash, or
Dhamecha’s app-based payment, a nuance that
did little to placate the anger among retailers.
A protest at Dhamecha’s Hayes depot on
13 June and a widely circulated #boycottD-
hamechaGroup campaign made it clear that
retailers were not willing to absorb the change
quietly.
Dhamecha Group acknowledged the
protesting retailers, thanking them for their
feedback. In a letter to retailers seen by Asian
Trader, its directors confirmed the fee structure
was under review and a revised version would
follow soon.
At the time of going to press, reviewed rates
were yet to be announced.
Whether this signals a long-term rethink
or a short-term measure remains to be seen.
But what’s clear is that in today’s wholesale
landscape, unilateral decisions made without
A wave of retailer resistance and bold rebrands
signals that wholesale industry is no longer
willing to operate on autopilot
grassroots consultation will not go unchal-
lenged.
Elsewhere, the sector is abuzz with ambi-
tion and optimism.
Sandea Wholesale, until now a pure deliv-
ered player, is stepping into the depot space
with its first-ever physical outlet – X’press’d
Cash & Carry – opening in Harrow this Sep-
tember.
Speaking exclusively to Asian Trader,
COO Priya Virdi called the launch a “natural
progression” and cited Harrow’s diverse and
entrepreneurial demographic as the key driver.
The 3,500 sq. ft. site will offer convenience,
parking, and hybrid access for HORECA and
retail customers alike – signalling Sandea’s
intent to diversify while stay-
ing nimble.
With this expansion, San-
dea Wholesale is transition-
ing from a purely delivered
model to a hybrid operation,
offering both in-person and
online access to retailers.
Spanning over 3,500 sq.
ft. and located at Waverley
Industrial Park, Hailsham
Drive, the new depot prom-
ises ample parking and convenient access for
independent retailers and HORECA businesses
in the area.
Calling the launch of depot a “natural
progression” from its delivered model, Priya
Virdi, Sandea Wholesale COO, told Asian Trader
that Harrow was chosen strategically for the
depot due to “its diverse, thriving community
and high concentration of independent busi-
nesses”.
Meanwhile, Sugro UK is basking in the glory
of its members’ achievements.
Both We Get Any Stock Ltd and Star Pacific
UK Ltd recently bagged a King’s Award for En-
terprise in International Trade this year – with
the latter clinching the honour for a third time.
Founded in 2012 and based in Luton,
Bedfordshire, We Get Any Stock Ltd is a leading
British wholesale company that also exports
fast-moving consumer goods worldwide. Defi-
nitely a new name to watch!
Zooming out a bit, the broader mood in
wholesale was seen one of cautious optimism
buoyed in part by the recently signed UK-India
Free Trade Agreement.
Among its most vocal advocates is Lioncroft
Wholesale’s Dr Jason Wouhra, who believes
the deal will cut import costs, expand product
variety, and ultimately benefit retailers and
consumers alike. In a market where pricing
edge and unique range are critical, such deals
could be game changers.
In a reflective post on LinkedIn, Dr Wouhra
wrote that the West Midlands, a region with
significant Indian investment, stands to gain
considerably from the FTA.
Revealing that at Lioncroft Wholesale, the
agreement has led to a reduction in the cost of
importing goods from India, Dr Wouhra hailed
the deal saying that it will benefit not only
the company but also its customers and end-
consumers through lower prices and increased
product variety.
“This FTA should lead to quality goods at a
cheaper price on the shelves of stores, giving
shoppers a wider, more competitive choice,” he
remarked.
At the institutional level, the Federation of
Wholesale Distributors has rebranded as Food
& Drink Wholesale UK – a move designed to
better reflect the scope and mission of the body.
Announced at the organisation’s FWD Live!
2025 conference, the change comes alongside
the launch of the FWD Academy – a new pro-
gramme aimed at embedding diversity, equity,
and inclusion across the wholesale workforce.
With a pilot kicking off in July and a Parlia-
mentary launch scheduled for the autumn, the
academy reflects the sector’s growing commit-
ment to long-term cultural transformation.
In sum, the UK wholesale sector is shifting
gears and doing so with intent. From Dhame-
cha Group being held to account by the very
retailers it serves, to Sandea Wholesale boldly
stepping into depot territory, the direction
of the wholesale sector is seen to be moving
towards agility, accountability, and ambition.
With landmark trade deals reshaping supply
chains, the sector is no longer just reacting to
change; rather, it’s starting to lead it. And at
the centre of it all remains the independent
retailer, more vocal, more organised, and more
indispensable than ever.
Wholesale at a crossroads
MOVERS AND SHAKERS
27 JUNE 2025 ASIAN TRADER 13
Gurms Athwal joins Unitas
as Trading Director
Keeping up with the latest industry
moves and promotions
Movers and Shakers
Tesco has announced that
Matthew Barnes has stepped
down as UK CEO to pursue other
opportunities, and will be
replaced by Ashwin Prasad, Tesco
Group’s current Chief
Commercial Officer,
effective from 30 June.
Prasad is currently
Tesco’s Chief Com-
mercial Officer with
responsibility for the
Group’s product and
customer strategy. He has been a
member of Tesco’s Executive
team since 2020 and brings a
wealth of retail and commercial
experience to this role.
He recently led the business
through supply chain disrup-
tions and drove Tesco’s trading
strategy and accelerating its
digital marketing transition.
Tesco Group CEO Ken
Murphy said, “Ashwin is an
exceptional leader with a strong
track record for delivering for
our customers. His experience
leading our product and
customer strategy
makes him the ideal
person to take over as
UK CEO.
