The Voice of Independent Retailers
Symbol choice
What’s yours?
19th September to 16th October 2025
Volume 37 No. 969
Out & about
Diary and chat
Feature
Nic Pouch knowledge
Fresher’s week
Incoming opportunities
07783 609 259 | 0161 327 3875
BREAKTHE ICE.
WITH ICEBERG NICOTINE POUCHES.
www.icebergpouches.co.uk
Use Discount Code
AT10
on your first order
Call or WhatsApp
48
Govt announces age
restrictions on Energy drinks
Sport & Protein products
Student Opportunities
30
Asian Trader is a controlled circulation fortnightly magazine
distributed free to qualifying readers, who should register
by telephoning or writing to the circulation department
at the address shown above. Readers who do not register
may not receive copies regularly. Other readers may obtain
copies by annual subscription at £50 (UK), £65 (overseas),
£3.00 (UK single copies) and £5.00 (overseas single copies).
Unbranded pictures are copyright of Reuters, PTI, Getty
Images and iStock and its licensors.
Asian Trader is published by
Asian Trade Publications Ltd
MEMBER OF
AUDIT BUREAU OF CIRCULATIONS
Founding Editor:
Mrs Smita Thakkar
(1958-1994)
Founder & Editor-in-Chief:
Ramniklal Solanki CBE (1931-2020)
Group Managing Editor:
Kalpesh R Solanki
020 7654 7728
Executive Editor:
Shailesh R Solanki
020 7654 7779
Chief Operating Officer:
Aditya Solanki
020 7654 7785
Editor:
Andy Marino
020 7654 7792
Associate Publisher:
Shefali Solanki
020 7654 7761
Editorial:
Kiran Paul
Pooja Shrivastava
Sales Team:
Prif Vis
020 7654 7782
Stanly Daniel
Sony Lincy S
Anupama MR
Design & Layout: Kamlesh Patel
020 7654 7759
Accounts:
Kamal Desai
020 7654 7748
Gloria Jones
020 7928 1234
Circulation Manager: Saurin Shah 020 7654 7737
Kochi Office,
Centre Head:
Abinesh Chullikkadan 020 7654 7145
Average fortnightly net circulation
July 2023 to June 2024
40,299
© All contents copyright
Asian Trade Publications Ltd 2025
ISSN 0961-7132
ASIAN MEDIA GROUP
Asian Trade Publications Ltd,
Garavi Gujarat House,
No. 1 Silex Street, London SE1 0DW.
Tel: 020 7928 1234
UNITED STATES OF AMERICA
Asian Media Group USA Inc.
2020 Beaver Ruin Road, Norcross,
Atlanta, GA 30071-3710
Tel: 770 263 7728
Email: [email protected]
INDIA
AMG Business Solutions Pvt Ltd.
909 Gala Empire, Opp. TV Tower
Near Drive In Road, Thaltej
Ahmedabad – 380052, Gujarat, INDIA
Tel: (079) 65499233
Email: [email protected]
4 NEWS
Leader: Last of the summer whine
Govt announces age restrictions on Energy drinks
Co-op Wholesale and Costcutter sign new
agreement
Snappy Shopper launches 24/7 delivery
nationwide
Snappy Shopper integrates with Google
Merchant Center
Food prices in UK to rise as manufacturing
costs soar
Guest column: Spice, cream & rum: autumn’s
winning spirits
Guest column: Keeping the high street unique
– your time to shine
10 NEWS FEATURE: Always on:
remotely restless vacations
Unlike most Brits, independent retailers’
holidays are less about rest and more about trust
12 Out and About
See what’s been happening in Grocery Land
this month – plus gossip and rumours
13 DATA CART
Your at-a-glance and graphic guide to the big
issues in the sector
14 MOVERS AND SHAKERS
Keeping up with the latest industry moves and
promotions
15 RETAIL CORNER: Lighting
up the community
For this convenience store in Salford, the
business is lighting up its community, whether
through new launches on the shelves or
literally, with fireworks in the sky
16“NOT” TWITTER
The best observations and comments from
retailers (and friends) on the ground
17 WORLD OF WHOLESALE
A regular round-up of news, views and what’s
happening in the wholesale sector
18 AWARD-WINNER
INTERVIEW:
For ex-policeman Priyesh Vekaria, looking
after his store, staff and shoppers is second
nature, and he succeeds wonderfully at putting
community welfare front and centre
20 FEATURE: BIG NIGHT IN
Big nights in mean big business, and as the
nights draw in and Britain settles back for a
stay-at home season it’s time to buckle up and
cash in with all the goodies required
30 FEATURE: SPORTS AND
PROTEIN PRODUCTS
Great changes are occurring in the functional
and performance categories, from drinks to
dairy to snacks – with reformulations tailored
to changing consumer demands
37 FEATURE: NICOTINE POUCHES
A new product with a long history, nicotine
pouches have shed the ‘tobacco-plug’ image
of cowboys and sailors to emerge as the ‘clean
nicotine’ option for Next Gen
44 ME AND MY BRAND – PML
Anthony Loinsard explains the technology,
flavour-forward portfolio and nicotine
experience that have made IQOS the world’s
number-one tobacco heating system
45 MUST STOCK
The latest product news
48 FEATURE: STUDENT
OPPORTUNITIES
The sign of autumn is not falling leaves but
students lugging cases to their new lodgings as
another academic year begins – and they are
all in need of nourishment and good times
55 SYMBOL, FASCIA &
FRANCHISE SUPPLEMENT
Our latest look at the variety and role of
symbol groups that are currently available,
performance, conditions, terms and their offers
to retailers
19th September to 16th October 2025
THE VOICE OF INDEPENDENT RETAILERS
VOLUME 37 NUMBER 969
NEWS
4 ASIAN TRADER 19 SEPTEMBER 2025
It is reported that Coca-Cola is
working with investment bank
Lazard to review options,
including a potential sale, of
British coffee chain Costa.
The company has held initial
talks with a small number of
potential bidders for Costa,
including private equity firms,
Sky News first reported, citing
unidentified sources.
Indicative offers are
expected in early autumn, but a
sale is not definitive, Sky
reported.
Coca Cola acquired Costa
Coffee in 2018 for over $5
billion, to strengthen its
position in the global coffee
market, competing with
Starbucks and Nestle.
In an earnings call last
month, the Coca-Cola CEO
James Quincey hinted at
changes to Costa’s operations,
saying “Our investment in
Costa is not where we wanted it
to be from an investment
hypothesis point of view.”
“We’re in the mode of
reflecting on what we’ve learnt,
thinking about how we might
want to find new avenues to
grow in the coffee category,
while continuing to run the
Costa business successfully.”
Coca-Cola explores
sale of Costa Coffee
Last of the summer
whine
ummer is over and the country is awakening to a new
cycle of seasons, alongside an ongoing set of economic
and social challenges, many of them courtesy of our
elected representatives.
This time of the year marks the beginning of “the season”
for media and grocery, as the long build-up to Christmas
begins. For Asian Trader, our festive and awards season is
jump-started by the Diwali issue next month, when we will be
announcing concrete details concerning our upcoming awards
in November – so, very exciting, with lots to look forward to as
the evenings darken and the air freshens.
What’s been put back to the last minute is the Chancellor’s
upcoming budget, which will now take place on 26 November
– the very latest possible date, and the Government’s only
major fiscal event this year (there was merely a “statement”
back in March). One would guess that this is to delay bad news
or perhaps extend the time available to pray for a miracle. In
truth, the country is not doing too badly. UK public and private
debt has fallen to “just” 225% of GDP, while it is 249% in the
Land of Trump, 287% in Xi Jinping’s communist paradise and
323% in France – a number to warm the cockles of a Brit’s heart
as the nights draw in.
However, the discount rate on 10-year UK gilts reached
4.7% recently, meaning we are looking at over 5% inflation in
store and mortgage rates eventually a couple of percentage
points higher, unless Rachel Reeves can find a way to cut
government spending – which is probably why she is putting
off the day of reckoning for as long as possible. This is despite
tax revenues jumping by over half since 2019, inflation by
contrast by only 24% - and during the same period there was an
increase in GDP by 28%. The mystery, then, is why investors
are reluctant to lend money to the UK by buying bonds – and
the answer to this looming crisis is that they do not think the
government will be able to cut spending. It’s a confidence
thing, and the recent Cabinet resignations and reshuffling is
not really helping.
Also, though, the nature of recent legislation is degrading
the outlook – NI increases, business rates support withdrawn,
punitive restrictions on trade across the board making
commerce more expensive, adding friction and costs – and
perhaps above all, employment legislation that shows zero
awareness of second-order, or unintended effects, of new rules
and regs. As somebody wrote a few weeks ago, a hidden
calamity awaits retailers even after its author, the fragrant
Angela Rayner, has left the stage.
The Employment Rights Bill not only cripples employers
but places them in endless legal jeopardy. It turns out that the
bill could mean retailers will be obliged to listen in to custom
ers’ chat to ensure nothing “illegal” (an ever-widening area of
speech, it seems) is being discussed, no so-called “contentious
beliefs” aired. If an employee overhears any hurty-words, it’s
employers’ liability for damages and therapy. You have been
warned.
Convenience stores have
welcomed a new
consultation from the
Department of Health
and Social Care on the
introduction of a legal
age restriction on energy
drinks.
Under the proposals,
announced today, drinks
that contain more than
150mg of caffeine per
litre would be illegal for sale to
anyone aged under 16. Tea, coffee
and lower caffeine soft drinks are
not affected by the plans.
ACS polling of independent
retailers in 2022 showed that 80
per cent already had a voluntary
policy in place to restrict the sale
of energy drinks to young people.
High caffeine soft drinks are
currently labelled as ‘not
recommended for children’, but
to date there is no legal restric
tion in place on these products.
Association of Convenience
Stores CEO James Lowman said,
“The majority of convenience
stores already have a voluntary
age restriction in place on energy
drinks and will welcome the
clarity of regulation on this issue.
“Our members have a
longstanding track record of
enforcing age restricted sales on
different products, but it is
essential that the
“Government effectively
communicates the details of the
ban to consumers to avoid the
risk of confrontation in stores.”