Prasad said, “I pick
up the reins of a
business with strong
momentum, a winning strategy
and a talented team. I am
privileged to be appointed UK
CEO and my priority will be to
continue offering our customers
an unbeatable experience, every
time they shop with Tesco. I
would also like to thank
Matthew for his support and
wish him well for the future.”
Tesco appoints Ashwin
Prasad as next CEO
Wholesale veteran Gurms
Athwal has this month joined
Unitas Wholesale as Trading
Director.
With over 25 years’ experi-
ence in the sector, Athwal is one
of the industry’s most respected
figures. His career spans several
Unitas member
businesses, including JK
Foods, Hyperama, and
most recently Parfetts,
where he served as
Trading Director for the
past four years.
His longstanding
association with Unitas
and in-depth understanding of
its strategy and operations place
him ideally for this latest role.
“We’re delighted to welcome
Gurms to the Unitas Central
team. His wealth of experience,
strategic thinking, and proven
ability to deliver commercial
value will be a tremendous asset
to our members,” said Unitas
Managing Director John
Kinney.
“Gurms has a strong track
record of negotiating commer-
cial terms and promotional
programmes that deliver
tangible results for both
wholesalers and suppliers.
“Until recently he
was a Non-Executive
Director on the Unitas
Board and his transition
to Executive Director
ensures continuity and
strengthens our
commitment to driving
growth through deeper
supplier engagement.”
Athwal said, “Unitas’ scale
and reach across retail,
foodservice and the on-trade
offer a unique platform for
collaboration. I’m looking
forward to building on the
excellent work already
underway and driving further
value for our members.”
Nigel Railton confirmed as
permanent Chair of Post Office
The government has confirmed
the reappointment of Nigel Rail-
ton as Chair of Post Office Limited
following a year in post as interim
chair.
In the official announcement,
Department for Business
and Trade stated that
since being appointed
in May 2024, Nigel
Railton has provided
stable and considered
leadership as the Post
Office seeks to right the
wrongs of the Horizon IT
scandal and works to transform
vital services for millions of cus-
tomers.
This includes announcing
his vision to deliver a New Deal
for Postmasters, which aims to
increase overall annual postmaster
remuneration by £250 million,
give a greater role to postmasters
in the day-to-day operations of the
business and provide an enhanced
package of support from Post Of-
fice such as training and systems
support.
To recognise the ongoing
transformation and the
importance of stable
leadership at the Post
Office, ministers have
appointed Railton on
a permanent basis with
his contract set to run
until May 2028.
On confirming the appoint-
ment, Post Office Minister Gareth
Thomas said, “Nigel Railton has
been a steady hand guiding Post
Office over the last year, providing
a clear direction for the future of
the organisation and certainty to
postmasters.
Taranjit Singh Dhillon
named MADL trustee
Co-op Wholesale’s Head of
Retail, Taranjit Singh Dhillon,
has been appointed as a trustee of
the organisation’s charity initia-
tive, Making a Difference Locally
(MADL).
Taranjit joined Co-op
Wholesale as Head of Retail in
September 2024, following his
tenure at One Stop. His dedica-
tion to community engagement
has been evident throughout his
career, most recently through his
support in bringing Nisa symbol
store retailers and the local com-
munity together to serve hot
meals to vulnerable individuals
in Warrington.
This initiative embodied
the Sikh tradition of Langar – a
practice centred around equality,
humility, and service to others.
MADL was established to help
independent retailers support
local causes.
By raising funds through
the sale of selected products in
partner stores, it enables retailers
to make donations to commu-
nity organisations, charities, and
other lgood causes in their local
areas.
Since its inception, the charity
has donated millions of pounds to
thousands of deserving initia-
tives across the UK.
“I am truly honoured to join
Making a Difference Locally as a
trustee,” said Taranjit.
RETAIL CORNER
14 ASIAN TRADER 27 JUNE 2025
ome stores simply inherit a legacy, but
others are reborn with a dash of
ambition, a pinch of innovation and a
generous pour of personal flair.
That’s the story of Fresh in Falkirk – Cost-
cutter, a thriving retail destination under the
sharp vision and clear-cut direction of young
and passionate retailer, Anand Cheema.
Anand recently walked down memory lane
with Asian Trader, offering a glimpse into the
journey that shaped today’s Fresh in Falkirk –
Costcutter.
Previously operated by McColl’s for 13
years, after the Cheema family first owned it
briefly in 2005, the site seemed like yester-
day’s news until early 2020.
“When I got an opportunity to buy the
store in 2020, it was owned by two separate
companies – one was McColl’s and the other
was a private partner.
“The whole deal felt a bit too good to be
true. I grabbed the opportunity with both
hands and never looked back,” he said.
The store, however, was in rough shape.
“We had to spend a considerable amount of
money in improving the site. With an
extensive refit and buying and merging the
next-door property, I increased the store size
considerably.
“I also worked a lot in improving the look
and feel of the storefront,” he revealed.
By August 2020, when the store reopened,
it was Fresh in Falkirk – under the SPAR
banner. But within two years, Anand made a
bold pivot to Costcutter, a move that unlocked
a wider range of skus and higher margins.
He explained, “It was my first store, and it
turned out I had lots to learn.
“I realised that with its multiple offerings,
Costcutter has the best of everything in one
place. It’s like getting the best of both the
worlds or rather all the worlds,” Anand said,
adding that being a Costcutter retailer also
helped him to increase his margins.
Launching the store during the height of
the pandemic came with its own set of
challenges.
“The other stores in the area already had
loyalty and it was a steep hill to attract
customers to our store.
“I needed to create an attraction in the
store, and the one that really stood out to me
was keg sales. That really propelled our store
and made us known in the area for alcohol,” he
said.
Momentum came fast and Anand didn’t
Once forgotten but now ready for the future, this
convenience store in Scotland is rewriting the
rules of local retail, discovers Pooja Shrivastava
waste it. From £800 to £5,000 (!) bottles and
local whisky releases priced at £1,600+, the
store also carved a niche in the ultra-premium
spirits segment almost overnight.
“All this got us a mark on the map very
quickly,” he said.
Anand also kept a close watch on the
emerging trends such ready-to-drink
cocktails, thus becoming among the first ones
to stock Buzz Balls and Shaken Serve.
Even the no- and low-alcohol wave hasn’t
been missed and has found a foothold at Fresh
in Falkirk.
“We attract a lot of young customers due to
our extensive no and low alcohol range.
“Today, our alcohol fixture is huge and
makes up a big proportion of our sales. The
store stocks a lot of variety at wide price
points, so I think that’s one of our main USPs,”
he said.
Anand’s ambitions, however, go well
beyond the alcohol aisle. The store already
serves up a generous range of on-the-go
staples like sandwiches and baguettes; but
he’s only just getting started.
“Hot food is something I am going to be
focussing on this year,” he said. “Within five
years, I am looking to do a huge refit where I’d
completely turn the shop around and change
the whole layout.
“My plan is to develop my
own kitchen and offer
in-store-made stir fries,
lasagnas and much more.
Having our own fresh food
made, I believe, will give
the store another USP.”
Apart from alcohol and food to go and all
the other regular fixtures of convenience
stores, Fresh in Falkirk also boasts 11 meters of
frozen and 10 meters of chilled space.
Further enhancing the on-the-go attrac-
tions are Costa Coffee machine, slush
machine and a whipped ice cream station.
Not to forget a rich and wholesome range of
confectionery that won Anand Impulse
Retailer of the year at Asian Trader Awards in
2021.
However, beyond products and categories,
Anand considers his store’s customer service
its biggest strength, something that makes
the store unique and makes people want to
visit it.
Given the large number of elderly
customers in the area, the store (even after the
pandemic) offers free daily delivery of
newspapers and essential supplies.
Additionally, it supports Strathcarron
Hospice. Anand also works with local schools
in partnership with the Healthy Living
Program and provides them with milk weekly.
It has always been involved with fundraising
for local causes.
Often heralded as a “rising star” in retail,
Anand is excited about the opportunities that
the coming months are about to bring to
him in terms of his business.
He is looking ahead with a few
concrete plans in his head and is
aiming to further strengthen
the foothold of Fresh in
Falkirk.
While his surname is bound
to spark curiosity, being the son
of SGF’s chief Dr Pete Cheema
OBE, Anand clearly has long
outgrown the shadow of patrimony.
A finance graduate from the University
of Dundee, this 28-year-old retailer has earned
his stripes though working in several
occupations, including one at a leading
wholesaler.
“Having worked across sectors, I feel I have
a balanced overview of the business,” he said.
But he’s quick to add, “Nothing prepares
you to run a store until you’re that person
behind the till. Real learning starts on the shop
floor.”
With concrete plans on the horizon and
Anand’s calculated moves behind it, it seems
like Fresh in Falkirk is poised for much more to
come.
More Than a Makeover
DATACART
27 JUNE 2025 ASIAN TRADER 15
wo major trends are shaping the UK’s
tobacco and nicotine retail landscape –
and both present challenges for law
enforcement and retailers alike.
According to the latest KPMG report com-
missioned by Philip Morris International, illicit
cigarette consumption in the UK remained stub-
bornly high in 2024, with 5.94 billion cigarettes
consumed through illegal channels. While this
marks a marginal improvement on the 2023
figure of 6.71 billion, the proportion of total ciga-
rette consumption that was illicit barely budged,
at 25.6 per cent. This means more than one in
four cigarettes smoked in the UK was illegal.
The figures show a notable 14 per cent drop in
counterfeit cigarettes, helping bring down total
counterfeit and contraband (C&C) volumes by
0.8 billion. But despite this, the sustained high
share of illicit consumption — up from 17.1 per
cent in 2020 — suggests ongoing systemic issues.
Counterfeit brands continue to dominate, with
3.41 billion fake sticks recorded in 2024, more
than five times the volume of any single branded
C&C variant.
Meanwhile, new data from retail analytics firm
Talysis highlights the immediate impact of the
UK’s disposable vape ban. In the first week alone
following the 1 June enforcement, vape sales
plummeted by over £5 million, falling from an
average of £23 million to £17.8 million.
The ban has hit some regions harder
than others. Scotland recorded the steep-
est fall, down 36 per cent, followed by
Northern Ireland (-31 per cent) and the
North East (-27 per cent). Even the low-
est drops – in Wales and Yorkshire – still
exceeded 20 per cent.
As retailers navigate these dual
disruptions, questions remain around
enforcement, compliance, and how the
market will rebalance in the coming
months.
Illicit cigarette consumption
holds steady
Vape sales tumble
post-disposables ban
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BIG INTERVIEW
PATRICK GANGULY
16 ASIAN TRADER 27 JUNE 2025
t strikes me on entering the bright,
sun-filled offices of Imperial Brands
– not the main one, which is in
Bristol, but the sleek new building
in Hammersmith from where the
company’s international businesses is
administered – that Patrick Ganguly is a
good match for the firm, which was created
from a medley of tobacconists way back in
1901, near the Bristol quayside.