ACS works with Surrey and
Bucks Trading Standards
through one of the UK’s leading
primary authority partnerships
to provide Assured Advice on age
restricted sales, along with other
areas of regulation, to conveni
ence retailers.
ACS recommends the use of
Challenge25 policies to help
reduce the potential for confron
tation when enforcing the law
on the sale of age restricted
products.
Convenience stores welcome new consultation
Govt announces age
restrictions on Energy drinks
NEWS
19 SEPTEMBER 2025 ASIAN TRADER 5
The 2025 biennial
workforce survey
carried out by the
Society of Chief
Officers of Trading
Standards in Scotland
(SCOTSS) across all
local authorities
revealed a drop in
numbers below 250 for
the first time, and a worsen
ing age demographic that
shows 60% of staff are over 50
years of age, suggesting that
Trading Standards in
Scotland is facing crisis.
According to SCOTSS, very
low numbers of younger
officers are coming into the
service, and in addition there
is inadequate support for
modern apprenticeships,
training and development of
other staff.
It said without immediate
government support, and
action to increase resources,
there is a clear risk that
services will fail to adequate
ly protect consumers
across an ever-growing
range of legislation and
be able to offer little or
no support to business
in Scotland against a
complex landscape of
regulation.
The survey echoes
the findings of a Which?
investigation from February
2025 that exposed a trading
standards postcode lottery,
with woefully inadequate
staffing levels in many areas,
leaving millions of people
exposed to crime, fake, illicit
tobacco and dangerous
products and scams.
Trading Standards in Scotland
facing resource crisis
Spice, cream & rum:
Spice, cream & rum:
autumn’s winning spirits
autumn’s winning spirits
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 explains how to
indulge in the range of flavours
and feels that autumn brings to
the spirits shelf
Even when summer sales are still in full
swing, the team is already looking
ahead to what will be driving spirit
sales this autumn. Here’s a heads up on
clear opportunities for retailers to
capitalise on.
As the nights are beginning to draw
in, shoppers will reach for richer,
warmer flavours. Cinnamon, ginger
and nutmeg will replace summer’s
zestier notes – though the Espresso
Martini will hold its ground. Cream-
based serves will make a comeback,
but simplicity wins: quality liquids, neat
pours, and showing customers there’s
more to cream liqueurs than the
obvious big names.
Fruit stays on trend, but in a more
refined way – cherry, sloeberry, pear
and acai. Stock spirits, RTDs and
mixers that let shoppers recreate these
elevated flavours at home.
It’s also the perfect time to switch up
your shelf display. A small seasonal
shake-up can put a spotlight on bottles
carried over from summer, giving them
fresh appeal. Position seasonal flavours
and premium options where they’ll
catch the eye – and prompt a purchase.
Rum remains the standout success
story. Growth is strong in both the
on-trade, with rum taking a bigger role
on cocktail menus, and the off-trade,
where shoppers are trading up to
better bottles. Premium and spiced
expressions with provenance lead the
charge. Chairman’s Reserve and
Bounty, both distilled in Saint Lucia,
keep winning UK fans with tropical
depth and quality.
Refresh your range early, lean into
the seasonal shift, and choose products
that tell a story – your shelves, and your
customers, will thank you.
Co-op Wholesale and Costcut
ter Supermarkets Group (CSG)
have joined together in a new
agreement, Bestway Wholesale
has announced.
According to Bestway, this
partnership signals the start of a
new opportunity, bringing the
collaboration and strength of
both businesses, to unlock
greater value for independent
retailers.
“I am delighted to announce
this new agreement which goes
further than just a supply deal;
we are jointly focused on true
partnership as the key ingredi
ent for mutual success, as we
collectively support Independ
ent Retailers to grow through
our market leading proposi
tions,” said Katie Secretan, MD
of Co-op Wholesale.
Dawood Pervez, Bestway
Wholesale MD, said, “The
continuation of our collabora
tion will see Costcutter stores
continue to benefit from the
market-leading full-service
convenience model from Co-op
Wholesale, including access to
the iconic and best in class
Co-op own brand products.
“Both businesses are
committed to working together
to continuously improve the
offer, supporting retailer
growth in an evolving market.”
What exact changes were
made to the existing agreement
is still unknown.
The announcement breaks
the silence spanning months
after it emerged earlier this year
that Co-op Wholesale had
decided not to renew the
long-term supply arrangement
to Costcutter stores.
The arrangement was ending
Dec 31 thus year, thus implying
that Co-op Wholesale would
have ceased supplying fresh,
chilled and own-label to
Costcutter stores from Jan 1,
2026, bringing an end to the
long-term supply arrangement.
The exact cause was not
known.
Bestway repeatedly assured
that it was working out the best
deal for Costcutter stores and
would soon announce “an
improved offer for Costcutter
retailers”.
New era begins as past doubts about partnership laid to rest
Co-op Wholesale and Costcutter
Co-op Wholesale and Costcutter
sign new agreement
sign new agreement
NEWS/COMMENT
NEWS
6 ASIAN TRADER 19 SEPTEMBER 2025
Snappy Shopper has rolled out its
new 24/7 delivery capability
across the UK, enabling
independent convenience stores
to offer round-the-clock grocery
delivery for the first time at scale.
Following successful trials
earlier this year, the q-commerce
technology platform says the
development marks a significant
step forward in helping retailers
meet customer needs outside
traditional trading hours.
The service allows local
stores to deliver essentials such
as milk, bread, snacks and
household goods at any hour of
the day or night, with orders
placed via the Snappy Shopper
app. The platform positions
itself as the first conveni
ence-focused solution to offer
nationwide 24/7 delivery
functionality.
“This is a huge step forward
for independent retail,” Mike
Callachan, CEO of Snappy
Shopper, said.
“We’ve developed and tested
the technology and now we’re
rolling it out to help local stores
meet real, everyday needs
around the clock. We’re proud to
lead this innovation for the
benefit of both retailers and their
communities.”
One of the early adopters,
Girish’s Premier Barmulloch in
Glasgow, became the first store
in Scotland to launch 24-hour
deliveries in February. Owner
Girish Jeeva said the response
had exceeded expectations, with
25 overnight orders placed on
launch night and a growing base
of regular late-night customers.
His store recently surpassed
£100,000 in GMV in a single
30-day period, boosted by
overnight trade.
Retailers who want to offer
24/7 delivery must meet
eligibility criteria set by Snappy
Shopper, ensuring operational
standards and customer service
can be maintained. Licensing
restrictions will also apply, with
alcohol and other restricted
products automatically
unavailable during prohibited
hours.
New tool announced to help indies thrive round-the-clock
Snappy Shopper launches
Snappy Shopper launches
24/7 delivery nationwide
24/7 delivery nationwide
Disposable incomes fell for
most households last
month, according to Asda’s
Income Tracker, raising
concerns for retailers.
The report, produced in
partnership with the Centre
for Economics and Business
Research (Cebr), shows that
60% of households experi
enced a decline in spending
power. Inflation climbed to
3.8% – the highest level this
year – driven largely by food,
drink and transport costs.
The cost of essentials rose
by 5.1% year-on-year, putting
further pressure on household
budgets.
The squeeze was most
acute for lower-income
households, who saw an 11.1%
decline in disposable income,
leaving them £73 short each
month after covering essential
bills. Middle-income families,
earning around £41,000
annually, also registered a 1.6%
fall in disposable income –
their first drop in nearly two
years.
While higher earners
remain comparatively
protected, the report
highlights that the gap is
narrowing as earnings
growth slows and tax
contributions increase.
With inflation forecast
to stay above the Bank of
England’s 2% target until well
into 2026, retailers may need
to prepare for increased
trading down, stronger
demand for value ranges, and
shifting shopper behaviours in
the months ahead.
Disposable incomes shrink for
60% of UK households
Kraft Heinz to
Kraft Heinz to
split in two
split in two
Packaged-food giant Kraft Heinz said
it will separate into two firms, dividing
up famous brands including Philadel
phia cream cheese and cold-cut brand
Oscar Mayer.
The company, born in a 2015
merger between two longstanding
American food brands, said splitting
will allow better-targeted investments
to maximise brand value, according to
a Kraft Heinz press release.
But shares of the food company
fell sharply after major holder
Berkshire Hathaway signalled its
disagreement with the announce
ment.
CEO Warren Buffett said he was
“disappointed” by the decision to split
up the companies.
Co-op Wholesale inks
Co-op Wholesale inks
Sewell forecourt deal
Sewell forecourt deal
Co-op Wholesale has announced a
new partnership with Sewell on the go,
one of East Yorkshire’s most respect
ed independent forecourt retailers.
Under a newly signed five-year
agreement, Co-op Wholesale will
become the full supply partner for 12
Sewell on the go convenience stores
across Hull and East Yorkshire.
The business said the new
partnership marks a “major milestone”
in its strategy to support independent
forecourt operators with market-lead
ing products and convenience retail
expertise. “We’re thrilled to be
working with Sewell on the go,” said
Co-op Wholesale MD Katie Secretan.
Molson Coors Q2 beer
Molson Coors Q2 beer
sales slip
sales slip
Molson Coors Beverage Company has
reported a 1.6% decline in sec
ond-quarter net sales as it warned of
continued headwinds from weaken
ing industry demand, volume losses in
the US, and indirect tariff costs.
The global brewer has revised its
full-year guidance downwards, citing
a tougher macroeconomic climate
and higher aluminium pricing driven
by Midwest Premium tariffs.
While underlying diluted earnings
per share rose 6.8% to $2.05, the
company now expects full-year
underlying income before taxes to fall
by up to 15% – a steeper decline than
previously forecast.
NEWS
19 SEPTEMBER 2025 ASIAN TRADER 7
NEWS
As we head into autumn and the
crucial Christmas trading
period approaches, there’s
never been a more important
time for independent retailers
to showcase what makes them
special. The recent success of
our inaugural Love Your High
Street Awards demonstrated
just how much the British
public values businesses that
dare to be different.
When Headhunters Barber
Shop & Railway Museum in
Enniskillen, Northern Ireland,
was crowned our winner at the
start of September, it wasn’t just
because they cut hair well, it was
because they had the vision to
create something genuinely
unique. Who else would think
to combine traditional barber
ing with railway heritage?