One’s first impression is how Patrick’s
charming appearance is further embodied by
his voice – an accent combining crisp,
cultured Bay of Bengal consonants with a
light vinaigrette of Ozzie Strine that
occasionally slips through, pencilling in both
his origins and experience.
He was born in Kolkata and educated
there at a Christian school before the
traditional transit to St Xavier’s College,
although academic life, he says, was not in
his plans.
“Dad used to work for Pfizer, and he got
transferred somewhere but basically said,
No, I don’t want to go, I don’t want to leave
the family. So Mum and Dad ended up
buying a franchise. That was quite ahead of
their time, because it was all Indian tiffin
back then, rice and so on – and they intro-
duced the concept of sandwiches, cakes,
occasions, in partnership with another
company, and we did fairly well there.”
It sounds like a solid middle-class
upbringing in what is arguably India’s most
“English” city, and like Bristol, a major port
on a big river ….
“Coming back to my story,” says Patrick,
“I saw an ad which asked, Do you want to
come and study in Australia? Now, I had zero
intention to study, but Australia seemed like
a really cool place because the cricket was
there. So, off I went in 1995 and I now call
Australia home. I’ve lived in Australia for
almost 32 years.”
He began his professional life at Voda-
fone, before moving to W.D. & H.O. Wills,
then Imperial, which had entered the
Imperial Brands’ new UK MD, Patrick
Ganguly, is steering the ship through stormy
legislative waters by holding fast to tradition
and setting a steady course for the future...
‘I choose to be an optimist!’
By Andy Marino
Australian market in 1999.
So, it is maybe appropriate that
after a career of working and
travelling in many countries and
territories – not only Australia and
New Zealand, but also places like
Japan, Taiwan, Cambodia, Laos,
Vietnam, Hong Kong and Korea
– that Patrick fetches up in the old
and traditional port of Bristol, as if
returning home from a long
voyage, to take the helm of
Imperial Brands UK as Managing
Director (or to put it more
precisely, MD & Cluster General
Manager United Kingdom, Ireland
and the Channel Islands).
We are here to talk about the
tobacco and vape industry,
Imperial’s place in it and plans for
the future; and the context is the looming
Tobacco and Vapes Bill, not to mention what
was, a month ago, the imminent disposable
vapes ban, now in place.
If you read Asian Trader you will know we
are tireless campaigners for the rights of
tobacco consumers, producers and above all
retailers, within a sensible and well-enforced
legal framework – a nice idea that the UK
Government should probably give a try one
day.
The obvious place to begin our discussion,
bearing in mind that Patrick formerly had
responsibility for the ANZ region, is New
Zealand. That was where Jacinda Adern, its
recently departed Prime Minister, had
attempted to impose a law that was so
short-sighted and impractical that it
contributed to the downfall of her adminis-
tration.
We speak of course of her radical and
illiberal proposal to impose a generational
smoking ban, that would invent a new sort of
age-related apartheid – if you were born after
a particular date, you would be forbidden
ever to purchase tobacco products, although
an older sibling, for example, would suffer no
such restriction. Indonesia had the idea first,
but it was wisely struck down by that
country’s Supreme Court as inimical to basic
human rights.
So naturally, we are going to introduce it
in the UK instead. I ask Patrick how the
industry can deal with what we could call
“ideological” legislation, the sort that
barrels ahead with a political cause
regardless of consequences. The kind of
legislation that disregards the wellbeing of
the population, for example – like the
disposable vapes ban.
He points out that in the small print of
the Government’s own impact assessment
of the disposables ban, it admits a third of
users would go back to smoking. Great.
The problem seems to be that the
Government needs the tax revenue, but
wants to ban the practice at the same time,
which leads directly to a mismatch of
legislation, enforcement and ambition.
“If you think of ideological legislation,
the generational ban probably falls into that
area,” Patrick agrees.
“Yes, it’s great to bring legislation into
play that has a generation ban and ulti-
BIG INTERVIEW
PATRICK GANGULY
27 JUNE 2025 ASIAN TRADER 17
for example, that smoking incidence is
reducing, but nicotine consumption has
remained absolutely steady in Australia
over the last five to 10 years, because
people are moving to vapes and vaping.
And vaping, except for pharmacy, is
illegal.”
Ban smoking and people will begin to
vape; ban vaping and turn law-abiding
citizens into criminals.
“But that’s where the consumer
evolution is,” replies Patrick, “which
gives rise to this illicit market, and I see a
lot of that being played out in the UK. And
it’s a bit like a movie. Once there is a plot
that comes into play, you have good actors
and bad actors; and there are good
retailers that are focusing on doing the
right thing, but we must understand that
the retailers are also trying to support
their livelihood, and if a retailer is in the
same area as a bad actor, then who’s
getting rewarded and who’s getting
punished?”
A thriving illicit market is an existential
mately means a different future. The big
question would be, how would you
actually implement it at store level?
“We must remember that this ‘Genera-
tional Ban’ only applies to retail sales in UK
shops. It will not apply in the duty free
environment, it will not apply in other
countries where consumers may make
tobacco purchases and bring these
purchases back to the UK ... and, of course,
no rules apply to the black market where
illegal sellers will certainly not be seeking
age verification.
In other words, another great route for
illicit product and sales.
“And if we feed fuel into this fire, it will
continue to grow,” he adds. ““You have an
age limit of 21 in a number of European
countries. And let’s not forget, the first
country that planned a generational ban
did step back from it.”
So disposable
But before the generational ban, which is
in the Tobacco and Vapes Bill scheduled to
come into force on January 1, 2027, there is
the more immediate prospect of restric-
tions on vapes, which took effect this
month, and which might well give the
country foresight of the social and legal
consequences lurking in the later legisla-
tion.
I ask Patrick what he thinks about the
disposables ban, but also whether the new
laws are well thought through, and can be
upheld by the authorities with the
resources currently allocated to enforce-
ment agencies – and of course what the
implications are for the burgeoning illicit
trade.
“Well, the Government has
put forward legislation that
bans disposable vapes and
has given a fair amount of
time for that to come into
play. From our point of
view, we have been
working with retailers to
educate them on what
that
actually means on the ground,” he says.
“What does that transition look like?
How much stock do you have of disposable
vapes? How to transition into the new
vapes and continue to educate and service
the consumer? One of the big feedbacks
that we get from the retail community is
that’s all good,” says Patrick, although I can
feel a “but” coming.
He continues: “There are certain
components in proposed regulation that
we support, for example retailer licensing,
which is quite important. We support
restricting flavours to proper adult
flavours, rather than names such as candy
floss and gummy bears, because we make
our products for adult consumers. But back
to your point, responsible regulations
must be backed with solid enforcement.
Because ultimately, if we don’t save our
stores, who will?
“And that’s where I see a failed strategy:
regulation is only as strong as its enforce-
ment,” says Patrick. “Good regulations
need to have strong enforcement to back
them up, which protects the retailers,
rewards them for doing the right things.
And punishes people that are not doing
those things.”
He has put his finger on the problem
without needing (as I usually do) to bang
the table. It’s a question of enforce-
ment, and also one of compliance on
the part of consumers. I ask Patrick
how it was in Australia, which early
on saw some of the severest, even
punitive, anti-tobacco legislation
in the world (leave the bar to
smoke, but you may not take your
drink with you; no smoking on the
beach, or pretty much anywhere,
outside as well as inside).
What has all that draconian
legislation done for
compliance with the law?
“I come from Australia,”
he stresses. “If you see the
sit-
uation there,
you will see
that it’s out
of control.
The Govern-
ment claims,
threat to many convenience retailers, who
rely on nicotine products not just for a big
proportion of their revenue, but also to
drive footfall for other categories in-store.
But it is not just retailers who lose out to
the black market.
“Ultimately, who’s suffering?” Patrick
asks. “The Government is [also] suffering
because we have proven, in many ways,
shapes and forms, that the Government is
not making the necessary revenues that it
once used to, from tobacco. I strongly feel
that the Government needs to enforce
these regulations so that we don’t lose
control.”
If it sells, tax it
If you pass a law you have a responsibility
to uphold it, or only “bad actors” will
benefit. I mention incentives, which
seem to lie at the root of almost all
human behaviour. Presently, punish-
ments for illicit vapes and tobacco are
very lenient and the enforcement is very
sparse, such that the risk bears no
relation to the reward illicit activity
brings. With something like one Trading
Standards officer per 100,000 of the
population, it’s not even close, with
illicit and forged vapes and cigs being
sold out the back of every different kind
of shop and vehicle.
Regulations must be backed with
solid enforcement. Because
ultimately, if we don’t save our
stores, who will?
BIG INTERVIEW
PATRICK GANGULY
18 ASIAN TRADER 27 JUNE 2025
Primarily, illicit tobacco and vape
products thrive because they are cheap.
We have seen decades of taxes imposed on
the trivial pleasure of smoking, to the
point where – after years of an ongoing
cost-of-living crisis – illegality trumps
obedience to the law.
“Consumer choice and affordability
are quite linked together, and that’s the
tobacco compel the retailer to become the
enforcer.”
In other words, when you look at these
policies and try and put them into play, the
Government is now transferring that
ownership onto the retailer, onto the
manufacturer. But that is not the retailer’s
job. The retailer is not a pseudo policeman.
The retailer is there to serve the customers
in their community.
“We are there to support the retailers,
Smugglers’ Cove
The other aspect of tobacco and vaping
legislation is, of course, the relentless
increases in tobacco tax over the decades,
which hasn’t hit vapes yet, but could well do
so (“for health reasons”) as soon as October
2026. There’s so much tax on cigarettes now
that people are increasingly patronising the
illegal market.
We know from the Laffer Curve that tax
revenue drops off quickly beyond a certain
strand of where this thing starts,” Patrick
agrees.
“If you continue to tax something to a
point where it becomes unaffordable,
either you choose to quit it, or you choose
to find substitutes and alternatives. That’s
where illicit vaping products started
coming into Australia, obviously, at a small
level initially, but then – because it’s quite
lucrative even at the lower prices – mas-
sively.
“It’s very simple, because taxation on
tobacco, for example, is almost 76 to 78 per
cent, so if you supply the product at a very
cheap price, because you’ve legally not
paid tax on it, it remains very profitable.
But it’s not profitable for the Government.
It’s not profitable for the manufacturer,
and it’s not profitable for the good actors,
for the retailers.”
There are other consequences for the
retailers in addition to the loss of rev-
enues, however – more serious and
possibly physical consequences, because
unenforceable laws affecting vapes and
but the retailer today is a under physical
threat, with attacks in-store, with the
amount of stock that they carry. Is this a
community and an environment that is
sustainable in the longer term if this
continues to happen without any inter-
vention?
“What tends to happen is there are
threats to the retailers – to their own lives
and livelihood – but ultimately you end up
in criminal warfare, gang wars,” adds
Patrick. “We’ve seen plenty of that. You
asked me the question about, where is that
in terms of UK, and is it different? So the
weather in Australia is certainly different
to the UK. But when it comes to this trend,
it’s actually quite similar.”