The lesson here is profound:
uniqueness isn’t about
following trends or copying
what works elsewhere. It’s
about understanding your
community, your passion, and
finding creative ways to bring
them together.
So how can you make your
business shine in the months
ahead?
Tell Your Story - Every
independent retailer has a story
worth telling. Whether you’re a
family business passed down
through generations, a
passionate specialist who left
corporate life to follow your
dream, or an innovator solving
problems in your community –
share that story. Customers buy
into narratives that resonate
with them.
Embrace Your Expertise –
Your knowledge and passion are
your greatest assets. Big chains
can compete on price and
convenience, but they can’t
compete with specialist
knowledge, personal service,
and genuine enthusiasm for
what you do. Make this
expertise visible – through
demonstrations, workshops, or
taking time to educate custom
ers about your products.
Create Experiences, Not Just
Transactions – Headhunters
doesn’t just cut hair – it provides
an experience that children
with autism find comforting
and that brings families
together across generations.
What experience does your
business create? How do you
make customers feel special
from the moment they walk
through your door?
Be Proudly Local - Your
connection to the local
community is irreplaceable.
Celebrate local history, support
local causes, stock local
products, and become an
integral part of the neighbour
hood fabric. This isn’t just good
business – it’s what makes high
streets vibrant and alive.
Invest in Your Presence - As
we approach the golden quarter,
now is the time to refresh your
window displays, update your
social media, and ensure your
shopfront truly reflects the
quality of what you offer inside.
First impressions matter, and
your exterior should tell
customers they’re about to
discover something special.
The high street needs
businesses that are proud to be
different. In an increasingly
homogenised retail landscape,
your uniqueness isn’t just an
asset – it’s essential for survival
and success.
This month, in his regular column, Bira CEO Andrew Goodacre
explores what it means to be unique on the high street
Keeping the high
Keeping the high
street unique –
street unique –
your time to shine
your time to shine
Parfetts extends
Parfetts extends
own-label medicines
own-label medicines
range
range
Wholesaler Parfetts is stepping up
its push into own-label medicines
with the launch of Go Local
Paracetamol Tablets, following the
successful debut of its Go Local
Ibuprofen line in January.
Available in 16-pack tablets, the
new SKU is positioned to give
retailers industry-leading returns,
with a POR of 62.1% at a £1.00 RRP,
which is more than double the
average achieved on branded
equivalents.
The move reflects Parfetts’
growing ambitions in own label. Its
range has now surpassed 250
lines, accounting for 22% of total
sales.
EG Group exits Italy and
EG Group exits Italy and
Oz in latest sell-off
Oz in latest sell-off
EG Group has announced the sale of
its businesses in Italy and Australia,
marking another phase in its
strategy to refocus on core markets
and cut debt.
The company confirmed that it
has agreed to sell its Australian arm
to fuel retailer Ampol in a deal worth
A$1.1 billion (£580m), comprising
A$850m in cash and A$250m in
Ampol stock. Completion is
expected by mid-2026, subject to
regulatory approval.
This follows EG’s announcement
of a €425 million (£360m) sale of its
Italian operations to a consortium of
local players.
Man jailed for Devon
Man jailed for Devon
knifepoint raid
knifepoint raid
A man who robbed c-store staff at
knifepoint in a Devon seaside
town has been jailed for 4 years.
According to Devon and
Cornwall Police, Ben Fone, from
Torquay, admitted robbery and
possession of a knife after the raid
at the Post Office and conveni
ence store on Union Street in
Torquay on Oct 17 last year.
Fone forced his way into the
employee area and forced the
staff member to open the cash
drawer. He then grabbed £2,305
cash and fled the scene on a
push-bike.
By Andrew
Goodacre, CEO
of Bira (British
Independent
Retailers
Association)
NEWS
8 ASIAN TRADER 19 SEPTEMBER 2025
Selected Snappy Shopper
retailers are now listed on
Google Shopping, the ser
vice provider, putting
local convenience stores
in front of high-intent
customers and powering
the next chapter of the
UK’s digital high street.
Snappy Shopper is the
first UK-based quick
commerce platform to
fully integrate with
Google Shopping via the
Google Merchant Center,
unlocking a significant new
sales channel for local conveni
ence stores and establishing a
competitive advantage in the
market.
Snappy Shopper retailers
now have the opportunity to
appear in top Google results,
showcasing live product
listings, real-time pricing and
delivery within the hour.
“This is a game-changer for
local retail,” said Snappy
Shopper CEO Mike Callachan.
“Integrating with Google
means we’re helping local stores
stand shoulder-to-shoulder
with the biggest online players,
capturing customers at the
exact moment they are ready to
buy.”
The new integration with
Google allows retailers to
showcase their stores and stock
across Google platforms
including Search, Maps and
more.
This aims to enhance
visibility through free
listing, richer store
profiles and, most
importantly, drives
real-time customers in
the purchasing mindset
straight to Snappy
Shopper stores, unlock
ing a wave of new
customers.
The integration marks
a major milestone, not
just for Snappy Shopper,
but for every retailer on its
platform. By integrating with
Google, Snappy Shopper is
helping local stores tap into new
streams of high-intent digital
footfall and driving increased
order volumes across the board.
This breakthrough feature is
available for all existing Snappy
Shopper retailers. New stores
can join the platform today to
unlock access and start reaching
more local customers through
Google.
Industry first for c-stores unlocks new sales channel
Snappy Shopper integrates
Snappy Shopper integrates
with Google Merchant Center
with Google Merchant Center
Asda is resuming its
Express convenience
store expansion, with
up to 20 new locations
set to open from
October.
The programme will
restart with an opening
in Castleford in early
October, followed by a
rapid rollout of further
stores in high-footfall urban
areas, residential communi
ties, and transport hubs.
The move marks a return
to standalone Asda Express
store launches after a pause
during which the retailer
focused on integrating the
469 fuel and convenience
sites acquired from the
Co-op and EG Group.
Each Express store will
offer up to 3,000 branded and
own-label products, covering
everyday essentials, food-to-
go, and meal solutions. Asda
says its pricing remains
“notably lower” than rival
convenience operators,
helping Express sales
outperform the wider
market.
David Lepley, Asda’s
chief supply chain
officer, said: “In just
three years, we’ve
grown from zero
convenience stores to
establishing a major
presence in the channel,
with almost 500 stores by
the end of the year. This
continued investment
reflects the confidence we
have in our convenience
strategy and our focus on
bringing Asda’s low prices to
more local communities.”
Asda resumes Express store
rollout: 22 new sites planned
Co-op Wholesale deal
Co-op Wholesale deal
with Griffiths
with Griffiths
South Wales retailer Griffiths
Forecourts has signed a new five-year
supply agreement with Co-op
Wholesale, reinforcing a long-term
partnership.
Operating three Nisa Locas – in
Llantwit Fadre, Bridgend and Miskin
– Griffiths Forecourts has been serving
local communities for generations.
The business remains fami
ly-owned, with directors Brett and
Daniel Griffiths continuing the
tradition of delivering great service,
quality products and strong
community connections.
The renewed agreement with
Co-op Wholesale will see Griffiths
Forecourts continue to benefit from
an extensive product range, including
the Co-op own brand.
Premier Foods acquires
Premier Foods acquires
Merchant Gourmet
Merchant Gourmet
Premier Foods has agreed to acquire
healthy meals brand Merchant
Gourmet for £48m, in a move that
strengthens its portfolio of premium,
convenient food brands.
The deal will see Premier Foods take
full ownership of the fast-growing brand
on a cash- and debt-free basis, with
completion expected on 1 September.
Merchant Gourmet, known for its
ready-to-eat pulses, grains, microwave
able rice and ‘meals in minutes,’ is
projected to generate around £28m in
revenues for the year to 28 March 2026,
following strong double-digit growth
over the past two years.
Mults slammed over ham
Mults slammed over ham
cancer chemicals
cancer chemicals
Retailers including Tesco, M&S,
Sainsbury’s and Morrisons are under
fresh scrutiny after new laboratory
tests revealed that their Wiltshire ham
products still contain nitrites,
chemicals linked to cancer risk., almost
a decade after the WHO classified
them as a Group 1 carcinogen.
Commissioned by the Coalition
Against Nitrites, the independent
analysis found nitrites in all 21
processed meat samples tested.
The findings show that while
nitrite levels remain below the legal
UK and EU limit of 150mg/kg,
campaigners argue that even these
quantities pose a health risk.
NEWS
19 SEPTEMBER 2025 ASIAN TRADER 9
Convenience retailers face
more challenges ahead, with
the food and drink manufactur
ers warning that mounting
pressures on manufacturers
will push food prices in UK
even higher.
According to the latest State
of Industry survey released by
Food and Drink Federation
(FDF), confidence among food
and drink manufacturers
remains concerningly low,
with negative confidence for a
fifth consecutive quarter.
At -40%, confidence among
manufacturers has remained
low and failed to recover since it
plummeted to -47% following
the Autumn Budget at the end
of 2024.
The study highlights that
the impact of that Budget and
other recent policy decisions
continues to concern food and
drink manufacturers.
More than eight in ten
(84%) said that the ongoing
financial impact of recent
government policies – such as
National Insurance changes
and the Upcoming Extended
Producer Responsibility (EPR)
packaging levy – was one of
their biggest concerns for the
year ahead, while nearly
two-thirds (63 per cent) said it
was a decline in consumer
confidence.
The cost of ingredients and
commodities (50%), a
shortage of skilled workers
(37%), the cost of energy
(32%), and government
prioritising other sectors for
support (21%) were all also
major causes for concern for
the UK’s food and drink
manufacturers.
With these mounting
pressures, average production
costs increased 6.3% in the last
12 months and are expected to
rise a further 3.6% in the year
ahead. This comes after a
period of record high inflation,
with food prices in UK went
36% higher than they were five
years ago and with rates of
inflation steadily on the rise
over the last year.
New challenges ahead for c-store retailers – FDF survey
Food prices in UK to rise as
Food prices in UK to rise as
manufacturing costs soar
manufacturing costs soar
More retail staff were at
risk of leaving their jobs
at the start of this
summer than at any other
time in the last two years,
new data shows, as
concerns around the
insecurity of retail
employment in conveni
ence stores deepened.