I ask Patrick how the industry can
respond to what looks like an impending
legislative fiasco. In a sense, companies
like Imperial Brands should be the
Government’s partner in regulating the
market, upholding standards, taking care
and making sure the distribution is tight –
Track and Trace, other forms of coopera-
tion. Ultimately, by keeping illicit actors
out of the market, the producers increase
revenue for the Government.
“They should have you as allies, but
what actually is the relationship?” I ask.
“In terms of trying to work with the
Government and giving them information
on what’s working and what’s not work-
ing, we have a very good team that is trying
to engage at every possible step of the
way,” he says.
“We work with associations to try and
bring that to life. Is the Government
listening? And is that making an impact? I
think there are facets of Government that
may be taking it into consideration, but as
a sum total, no, the Government is not
there yet.”
level. But at this point, it’s a Laffer Cliff, a
tipping point, where Government revenue
from taxing cigarettes and tobacco is
suddenly vanishing.
Having taxed tobacco so highly, back-
tracking far enough to discourage illegal
sales is almost impossible. Duties would
have to drop so low that cigarettes would
cost £5 or £6 a packet, because that’s what
illegal product is selling for.
“The first item is actually to recognize
and realize,” says Patrick. “We need to
recognize that it has become a cliff rather
than a curve, it has gone too far. Then in
terms of actions to take, again, we have sent
quite a few documents and we’ve had quite a
few discussions on this, but it could be a
static policy, rather than rolling back. Are we
pricing tobacco so much that it’s going out
of the market? Should we hold excise at a
level, and then focus on stronger reinforce-
ments of those products that are coming in
without any excise whatsoever? 38 per cent
of the market today is non-duty paid.”
True, and some people think it’s already
much higher, especially when one reads
frequently in the national press about the
rash of cash-only “barbershops” springing
up, which are suspected of laundering illicit
funds.
How can you turn back this tide?
“I think there is enough information for
the Government to act,” Patrick says. “It
really comes down to, will the Government
act? The industry continues to provide
evidence on where it’s happening and how
it’s happening, and I look at it as two areas.
One is what I call ‘into market’, and then
‘in-market’, right now.
“We have to stem it at both places. How is
[illicit product] coming into market? Where is
our border security? What are we doing? And
how do we bring that together? And then,
The government is also suffering
because we have proven, in many
ways, that it is not making the
necessary revenues that it once used
to, from tobacco
The retailer is
not a pseudo
policeman. The
retailer is there to
serve the
customers in the
community.
BIG INTERVIEW
PATRICK GANGULY
27 JUNE 2025 ASIAN TRADER 19
how do we enforce it within the market?
Because if we cut the supply off at our borders
and then continue to enforce that in the
retail, that’s how it’s going to work.”
“We employ a full-time anti-illicit trade
manager who’s working with the trade and
industry,” Patrick says. ““He deals a lot with
enforcement agencies, helping them in
authenticating products and passing on
information around illegal selling.”.”
Apparently the post-COVID inflation
had a huge impact on consumer behaviour.
“The UK excise model is RPI plus two per
cent. When our inflation was nine per cent
and 11 per cent the tax prices were crazy.”
Again, it’s a case of Government policy
helping to grow the black market and foster
international criminal gangs.
“In summary,” says Patrick, “it’s an
evolving journey. We need to continue to
work with the Government, wherever the
Government chooses to listen to the
information that we continue to provide,
and in the meantime our role fundamen-
tally remains to serve our consumers, and
we do that through the network of retailers
that we have in this country.”
Voyaging onward
With so much ill-thought-through and
under-consulted legislation rumbling and
flashing on the horizon, the ship of the
nicotine sector still appears to be well-
braced – “a third above the beams, Cap’n,
and prettily trimmed fore and aft”. Yet there
is nervousness about the onrushing storm
of new laws, and a feeling that it’s time to
man the yards and pull in the foresails
before the angry waves swell and break
against the hull.
If so, what sort of tack will Imperial
Brands be taking? Putting out or pulling in
the sheets? I ask the skipper. Steady as she
goes, is the answer.
“First of all, Imperial has been in the UK
for the last 124 years,” Patrick explains. “We
opened our doors in 1901, and we talk about
evolution. Imperial has been through a
constant and consistent evolution, even
though the industry has changed.
He draws an analogy, not with sailing but
the music industry – how we used to listen
to vinyl discs and now it’s all Spotify – but
still music: evolution, see?
“The way we listen to music is different,
and that’s exactly what we’ve been doing
with tobacco,” he says. “Sure, consumers
still want certain combustibles, and we will
serve that demand, but we are moving into
different, next generation products.”
It’s especially in next gen where the
hopes of the convenience channel reside.
Retailers know that’s where they have the
edge over the multiples because people
don’t just pick something off a shelf. They’re
coming for advice and education, and the
retailer will talk to them about changing
from tobacco to vapes or something else, so
that there is a crucial relationship only this
channel has established.
“You’ve got 40,000 independent
retailers in the UK,” Patrick begins, “and
they sell our products across the multi
category. They turn up, they open their
doors every day to serve their community
and their customers, and we turn up
supporting them, through our reps, through
our product offerings, through furnitures, if
and when required. But ultimately, we see
our relationship with them not as some-
thing we need to do today. That’s always
been there, and it will always continue to be
there – because one of the biggest ways inde-
pendent retailers add value to our business
is that they are able to engage with our core
consumer. The retailers tell us what’s
working and what’s not – and we need to be
able to listen to them and act on that.”
And what’s working certainly seems to
be Imperial Brands’ fabulously successful
– even category-defining – blu pod system.
The company, though, has so far steered
clear of other next gen innovations (at least
in the UK market) such as heated tobacco
devices and of course this year’s big trend,
nicotine pouches.
“We’ve recently done research on
nicotine pouches, or OND, ‘oral nicotine
delivery’, and we do see a trend in there. But
there are currently no regulations in this
sector. There’s many different people trying
to sell it, and some of our competitors are
into it. I think what we need to look at is
when is the right timing for us, with what
proposition and at what margins,” Patrick
explains.
“That’s the strategy I’m trying to bring
into the heart of Imperial Brands in the UK
– where it’s not just about running after
something but being very clear about what
we stand for. Because I believe, unless we
are clear for what we stand for, we will fall
forever.”
I remark that it seems Imperial has a good
anchor in heritage, just as other brands
(Jaguar, cough, cough) are trying to get rid of
theirs. Indeed, it seems there’s a big space
for someone to go in and say, Actually, we’ve
been here a long time. We’re evolving. We
have these products. We’re sticking with
them.
“It’s a tested and proven strategy. I think
it’s really important to recognize that we’ve
been doing this for 124 years. Of course, we
didn’t get it right all the time, but I think we
got it right more times than wrong. That’s
why we’re still here, and heritage is quite
important to me. It’s a part of my culture.
It’s part of my upbringing. Respect, heritage
and humility is what makes us who we are”
And the new legislation?
“I know it sounds quite boring,” Patrick
concludes,” but reasonable regulation that
can be backed by enforcement and can be
physically implemented is what is required,
and I choose to remain optimistic!”
Heritage is important to me. It’s a
part of my culture. It’s part of my
upbringing. Respect, heritage and
humility is what makes us who we are.
I come from
Australia. If you
see the situation
there, you will see
that it’s out of
control.
20 ASIAN TRADER 27 JUNE 2025
icture this: It’s 3am in Glasgow. While
most of the city sleeps, Nathalie Kaur is
fielding emergency calls for Police
Scotland, her voice a lifeline for those in crisis.
Come Easter Sunday, she’s behind the
counter of her One Stop Partick store, dressed
as the Easter Bunny, handing out chocolate
eggs to delighted children. It’s an extraordi-
nary double life that would exhaust most
people, but for Nathalie, it’s simply another
day in her routine.
This remarkable juggling act has earned
her recognition as the Local Hero Award
winner at the 2024 Asian Trader Awards – an
accolade that celebrates retailers who go
above and beyond for their communities. But
the award barely scratches the surface of a
story that includes premature twins on
oxygen tanks, £1,000 cash giveaways, and a
determination that refused to bend even
when industry veterans dismissed her as a
“silly little girl.”
Against all odds
Nathalie’s entry into retail wasn’t born from
family tradition or business school theory.
“I’m a first generation retailer, and I don’t
come from a background of retail, but I saw
the opportunity to basically be my own boss
and work for myself,” she explains. What she
couldn’t have anticipated was just how much
that decision would test every ounce of her
resolve.
The challenges came thick and fast. While
establishing her business, Nathalie gave
birth to extremely premature twins at 26
weeks. For four months, she navigated
between the neonatal intensive care
unit, her shop floor, and her police night
shifts. When the twins finally came
home, they remained on permanent
oxygen. Most people would have thrown
in the towel. Nathalie strapped both
babies to her body – one on the front, one
on the back – along with two oxygen
tanks, and continued serving customers.
“Everyone told me I couldn’t do it, but
I did and I still am!” she says with
characteristic defiance. Eighteen
months later, she had her third child,
meaning three children under two years
old, a business, and a full-time night shift
job. It’s a feat that sounds impossible
until you meet Nathalie and realise that
for her, the impossible is simply another
challenge to overcome.
What drives a person to persist through
such overwhelming circumstances? For
Nathalie, the answer is refreshingly straight-
forward: “The love for retail, basically,” she
laughs. “I genuinely love meeting people,
talking to people. Yes, of course, there are
trials and tribulations with working and the
store. And obviously I do have a very, very
young family, but I do always try and be
positive about every situation, whether it be
good or bad, and just keep going.”
It’s this combination of genuine passion
and determined optimism that has sustained
her through the darkest moments. “I do
genuinely love the community that we’re in,
and I love the people that are around us. And,
not every day is the same. There’s always
something different going on in store. And
that’s what I love about it.”
The £1,000 gamble
Last year, Nathalie made a decision that had
her customers rubbing their eyes in disbelief.
She announced a £1,000 cash giveaway –
probably the largest sum ever offered by an
independent convenience store. “A lot of
people didn’t believe it, to be honest, and a lot
of people thought it was too good to be true,”
she recalls.
But behind the bold gesture lay shrewd
thinking. “There are loads of stores out there
that do competitions – a pack of coke or a pack
of wine, booze, something like that. But
there’s not a lot of people that will do things
like a £1000 competition.” The gamble paid
off spectacularly, not just in customer
engagement but in industry recognition. “On
the back of that, we won the award with
yourselves. And we also won another award as
well.”
The initiative wasn’t just about standing
out from the competition; it was rooted in
genuine understanding of her community’s
struggles during the cost-of-living crisis. “We
do run periodic competitions for our
customers. There’s always some sort of
engagement every month,” she reveals.
“When we have new products coming out, we
always like to try and run free giveaways with
that, to include our community in everything
we do.”