The latest Retail
People Index from the
Retail Trust and AlixPartners
found that 54% of retail
workers were a “flight risk”
between April and June
2025, which is a 19% increase
from the previous year.
More than 600 employ
ees were surveyed, and
answers to questions about
pay, recognition, develop
ment and work-related
anxiety were among those
used to help calculate the
flight risk score.
Overall, wellbeing fell
seven points year-on-
year, from 66 to 59, and
the number of retail
staff working while
feeling physically or
mentally unwell rose by
12%, to 44% of all
employees.
Separate data from
the ONS shows that
there were 93,000
fewer retail jobs in
March 2025 than in March
2024. The ONS also recently
revealed that retail saw one
of the largest drops in job
vacancies between May and
July 2025 compared to any
other sector.
More retail staff at ‘flight
risk’ as job fear rises
KitKat marks 90 years
KitKat marks 90 years
with new formats
with new formats
Indies could see new shopper
interest and incremental sales as
Nestlé’s flagship confectionery
brand, KitKat, celebrates its 90th
anniversary with a wave of
innovation and global campaigns.
KitKat, which began life in 1935,
has grown into its leading
confectionery brand by both
revenue and brand value, selling
over 5 billion bars annually in more
than 85 countries.
For retailers, the latest
development is the KitKat tablet,
recently launched in Europe, with
chocolate tablets now the second
most popular format in the region
– valued at £7 billion.
BAT US vape U-turn
BAT US vape U-turn
despite illicit trade
despite illicit trade
British American Tobacco is
preparing to launch its first
disposable vape in the US,
reversing years of opposition to
unlicensed single-use products.
The new Vuse One device will
use synthetic nicotine and go on
pilot sale in three US states,
despite lacking FDA authorisation.
“Not having access to this
world weighs on our company’s
bottom line,” said Luis Pinto,
spokesman for BAT’s US unit
Reynolds American, as it prepared
to test launch its first new
disposable product in the United
States since after unregulated
rivals hammered its sales.
100 big supermarket
100 big supermarket
stores risk closure
stores risk closure
UK grocery sector is facing a
significant shake-up as more than
100 large-format stores risk
closure due to impending business
rates increases on properties with
a rateable value above £500,000.
About 50 of Sainsbury’s 600
supermarket outlets will become
unprofitable as a result of the
higher property charges, accord
ing to people in the industry.
For Tesco, the changes would
tip tens of stores into the red,
according to a senior figure at the
company and 90% of Asda’s 600
supermarkets would be affected
by the business rate rise.
NEWS FEATURE
10 ASIAN TRADER 19 SEPTEMBER 2025
unning a convenience store in
Britain rarely ends when the
shutters roll down. Be it keeping an
eye on CCTV or answering supplier calls, for
independent convenience retailers,
vacations are rare and even when they
occur, it is usually more of a balancing act
rather than a welcome break.
For thousands of independents, holidays
are not just about sunshine and rest; rather,
they are a litmus test of trust in staff,
systems, and the communities they serve.
Asian Trader checked in to find out how
indies unwind. It turns out only a few
manage to go completely off-grid, but most
admit they can’t resist peeking.
Salford-based
retailer Amit Patel,
who has run his
family’s store
Duchy Stores since
his teens, knows
the drill.
“I find it hard to
switch off com
pletely,” he told
Asian Trader.
“Even 1,000
miles away, I still log onto the CCTV system
and have a quick glance. We’ve got a
WhatsApp group, so we have a good idea of
what’s happening back at the shop.”
For Patel, planning a break is like plotting
a small military operation, weighing staff
cover, checking how busy the calendar
looks, and ensuring there’s a point of
contact if things go wrong.
“We’d rather wind down in one spot
rather than have the effort of tours or
excursions. I know sitting a thousand miles
away, I won’t be able to do much but even
then, I am happy keeping an eye on what is
happening than rather going completely off
the grid.”
Technology, he said, is the
unsung hero of modern retailer
holidays. And Patel has a very
good reason to be thankful for it.
For being a child of a retailer-
couple, he never got to enjoy a
single vacation as a whole
family.
“When we were younger it
was either Dad or Mum who
took us (my brother, sister and I)
Pooja Shrivastava finds out that unlike
most Brits, independent retailers’ holidays
are less about rest and more about trust...
“When on a rare holiday, it’s a blended
approach where I will respond to messages
and calls when I’m free. But I still tend to
place orders so that staff can do the day-to-
day running of the store.
“Also, preparing the store for the holiday
is key, for example we will stock up on most
popular ambient lines to avoid big deliveries
when I am away to make it easier for staff to
focus on customer service,” Pandya told
Asian Trader.
Cost of a break
Some retailers have not taken a vacation for
a long time because they fear it
will mean a loss of business.
For independent retailer
Christine Hope, the decision to
step away is brutally tied to
numbers. She runs Hope of
Longtown in a village in
Hereford, a lifeline for the
community as the village
depends on the store for the
essentials.
“Time away from the business has been
vastly reduced to reduce business debt
created by numerous factors,” she says
frankly.
“Right now, I am focused at break-even,
followed by reinvesting. A holiday cannot
replace the sanity of profit.”
Her statement captures the dilemma
many independents quietly live with: when
margins are wafer-thin, leisure is the first
luxury to go.
However, she is now determined to figure
out a way to draw a boundary soon.
“I know it is not sustainable long term.
When this happens, I rarely take work home
to provide some home-life balance and bring
back some sanity,” she revealed.
Always on, remotely restless
away, but never together
since one of them had to
stay back to take care of the
store.
“In fact, I cannot recall
even a single family
vacation that we had taken
together to this day, which
is kind of sad now that I
think about it,” he said.
“But that was their time;
they had no other option.”
Patel’s reflection isn’t an
isolated one.
Local convenience stores like these are
extensions of households, which makes
all-family holidays especially hard.
Generational shifts in many Asian-
owned independents mean adult children
often work side by side with parents. In
many family-run stores, children spend
their summers stacking shelves and
manning the till.
Today, technology has changed the
scenario by enabling remote control and
connectivity, yet vacations for most
retailers remain rare.
For newbies like retailer Vidur
Pandya, it is still a luxury to take
an extended break.
“As both my father and I are
involved in the business, it’s
either me or him who can go on
holiday. This makes taking
family holiday tricky.
“This mainly comes down to
staffing and operations as we are
still new in the business. One key
aspect, I have now realised, is hiring a store
manager to whom one can hand over the
business while on a break.”
Considering that Pandya’s Kislingbury
Village Store is the only one in the entire
village, not opening up for a
couple of days has wider
repercussion on the community
– hence it is never an option.
“I have been in business for
3.5 years so very early in building
the business. I am still training
employees to be independent
which of course takes a while.”
On whichever days Pandya
had managed to get away, he still
found himself working remotely.
Vidur Pandya
Christine Hope
Amit Patel
NEWS FEATURE
19 SEPTEMBER 2025 ASIAN TRADER 11
It’s a reminder that for many
shopkeepers, the most meaning
ful holiday might simply be an
uninterrupted evening at home.
The Local Shop Report 2025,
published by ACS, captures this
picture.
About 19 per cent of retailers
take no holiday ever in the entire
year, states the report. It also
mentions that some shop owners
(five per cent) end up working more than 70
hours per week.
The buzz beginning is that Labour is set
to change Sunday trading laws to appease
big supermarkets in the wake of their uproar
over higher tax bills, and let them open for
longer hours. If this goes through, it is likely
to have further ripple effects on smaller-
format convenience stores, hampering their
Sunday evening rush.
But when the spending is low and costs
are high, each hour of trade counts.
Always an eye on the ball
And yet, despite the relentless hours,
retailers remain deeply embedded in their
communities with 80 per cent of independ
ents known to engage in some
form of community activity in
the past year.
When it comes to the
convenience sector, the cultural
element is also strong. For many
families, the store is not just a
job but a legacy, something built
over decades of long hours and
personal sacrifice. To leave it
unattended feels like neglecting
both business and family duty.
Croydon-based retailer Benedict
Selvaratnam admits he does not get away as
often as he would like to.
“Running the store, e-commerce, and
community projects keeps the calendar
pretty full. When I do carve out time, I try to
make it count. I usually catch short breaks
rather than long escapes.
“On holiday I’m not completely MIA. I
always check in, make sure things are
running smoothly, but I have eventually
learnt not to micro-manage.
“A good team makes that possible. My
way of unwinding is simple:
family, good food, and time
outdoors. That balance clears
the head and keeps me ready for
the next big push,” he told Asian
Trader.
For some, like veteran
retailer Atul Sodha, unwinding
means partly detaching from
the trade owing to the support
system that they have created.
At the time of this conversa
tion with Asian Trader, Sodha
had just returned from Kenya
where he had gone for a family
wedding with his mother. It had
been four years since his
previous holiday.
“I used to take vacations as
often as possible,” he says. “Even
when I am not on holiday, I am
away at awards or networking
events or brand activities, it is
my team that takes care of
everything.
“I have not taken a long proper vacation
in four years due to personal
reasons. But it was because of
this all-empowered and efficient
staff that I was able to balance
work, family responsibilities
and networking easily.”
Balancing act
There are some retailers who
have built super-efficient
systems that allow them to step
back completely.
Hampshire-based retailer
Imtiyaz Mamode, who runs a busy store in
the Midlands, admits he can never fully let it
go.
Mamode said, “On vacations,
I don’t completely switch off, I
still work remotely, place orders
and stay in touch with suppliers.
But I also make sure to spend
time with family and enjoy
myself.
“I usually take one proper
vacation a year, and most of the
time it’s about visiting family
and exploring food.
“So it’s a bit of a balance.
Work doesn’t stop, but I still
manage to recharge.”
Glasgow-based retailer Girish
Jeeva has a solid support system
in place, which ensures that he is
not involved in day-to-day
operations of either of his two
stores.
In fact, the operations part of
the store is taken care of by his
trusted employee, a common
scenario in independent
convenience but with a rare
twist.
“I don’t do anything anymore
since Sneha takes care of
day-to-day operations and that,
too, remotely from India.
“So, in a way, this remains the
same whether I am here in
Glasgow or on holiday.”
“But yes, retailing is a
24-hour, 365-days job. Vacations
are always unplanned, just
whenever we feel like it – yet
that happens not very often,” Jeeva
admitted.
Such a sentiment echoes across the
industry. Even when technology and
trusted staff take the wheel, retailers
remain tethered, anxious, unsure.
And then there are a rare few who are
able to go completely off the grid and relax.
Manchester-based retailer Priyesh
Vekaria, one of the leading award winners at
Asian Trader Awards 2024, feels fortunate to
have a trusted and experienced team due to
which he can step away knowing everything
is in safe hands.
“That freedom allows me to
fully recharge and come back
with fresh energy and perspec
tive.
“Every six weeks or so, I try to
take a couple of days for a short
break, and every four months I
make sure to plan a week away. I
especially value the quality time
with my younger children, those
moments are what keep me
grounded and remind me why I
work so hard in the first place.
“In the end, balance is everything.
Whether it is family, friends or colleagues,
those relationships give me the energy and
clarity I need to thrive both at work and at
home,” he said.
Echoing his brother’s thoughts earlier,
Vekaria added, “There were so many times
when either Mum or Dad had to stay behind
to look after the store. Sadly, with Dad passing
in 2021, we lost the chance to ever have that
holiday as a complete family. That experience
has shaped me and is one of the reasons I run
my business the way I do today.”
Convenience stores might
often be family-run and modest
in size, yet collectively they
generate £48.8bn in sales
annually, support 443,000 jobs,
and contribute over £10.5bn in
GVA to the economy.
That scale means holidays are
never just personal decisions.
When a retailer steps away, he is
not always in a position to put
down the shutters.
This explains why many
owners like Patel and Pandya plan holidays
with military precision and why some, like
Hope, choose not to take them at all.
Clearly, for British convenience store
owners, holidays may never mean complete
escape, but they do mean renewal enough to
return and keep the doors open for the
millions who rely on them.
Clearly, for independent retailers, the
difference between a restless break and real
renewal comes down to a team strong
enough to keep the tills ringing while they
recharge.
Girish Jeeva
Benedict Selvaratnam
Imtiyaz Mamode
Priyesh Vekaria
Atul Sodha
OUT & ABOUT
12 ASIAN TRADER 19 SEPTEMBER 2025
Current affairs
It’s official – business is not boring, although
quite a few corporates are wishing that it
was. The latest embarrassing hoo-ha was
at Nestlé, where CEO Laurent Freixe was
booted out after having an affair with a
colleague. Before we lament that nothing
is permitted any more, it has to be said that
while you might meet your eventual spouse
at work, affairs are frowned on – think of
the recent “Cold Play Cam” incident, where
tech CEO Andy Byron fell on his sword after
a starring role at the concert smooching
with his head of PR, Kristin Cabot. Twisting
the knife, his wife subsequently left him.
While we might suppose that Nestlé’s
Freixe was just being typically French, CEOs
who attach themselves to subordinates risk
lawsuits from spurned lovers and damaging
the reputations of their firms (which means
share price plunges and angry investors).
What’s more, power can be portrayed as
coercive – and often is. Freixe’s case is par
ticularly bad because he lied about the affair
to two separate internal investigations, and
it now appears that he also promoted his
lover.
Here in the grocery sector, though,
scandal seems to be a bit thin on the ground.
Again and again, we hear tales of happy
families running stores, of loving couples
working all hours, and of endless devotion
to the local community. Desperately we
seek dirt in the wholesale sector but all we
get is discounts and PMPs. Come on people,
up your game!
Better eating
– Speaking of wholesalers, we were out and
about around Blackfriars here in London the
other day (mere minutes away from Asian
Trader Towers) to attend the official launch
of Good Food Retail Network by two organi
sations: Impact on Urban Health and Rice
Marketing. It’s been supported Bestway
as a wholesale partner since 2021 and has
been working with convenience stores to
promote and sell good wholesome food to
inner city families in place of HPFs and junk
meals – at prices that are not expensive by
comparison, and that match Tesco’s. After
a pilot period of over 100 skus out of two
Bestway depots, it was proven that poorer
people will happily eat healthier if they
have access to affordable ingredients. Now,
coinciding with the government’s plans to
extend HFSS restrictions to the c-channel,
Westminster interest in the project is
growing and the scheme is extending out
of London and across the UK, again using
Bestways many nationwide depots. Above
all, it’s been proven that indies can increase
sales by stocking healthier options, and that
people really want to learn to eat better. Still
no scandals, though.
Beware bubbles
– But back to Nestlé: there was a flap last
week about Nestlé’s Aero choc bar contain
ing beef gelatine – it’s what helps create the
bubbles – and a Hindu organisation in the
USA was outraged that people hadn’t been
warned that they might be eating Cow.
Preliminary investigation by our intrepid
investigator Hooda Thunkit (see below)
reveals that there is in fact no beef gelatine
in Aero – although perhaps, as with certain
chocolate mousses on sale in various retail
ers – there might well be “animal protein”
in the ingredients of some “non-meat”
products, which would not be ideal for strict
vegetarians, to say the least. Worth check
ing the labels, as always!
Open all hours
– We’re hearing rumours that the gov
ernment is thinking of relaxing Sunday
trading laws for the mults, as a sop to the
higher business rates imposed by Chancellor
Reeves. Buckle up, indies, it’s going to be a
rough ride.
About
Out &
Hooda Thunkit’s Factoid Korner
Hooda Thunkit, our intrepid researcher and amateur detective, discovered
that way back when – we’re talking over a thousand years ago – whoever
was then resident here (Germans, Vikings, leftover Romans who hated the
sun, as well as Picts, Celts and even a few Anglos), the words “lord” and
“lady” both emerged … from the bakery. In fact, the word “Lord” started
life as hlāford (“loaf-ward” or “bread-keeper”) and “lady” as hlāfdige
(“loaf-kneader” or “bread-maker”). These titles were given to the
important folk who would have been in charge of the village or
settlement’s food suppply – those who had the power to dole out vital
calories to their family or community.
Well, think about it: as convenience retailers, that’s exactly what you
folks do. You supply all the “bread” – and bread itself – to your
communities. As far as Hooda is concerned that makes you the real modern
aristocratic lords and ladies of your street (a bit like accountants, who have
“Count” as part of their name). My lords and ladies of convenience, we bow in
your general direction! Is it time for a coat of arms?
Got any gossip,
rumours, scandals,
the low-down on
the latest moves, or
just an interesting
story? Then email
DATACART
19 SEPTEMBER 2025 ASIAN TRADER 13
hoplifting remains one of the most
pressing challenges facing UK
retailers, with sharp regional
disparities highlighting the scale of
the problem. According to the latest
police-recorded crime figures, the national
average rate of shoplifting offences stands at
8.7 per 1,000 people. Yet in some areas,
incidents are almost double this level.
Cleveland tops the list with 14.2 offences
per 1,000, followed closely by Nottingham
shire (13.0) and Northumbria (12.4). Even
London, where the Metropolitan Police
recorded 10.5 offences, sits well above the
average.
Behind these figures lies a wider picture of
strain on retailers and their staff. The British
Retail Consortium (BRC) reports that only
around a third of violent or abusive incidents
are ever passed on to police, suggesting the
real scale of retail crime is far higher. Shop
lifting is rarely a victimless crime: beyond
the £2.2 billion in direct theft losses last year,
businesses invested £1.8 billion in security
measures and continue to absorb ris
ing insurance premiums.
For shop workers, the impact is
deeply personal. Nearly half (47%)
say they fear for their safety at work,
while over two million have expe
rienced violence or abuse. Worry
ingly, almost three-quarters of staff
(73%) admit they avoid confronting
shoplifters altogether, a reflection
of both safety concerns and limited
confidence that offenders will face
consequences.
With high-value items such as
meat, alcohol, baby formula and beau
ty products topping theft lists, the
burden falls on already squeezed re
tailers to protect stock and safeguard
colleagues. The figures underline
the urgency for stronger collabora
tion between businesses, police and
policymakers to restore confidence
and ensure retail spaces remain safe
for staff and customers alike.
Shoplifting: the new pandemic
New figures place in stark relief the true
burden on retailers and staff from crime,
including abuse, threats and violence
MOVERS AND SHAKERS
14 ASIAN TRADER 19 SEPTEMBER 2025
Waitrose MD James Bailey
steps down
Keeping up with the latest industry
moves and promotions
Movers and Shakers
Unitas Wholesale, the largest
network of independent cash
and carry and delivered
wholesalers in the UK, has
announced the appointment of
wholesale figure David Cooke as
its first Chief Operating
Officer (COO).
As part of a restruc
ture of the executive
team, the move sees
John Kinney step into
the role of Chief Executive
Officer, following the recent
appointment of Gurms Athwal
as Trading Director. Gurms, who
now reports to David, has also
joined the Unitas Board.
Cooke will officially join
Unitas Wholesale in September
2025, ahead of the Group’s
annual conference in Marbella.
In his new role, he will oversee
Trading, Commercial, Market
ing and Retail, driving initiatives
designed to deliver even greater
value for members and suppli
ers.
John Kinney said, “David
brings a wealth of experience
and a proven track record
of driving growth
through strong supplier
and member collabora
tion. announced the
appointment of whole
sale figure David Cooke as its
first Chief Operating Officer
(COO).
As part of a restructure of the
executive team, the move sees
John Kinney step into the role of
Chief Executive Officer,
following the recent appoint
ment of Gurms Athwal as
Trading Director. Gurms, who
now reports to David, has also
joined the Unitas Board.
Unitas Wholesale appoints
David Cooke COO
The John Lewis Partnership
says that James Bailey has
decided to step down from his
role as managing director of
Waitrose later this year.
Bailey joined Waitrose in
2020 and successfully steered
the business through the
pandemic and the cost-of-living
crisis.
“James has done an out
standing job, overseeing signifi
cant transformation and
growth during a period of
change. He’s a great colleague
and has been a highly valued
member of the Executive
Team,” Jason Tarry, Chairman
of the Partnership, said.