Her ability to think seasonally and
empathetically was evident again this
January, when she gave away a mystery
holiday for two. The timing was deliberate:
“Everybody has less money in January
because it’s spent all on Christmas. Usually
January is the longest month of the year until
you get paid, because you get paid early in
December.”
It’s this kind of mindful planning that
PROFILES IN SUCCESS
ASIAN TRADER AWARDS WINNERS
Determination, resilience, talent and huge
social conscience propelled Nathalie Kaur
in her career and won here the 2024 Asian
Trader Local Hero Award
Nothing can stop her
27 JUNE 2025 ASIAN TRADER 21
PROFILES IN SUCCESS
ASIAN TRADER AWARDS WINNERS
turns marketing into genuine community
support – understanding not just what
people want, but when they need it most.
Beyond the till
Step into One Stop Partick, and you quickly
realise this isn’t your typical convenience
store. Nathalie has created something closer
to a community hub, where social
media content creation sits
alongside stock rotation on
the daily task list. Her
younger staff members
love being involved in the
store’s Facebook and
TikTok presence. “They
love it because they’re of
that generation anyway.
And they like being
involved and they like other
people recognising them when
they’re not at the shop, almost
that claim to fame type thing.”
This social media savvy has had an
unexpected side effect. Walking down the
busy Dumbarton Road, now an extension of
Glasgow’s trendy and modern West End,
Nathalie finds herself recognised more often
than not. “Nine times out of 10 people know
my name. I won’t know their name, but they
know my name because they’ve seen me on
Facebook or TikTok or Instagram, which is
quite humbling, because you kind of feel like
a bit of a celebrity!”
But celebrity status isn’t the goal – com-
munity connection is. From organising litter
picks with local children to running period
poverty campaigns, Nathalie ensures there’s
always something happening that brings
people together. “We try and do some sort of
engagement with our community, whether
that be giving away something or whether it
be just doing something in store.”
One Stop transformation
Nathalie’s retail journey wasn’t always
smooth sailing. Her experience with her
previous symbol group was so negative it
nearly broke her resolve. “I was told that I was
a silly little girl, I should just sell my store, and
I don’t know what I’m doing. That wasn’t
helpful. That wasn’t warranted. It wasn’t
asked for.”
The contrast with her current partnership
with One Stop couldn’t be starker. “You
actually feel like you’re part of a bigger group
– obviously we’re part of Tesco. There’s a
much more structured business model, and
it’s a very easy business model to follow.” The
support system has been transformative,
providing everything from training modules
for staff to incredible promotional offers that
drive footfall.
“At Christmas, we were doing three boxes
of chocolate for five pounds. I’ve never seen
that anywhere else,” she enthuses. This
backing has translated
into significant sales
growth, proving that
when retailers have the
right support, their natural
entrepreneurial instincts
can flourish.
The learning curve
For someone without a retail background,
the learning curve was steep. “Just knowing
how to basically run a business was the
hardest part,” Nathalie admits. “Before you
become a retailer, you don’t realise all the
kind of the back office functions that are
required to be done, even things like how to
do VAT, how to do payroll, how to do tax
returns.”
But perhaps the biggest revelation was
understanding the modern retail landscape.
“Gone are the days where you could just open
a shop and stand behind the counter. It
doesn’t work that way now. You have to
promote yourself on social media. You have to
be in front of the camera.”
This realisation led to one of her key
differentiators in a crowded market. “In our
locality, we have about four or five conveni-
ence stores in the very close vicinity. And if we
didn’t do what we do, we wouldn’t stand out
from those.”
Supporting next gen
Having faced dismissive attitudes early in her
career, Nathalie is passionate about support-
ing other women entering retail. “There are
still a lot of barriers and with what the women
are faced in the industry, it can be very
daunting for women to go into a room,
especially at some of the conferences, and
then be the only woman that’s there.”
Her approach is refreshingly direct. “If I
am at an event and I see a woman just
standing there by herself, I will go over to her
and say, Hi, how you doing? I’m Natalie. How
are you? And start a conversation.”
She says it’s so important just to even start
that conversation, as it lets other women
know that they are not alone. “I think that’s
needed more than anything, just to let them
know that they’re not the only one out there,
and there are other women out there that are
there to support.”
She’s realistic about the challenges
women face. “Most women out there are
either mothers or wives or both, and
business women, and we’re all doing three
or four jobs simultaneously. It’s not easy, but
it’s very doable.”
Moment of validation
When asked about the moment she felt
vindicated after all the early criticism,
Nathalie doesn’t hesitate. “When I won the
award, if I’m honest. That was validation.”
While she acknowledges that daily work
matters most, she’s refreshingly honest
about the importance of recognition. “It is also
nice to have that recognition that somebody
else thinks you’ve done a good job.”
As summer approaches, Nathalie is already
planning new initiatives to keep children
engaged during the school holidays and
support families who might be struggling. Her
advice to other retailers is elegantly simple:
“Look after the community, because your
community looks after you. Because without
our community, we wouldn’t have a business.”
For someone who started with no retail
experience and faced dismissive attitudes
from industry insiders, Nathalie’s transfor-
mation of One Stop Partick into a community
cornerstone is remarkable. But perhaps
what’s most impressive is how she’s main-
tained her authenticity throughout the
journey. The same determination that saw her
navigate through NICU [neonatal intensive
care unit] with oxygen tanks while serving
customers now drives her to constantly
innovate and engage with her community.
In an industry facing unprecedented
challenges, she represents something vital: the
power of genuine community connection
combined with astute business sense. Her
story isn’t just about overcoming barriers – it’s
about transforming them into stepping stones
for others to follow. And if her track record is
anything to go by, the best is yet to come.