“We will be sad to see James
go but understand and respect
his decision to step down after
five and a half years at the
helm. James will leave
Waitrose in a much stronger
position and I know will be
missed by everyone.”
Bailey previously spent 18
years at Sainsbury’s.
At Waitrose, he spearheaded
a push into the convenience
market, as the upmarket chain
opened its first convenience
store in six years in November
last year.
Bailey will continue in the
role through to the end of
September, and Tina Mitchell,
retail director for Waitrose, will
serve as the interim managing
director once he leaves.
John Lewis Partnership said
it has started the process to find
Bailey’s successor.
Jo Whitfield becomes
first female chair of BRC
Jo Whitfield, former chief execu
tive of Co-op Food, has been ap
pointed to succeed Andy Higgin
son as British Retail Consortium
(BRC) chair, when his tenure
comes to an end on 2 October.
She will be the first female
chair of the trade body, that
represents over 200 retailers and
brands and thousands of smaller
retailers through trade association
members.
Whitfield has 25 years’ experi
ence in retail, including leadership
roles at Matalan, the Co-operative
Group and Asda.
She is currently a non-execu
tive director and audit chair at Asda
and a non-executive and chair of
ethics committee at Factory Inter
national, host of the Manchester
International Festival.
Whitfield pre
viously founded
and chaired The Grocery Girls
network and was an Advisor and
Retail Sector Lead on the Women’s
Business Council. Whitfield also
played a leading industry role
campaigning alongside the BRC to
achieve better safety recognition
and a change to the law to protect
retail shopworkers.
“I’m honoured to be joining the
BRC as its first female Chair, and to
be supporting Helen and her team
at such a pivotal time,” Whitfield
said.
“I look forward to working
closely with Helen (Dickinson,
chief executive at the BRC) and
the team to ensure the interests of
our industry are championed and
protected.”
Parfetts announces new
Southampton GM
Parfetts has announced Graham
Barton as general manager of its
new Southampton depot, ahead of
its highly anticipated opening later
this year.
Barton brings a wealth of expe
rience from more
than four decades
in the wholesale
and retail sector,
including a 33-year
career at Palmer &
Harvey and a recent
management role at
Bestway’s Fareham
depot.
Parfetts’ ninth
depot marks the first new cash-
and-carry facility in the region in
25 years.
The 113,000 sq ft site at Hedge
End Retail Park will create over 100
jobs, providing a major boost to
the local economy and delivering
a fresh level of service and support
to independent retailers across the
South Coast and Greater London.
Graham Barton said, “It’s
an honour to be leading such a
committed and experienced team
at a time of real momentum for
Parfetts.
“There’s a huge
sense of pride and
excitement about
what we’re building
here, not just bricks
and mortar, but a
new level of service,
support and oppor
tunity for independ
ent retailers.
Joining Barton at
the helm of the Parfetts South
ampton depot is a strong senior
management team, including Stu
art Clark and Glenn Underwood
as supply chain managers, Hollie
Whitfield as delivered manager,
Nigel Drake overseeing goods-in,
and Elaine Walker managing front-
of-house operations.
RETAIL CORNER
19 SEPTEMBER 2025 ASIAN TRADER 15
here are convenience stores that
simply serve their neighbourhood,
and then there are those that
become part of its identity. Duchy
Stores in Salford falls firmly into the second
category, a shop that combines new product
launches, old connections and year-round
community events to create a loyal following
that stretches far beyond its postcode.
The Patel family has been at the helm of
the store since its takeover in 1992. Today,
under the sharp eye of second-generation
retailer Amit Patel, Duchy Stores is increas
ingly strengthening its mark not only in the
community but also in the wider retail sector
as well.
Speaking exclusively to Asian Trader, Amit
explained how, over a span of more than three
decades, the site has evolved from a basic
convenience store into a community hub as
well as a shopper destination in its own right.
“Over the past 33 odd years, a lot has
happened. Once my parents were settled and
got the hang of customers, their require
ments, what works and what not, they started
introducing little changes in the store, both in
terms of the structure, looks as well as range,”
he says.
Amit has been officially involved in the
store since he was 17, though he remembers
spending his days in the store for what seems
like forever.
Being a part of retailers’ family dedicated
to their business, he recalled visiting the cash
and carry at weekends, learning how to serve
customers and stock shelves, and handling
the till.
“Our childhood revolved around the store.
My brother [retailer Priyesh Vekaria – see this
issue’s Award-Winner Interview], my sister
and I used to spend time at the shop and
helping our parents as soon as our heads could
pop over the counter.
“When a business is open 365 days a year
and is majorly family-run, the only way to
spend time together is to hang around in the
store. As a child, our world was this shop,” he
recalls.
May be that’s what retail life is like.
Listening to Amit, it is clear that this deep-
rooted trust has become the store’s biggest
asset.
It also shapes the way he makes decisions,
from supplier relationships to the events
For this convenience store in Salford, the business
is lighting up its community, whether
through new launches on the shelves or
literally, with fireworks in the sky
calendar that has become the
shop’s biggest USP.
One of those big changes came with
the switch to Go Local Extra. The shop had
long traded under best-one before Amit made
the decision to switch.
“Customers were asking for more value,
more promotions, more range,” says Amit.
“That’s why we joined Go Local and then
stepped up to Go Local Extra last September.”
The move coincided with a full refit that
has given the store a brighter, fresher look.
“It’s made such a difference to curb appeal.
People walk past and want to come in. Inside,
it looks vibrant and that matters.”
Another emerging USP of Salford’s Duchy
Stores is the in-store activations for new
product launches which keep the store
buzzing. Today, it is known for miles around
that if it is something new, it will be at Duchy
Stores.
“We’re often one of the first stores in the
area to get the latest products,” he explained.
“That keeps customers excited, and it means
they come to us knowing there will be
something new on the shelves.
“Through social media, I connect with
national account managers, I get involved in
product launches. Business isn’t just about
trading anymore; it’s about introducing new
products into the sector and keeping
customers engaged.”
The fireworks category has also become a
defining feature of the store. While many
independents have stepped back from the
category due to regulation and compliance,
Amit leaned in.
“Since we are fully compliant, we never
had an issue with licensing. Customers now
come from further afield because they know
we’ll have the complete range and good
quality,” he says.
But where he really goes above and beyond
is in community engagement. Each summer,
the store hosts a festival in its car park,
complete with inflatables, music, and
giveaways.
“Our wholesaler supports us by supplying
the goody bags,” Amit says. “But they are not
just filled with sweets and snacks. They have
toilet rolls, tea, coffee, cleaning products, the
things people use every day.”
Seasonal events have become a fixture, not
only for the store but for the community.
“Halloween, Christmas, Valentine’s Day,
New Year’s Eve – we try to do something for
all of them,” he says. “At Christmas, I dress up
as Santa; on New Year’s Eve, we put on a
bonfire and fireworks display.”
It’s not just the big events that demon
strate Amit’s connection to his community.
The store also offers home delivery, but with a
personal human touch.
“There’s no app, no platform,” he says.
People just call or text with what they need,
and we deliver. In some cases, the children of
elderly customers who live away will pay us
later, after we’ve already dropped off the
groceries.
“It’s built on trust, and that’s something
you can only develop over years.”
The store, which covers 1,000 sq. ft., is
supplied primarily by Parfetts through
delivery, alongside local dairy suppliers.
The range is balanced across value,
mid-tier and premium to meet all budgets.
Services such as PayPoint, parcel collection,
lottery and slush machines round out the
offer.
“We try to cover as much as we can,” Amit
says. “That’s what a convenience store is meant
to do – support everyone who walks in.”
Clearly, for this second-generation
retailer, convenience retail isn’t just about
selling products; rather, it is about lighting up
the community, whether through new
launches on the shelves or fireworks in the
sky.
“This store has been part of my family for
over 30 years. It’s more than just a place to
shop – it’s part of people’s lives. That’s what
convenience retail is really about,” he
concludes.
Lighting up the community
SOCIAL MEDIA
16 ASIAN TRADER 19 SEPTEMBER 2025
“Things will only officially be bad when
there are security tags on Freddos.”
Napoleon (@moanaparte)
“‘72-hour antiperspirant protection’ is
the biggest lie ever told.”
Napoleon (@moanaparte)
“In our history, whenever excise duties
have been unreasonably high, the result
has been crime, including smuggling. At
present the duty on a pack of cigarettes is
£8.93. Reduce it to solve the problem.”
Peter Sewell (@portly_pete)
“In 2016 I worked as a Deliveroo rider &
earned the equivalent of £11.20 an hour
– 55% more than min wage of £7.20. In 2024 I
worked as a Deliveroo rider and earned £5.28
– 54% less than min wage of £11.44. Insecure
work has become more precarious …”
Harry Wallop (@hwallop)
“Used the wife’s deodorant because
mine’s run out. I don’t understand this.
We’re made from the same stuff (human),
yet while she smells lovely wearing it, I smell
like a boiled sweet stuck to an old carpet.”
Napoleon (@moanaparte)
“The smoking rate in the EU is twice
what it is in the UK and has barely fallen
in the last decade. It nevertheless thinks it
can create a ‘nicotine-free generation’ by
2040 and is lying about the risks of safer
nicotine products. What a clown show!”
Christopher Snowdon @cjsnowdon)
“Papers today jammed with stories
showing the beginning of the end of the
age of entitlement. And the return of a focus
on needs over wants.”
Merryn Somerset Webb @MerrynSW)
“Seen about 5 new domestic robots
launch in last 3 weeks. All designed to do
laundry or fold laundry. Silicon Valley is
entirely the domain of people who wish they
still lived with their mum. Uber – Mom drive
me around. Uber Eats – Mom, cook for me.
TaskRabbit – Mom please clean.”
Tom Goodwin (@tomfgoodwin)
“Okay so that Miles Davis quote “if you
hit a wrong note, it’s the next note you
play that determines if it’s good or bad”
applies to basically everything.”
Dylan O’Sullivan (@DylanoA4)
“Whenever I’m visiting someone who
has a smart speaker, I like to set random
reminders or alarms for months in advance.
My latest one will happen in 3 months telling
my sister to clean out the rabbit hutch. She
doesn’t own a rabbit.”
Fesshole (@fesshole)
“I just rang the Speaking Clock. What a
nice voice it’s got at the moment! I was
so glad to find it’s still there. Like going to
your grandparents’ old house from childhood
and finding they’re actually at home.”
Victoria Coren Mitchell (@VictoriaCoren)
“Man living alone here. Just burped
quite loud and my google assistant was
activated. I’m now reconsidering my life
choices.”
Fesshole (@fesshole)
“I do care about the environment but
I’m not mad on scratching my eyeball
with the bottle top now attached to my water
bottle.”
Wendy Wason (@Wendy_Wason)
“We have a dumb joke when we go out
for dinner as a family when they say ‘any
allergies’ and the youngest always says ‘cats’
and we all chuckle and so does the waiter.
Today he said it, the waiter looked confused
and said ‘we don’t cook cats’”.
Wendy Wason (@Wendy_Wason)
“Reforming the state is difficult whereas
passing legislation to restrict people’s
freedoms is easy.”
Luke Johnson (@LukeJohnsonRCP)
“‘You don’t have a right to inherit money
from mummy and daddy that you did
nothing to earn.’ @Lewis_Goodall suggests
hiking inheritance tax to 100% in order to
reduce income tax and ‘incentivise work.’”
LBC (@LBC)
“Remember when picking up “a few
bits” at the supermarket didn’t cost £54?”
VeryBritishProblems (@SoVeryBritish)
“How can the Deputy Governor of the
Bank of England be ‘surprised’ by
inflation? It has literally been this govern
ment’s explicit policy to pile so much more
cost onto businesses that they have no choice
but to increase prices ...”
Kien Tan (@kientan74)
“‘It is almost certain that Rachel Reeves
will extend the freeze on personal tax
thresholds in the autumn budget, which
would hurt working people by taking more
money out of their payslips.’”
Institute of Economic Affairs (@iealon
don)
“Private equity [PE] curse. UK supermar
kets Asda and Morrisons crushed by debt
anvil. Asset-stripping to pay for debt and private
equity profits. Staff cuts, low investment,
market share struggles. PE has devoured high
street, care homes, vets, healthcare.”
Prem Sikka (@premnsikka)
“Ai is leading to a lot of people accepting
low standards. Make it stop. If some
thing is worth doing. Do it well.”
Tom Goodwin (@tomfgoodwin)
“‘Ooh, something smells good, what are
you cooking?!’ It’s always just an onion.”
VeryBritishProblems (@SoVeryBritish)
“First sighting of SPooOooOooKY stuff
in the supermarket. That’s it, folks,
summer’s over. It’s Halloween now, which
means it’s Christmas now.”
VeryBritishProblems (@SoVeryBritish)
“‘Hello. How much are your hotel
rooms?’ ‘Who are you?’ ‘The council.’
‘Two grand a night.’”
Napoleon (@moanaparte)
“Who is Molly May and why should I
take her recommendations on which
fabric softener to use?”
Baron MVT (@VonTrippenhoff)
Asian Trader has rounded up some comments from
our Twitter feed to give a vivid picture of retailers
and friends under inflationary conditions …
X: The World According
to “Not” Twitter
@NoContextBrits
WHOLESALE
19 SEPTEMBER 2025 ASIAN TRADER 17
omentum in the wholesale
sector these past weeks has been
anything but slow and one-
dimensional.
September arrived with a bang as Parfetts
finally threw open the doors to its much-antic
ipated new 113,000 square feet Southampton
depot. In what appears to be a clear sign of mark
ing a new territory, the wholesaler made sure to
turn the opening into a mini celebration.
As shared by joint managing directors Guy
Swindell and Noel Robinson in an excited
conversation with Asian Trader, the cash and
carry’s parking lot started filling quite early in
the day and by the time it was noon, there was
already an air of jubilation in the depot among
the visiting retailers, evidenced by full trollies
and happy faces.
The arrival of the depot, the ninth and largest
in the Parfetts’ network, wasn’t just a play for
size. It marked a decisive push towards £1 billion
turnover territory as well as towards geographi
cal expansion beyond the Midlands. The man
agement is also focusing on nurturing deeper
ties with the surging Go Local symbol group,
aiming to touch the 2000 milestone soon.
For a sector that trades on relationships as
well as razor-thin margins, this kind of regional
investment is both an economic booster and a
sign that competition for the loyalty of south-
of-England independents is now a full-contact
sport.
With eyes on the target, this employee-
owned wholesaler is gaining pace on own-label
front as well. Testing new waters, the wholesaler
recently introduced Go Local Paracetamol
Tablets at an eye-catching £1 RRP and a headline
62.1 per cent POR.
There is calculated finesse behind Parfetts’
push here, with a considerable share of sales now
flowing through own-label products, and the
new lines landing as prime margin-protectors.
Big moves, bigger bets and renewed
partnerships are reshaping wholesale
sector for a faster, smarter future
It isn’t simply a
numbers game: Parfetts is betting that
private-brand well-priced medicines
will become a signature lever for c-store
operators keen on repeat business and
price credibility with shoppers.
Moves and deals
While Parfetts is betting on consistent expan
sion, Scottish player United Wholesale Scotland
also continues to rewrite the script north of the
border.
This wholesaler has reported a record turno
ver £285 million for 2024, a step towards its
target of £500 million turnover by 2030.
It is now gearing up for the next chapter and
has its sights set not only on Scotland, but the
entire UK territory. The move into London with
the Times Wholesale acquisition (now United
Rainham) signposts an intent to create a genu
inely national footprint.
Over in Northern Ireland, S&W Wholesale,
one of the largest independent wholesalers in
the region, also seems restless for growth. The
company recently unveiled its plans for a new
purpose-built headquarters and distribution
centre in Newry, marking a significant invest
ment in the future of the employee-owned
business.
The 16,730 sqm development, located just off
the A1 southbound and around three miles from
the company’s current base at Carnbane Busi
ness Park, will include a large-scale storage and
distribution warehouse alongside modern office
facilities. The move will allow the wholesaler to
consolidate operations currently spread across
multiple sites.
Meanwhile, after months of speculation and
rumour, Co-op Wholesale and Bestway Whole
sale shook hands once again over the supply
agreement to Costcutter stores.
The official announcement came from
both Co-op Wholesale and Bestway
earlier this month, stating that this new
agreement is “jointly focused on true
partnership” and that the continuation
of the collaboration will see Costcut
ter stores continue to benefit from the
market-leading full-service convenience,
including access to the iconic and best in
class Co-op own brand products.
The announcement finally broke
the silence spanning months after it
emerged earlier this year that Co-op
Wholesale had decided not to renew
the long-term supply arrangement to
Costcutter stores.
The arrangement was ending Dec 31 this
year, thus implying that Co-op Wholesale would
cease supplying fresh, chilled and own-label to
Costcutter stores from Jan 1, 2026, bringing an
end to the long-term supply arrangement.
The industry buzz was that Bestway was
trying to find another partner for supplying to
Costcutter stores, although the wholesale giant
always assured its retailers that they would get
best deals, come what may.
Wholesale planet
Beyond the big numbers and landscape-chang
ing deals, the wholesale sector’s transformation
is now shaped by forces well outside the balance
sheets, and climate risks are being taken as seri
ously as commercial ones.
The Scottish Wholesale Association’s launch
of its climate resilience guide felt quietly mo
mentous.
Produced in partnership with Adaptation
Scotland, the guide outlines the key risks whole
salers face, from extreme weather and supply
chain disruption to challenges with storage
infrastructure. The guide sets out practical steps
businesses can take to adapt, covering areas such
as workforce, premises, products, supply chain
and the wider environment. It also includes real-
world examples from wholesalers already taking
action to reduce risk and strengthen resilience.
Wholesalers are asked to see resilience not as
a gimmick but as insurance, protecting not only
their own business, but the communities and
retail partners who rely on deliveries to continue
when the unexpected hits.
As the month draws to a close, there’s little
evidence of complacency or risk aversion in
wholesale. The field is being redrawn by bold bets
on infrastructure and digital tools, new supply
deals that broaden options for convenience and
forecourt retailers, and a sharper climate focus
bringing sustainability into day-to-day thinking.
From Southampton’s thronging aisles to
Newry’s new construction sites; from supplier
partnerships stretching across Costcutter and
Co-op to acknowledgement to climate change
concerns in Glasgow, the sector is proving that
growth, agility and confidence remain tightly
interwoven.
A confident and growing wholesale sector
Noel Robinson and Guy Swindell
18 ASIAN TRADER 19 SEPTEMBER 2025
he alert pierces through the gentle
hum of the radio in Salford’s One Stop
Carlton Convenience store.
“A shoplifting incident may just have
occurred in this store, all team members to
follow protocol and be advised.” Within five
seconds of someone slipping a chocolate bar
into their pocket, artificial intelligence has
spotted the theft, sending video clips to every
staff member’s device.
But this isn’t just another high-tech
deterrent in the endless war against retail
crime. It’s part of a philosophy that has earned
Priyesh Vekaria recognition as Responsible
Retailer of the Year 2024 at the Asian Trader
Awards.
A former police sergeant, Priyesh brings
the insight of a decade spent in the force to
every decision he makes as a retailer. But the
pivotal chapter in his retail journey began
with a simple drive home from work in 2013,
newly married and searching for something
more than his public sector career could offer.
“I was driving home one day, and I saw this
building. It was an old pub, and I thought I
could do something with that,” Priyesh
recalls. That dilapidated pub would become
the foundation not just for a thriving
business, but for a revolutionary approach to
convenience retailing that puts community
welfare at its heart.
An unexpected path
The journey to that moment began when his
parents arrived in the UK as migrants in the
1990s – his father from East Africa, his mother
born in India. They settled briefly in London
before his father spotted opportunities in
retailing and embraced it as the family’s new
beginning in Britain.
The family’s first store, the Go Local
Duchy Stores in Salford, became the
bedrock of their livelihood and the
place where Priyesh and his brother
Amit (featured in this issue’s Retail
Corner) grew up, absorbing the
rhythms of community commerce.
“That was where the foundations
were laid in our minds that it was a
fallback option for us,” Priyesh
explains. “Initially, we were asked to
complete our further education and try
and find professional work, and if we
couldn’t find anything that we enjoyed
or that made us comfortable and
steady, then that was an option for us.”
The professional route seemed
promising. Priyesh qualified in criminal
justice, practiced personal injury law
for seven months, and simultaneously
built a career in policing that would
span a decade across three constabular
ies – Leicestershire, Cheshire, and Greater
Manchester. Rising to the rank of sergeant, he
managed teams of 30 officers, gaining what
he calls “an insight into the psychology of the
individuals that we serve in the community.”
By 2013, Priyesh found himself question
ing his path. The realisation that he needed
“to do something that’s now going to feed me
and my family, not benefit a supervisor or a
line manager or someone else’s business” was
crystallising. Then came that fateful drive
past the old pub, followed by a conversation
with his father that would reshape his
understanding of what business could be.
“My dad said to me, ‘Priyesh, you’re not
doing anything that’s going to give you a
comfortable lifestyle, or going to give you
savings in the long term. Why don’t you go
into business, do something?’”
Building from ruins
What followed was a masterclass in vision
over immediate reality. The pub wasn’t just
run-down – professional surveys revealed fire
damage and structural problems that made
restoration impossible. Rather than retreat,
Priyesh and his father went to the drawing
board, securing bank backing for an ambi
tious reconstruction: demolishing the entire
building and creating a ground-floor commer
cial unit with two flats above and four
three-storey townhouses.
The property portfolio was impressive, but
the real challenge lay in understanding how to
serve the community that would sustain it. “I
hadn’t really quite grasped how I was going to
deliver convenience retail to this community
that I’m currently serving,” Priyesh reflects.
“So, it was a lot of understanding the
community’s needs, the wants, the demo
graphics, the dynamics.”
This learning curve led through partner
ships with symbol groups Select and Save,
then Go Local Extra, before the breakthrough
decision in 2022 to franchise with One Stop.
The results speak volumes: weekly turnover
jumped from £17,000 to £28-29,000, with an
additional £5-6,000 from online services.
But the numbers only tell part of the story.
What truly sets One Stop Carlton Conveni
ence apart is what Priyesh calls his Dynamic
Risk Assessment approach – a system
borrowed from his police training and adapted
for retail that goes far beyond checking IDs for
age-restricted products.
Heart of responsibility
“Dynamic Risk Assessment is something that
is a skill that we picked up and a training
process that we were taught through the
police force,” Priyesh explains. In policing, it’s
called the national decision-making model,
designed to help officers justify and rational
ise important decisions. In retail, it becomes
something more profound: a framework for
genuinely caring for customers as
human beings.
The system starts with a core value:
preventing age-restrictive products
from falling into the hands of minors.
But it extends far beyond checking dates
of birth. “They may be of age, but do they
have the mental capacity to buy this
product, and is it safe for them to do so?
Are they already under the influence of
something, and should we be the ones
that intervene?”
PROFILES IN SUCCESS
ASIAN TRADER AWARDS WINNERS
For ex-policeman Priyesh Vekaria, looking
after his store, staff and shoppers is second-
nature, and he succeeds wonderfully at
putting community welfare front and centre
Responsible through and through
Sapna and Priyesh Vekaria
19 SEPTEMBER 2025 ASIAN TRADER 19
PROFILES IN SUCCESS
ASIAN TRADER AWARDS WINNERS
When a customer is refused a sale,
the process doesn’t end with rejection.
Staff offer alternatives, provide support
resources, even signpost customers to
social services when needed. Most
remarkably, they follow up. “After
some time, we will reach out to them.
We’ll have that conversation, or if they
come in again and we can see that
they’re in a better place, or they’re still
struggling, we’ll ask them.”
This approach recently helped
resolve what could have been a
domestic abuse situation. Without
revealing too many details, Priyesh
describes how his team guided someone to
recognise unhealthy relationship dynamics,
leading both parties to return and thank the
store for helping them understand their
impact on each other.
“You know, we have particular behaviour
mannerisms in our family homes, and we
think we know that we’re doing something
for the best for our family members, but
actually we’re putting them in a difficult
position where they feel like they’re trapped,”
he reflects.
Fighting the system
This community-first approach makes
Priyesh’s frustration with current enforce
ment systems all the more acute. The £200
shoplifting threshold – which designates
theft under that value as a summary offence
– has, in his view, created a monster that
threatens the very foundations of community
retail.
“Government, some years back, almost
legalised shoplifting,” he states bluntly.
“What they’ve done is, they’ve taken away
our management tools.”
The impact goes beyond lost inventory.
“When you steal from me, you’re stealing
from the community because I’m feeding
the homeless. I’m also paying into the
football team that your child supports and
goes to. I’m paying into the dance group
that your child goes to. I’m supporting
local school for breakfast club that your
children also go to.”
His store services a food bank twice weekly
and supports Manchester’s Homeless Aid
every Tuesday and Thursday, regardless of
circumstances. These community invest
ments become casualties of theft that
enforcement agencies seem unable or
unwilling to address meaningfully.
The AI-powered camera system represents
Priyesh’s technological response to policy
failures, but it’s the human response that
reveals his character. Recent BBC interviews
have highlighted his criticism of enforcement
agencies’ approach, particularly after a
heavy-handed police raid on his store that
treated his community-supporting team like
suspects.
“I know that, having been an officer, if an
allegation is made, you must go and deal with
it. So do a compliance visit, but don’t go and
raid a store in that heavy handed format,
because all that’s done is that’s made my
team, who are doing everything they can to
support that community, feel like they’re
suspects,” he argues.
Innovation through care
Perhaps most remarkably, Priyesh has created
what he calls a graduate sponsorship scheme,
bringing talented individuals from India to
work in his store while supporting their
families’ migration to the UK. It’s an approach
born from practical experience rather than
ideology.
“Having trialled multiple local
individuals for these roles, I just couldn’t
get them to have the same effort. The
work ethic was different, the under
standing of the relationship just wasn’t
the same,” he explains.
The sponsored employees joined in
2023, and by year’s end, Priyesh was
supporting their dependents’ immigra
tion, creating not just jobs but genuine
opportunities for families to build new
lives.
“It’s a very proud model to share,
because what you’re doing is you’re
offering opportunities to individuals
from all over the world who have talent,”
he notes.
Core is more
Looking ahead, Priyesh’s philosophy
centres on what he calls “core is more” –
focusing on fundamental excellence
rather than endless expansion. “You
don’t look to have the biggest range of
products in your store. You focus on the
core products that need to be sold
through convenience store providing the
best value to your consumer.”
This approach extends to partnerships,
where One Stop Carlton Convenience has
influenced product launches across the
Tesco family of companies. A successful
Evian water relaunch, mediated by Priyesh
between One Stop and Danone, demonstrates
how independent retailers can drive category
growth across major retail chains.
“If I’ve introduced something new, Booker
introduces it, then it also lands in Tesco. We’re
all pushing the same product. We’re all
shifting huge volumes, and everybody wins,”
he explains.
For young retailers entering the industry,
his advice is clear: choose the right commer
cial partner, embrace innovation, but never
lose sight of community responsibility.
“Community responsibility is definitely the
big one,” he emphasises. “But also, when a
young retailer is coming into the industry,
they want something that’s innovative,
exciting and new, and if they have concepts
and ideas, they need to make sure to choose
the right trade partner.”
Having worked with both symbol group
and franchise partnership models, he believes
franchise is the way forward, “because it’s a
tried and tested, structured model.”
The bigger picture
Standing in his store, watching the AI cameras
monitor shelves while his sponsored
employees serve customers who increasingly
see the shop as a safe space to share their
troubles and celebrations, Priyesh embodies a
new model of responsible retailing. It’s one
that combines cutting-edge technology with
old-fashioned human care, police-trained risk
assessment with genuine community
investment.
His criticism of enforcement agencies
stems not from a desire to avoid responsibil
ity, but from frustration at systems that
penalise the compliant while ignoring the
problematic. His Dynamic Risk Assessment
approach represents not just good business
practice, but a blueprint for how retailers can
genuinely serve their communities’ welfare.
“Being a community first retailer, it’s
really important that we understand it’s our
responsibility to ensure the welfare of that
community,” he concludes. “If we do not
ensure the welfare of that community is
looked after, we’re in servitude to that
community, and without that community,
our business does not exist.”
FEATURE
BIG NIGHT IN
20 ASIAN TRADER 19 SEPTEMBER 2025
nce upon a time,
staying in was a
compromise. Now it’s
the main event and convenience
stores are emerging as the real
headliners.
From sofas doubling as cinema
seats to kitchens moonlighting as
takeaway joints to BBQ parties to
families gathering to catch up to
Netflix and chill, the Big Night In
has transformed into one of
retail’s most bankable occasions.
People reached a new
appreciation of the possibilities
for dining in during the pandemic,
and four years after the last
lockdown, the Big Night In is now
an even bigger opportunity for
local stores.
As the public mindset further
shifts due to the cost-of-living
crisis, people are making
themselves feel good in the
comfort of their own homes,
reserving nights out only for
major celebrations.
Convenience plays a signifi
cant part in this social shift, as
consumers are often looking for
easy-to-prepare food, drinks and
treats which can be served
quickly, leaving more time to
enjoy these at home moments
with friends and family.
This is great news for conveni
ence retailers and wholesalers,
especially as many of these
occasions are likely to be im
promptu, so creating dedicated
display in store and promotions
on linked purchases can drive
impulse sales.
The only key is to remain
updated on what is working and
how to make best of this situa
tion. Dive right in.
Snack Attack
According to Ed Merrett,
Wholesale Controller at PepsiCo,
flavour is the number one
influence on crisp purchase
decisions.
“We recommend retailers
offer well-loved brands such as
Walkers Crisps, Quavers, Wotsits
and Monster Munch, particularly
as core best-sellers can be used as a
category beacon to prompt
impulse purchases,” he said.
PepsiCo is seeing an increased
demand for spicier snacks within
the savoury snacking category,
with the hot and spicy flavour
segment growing even more.
Merrett says, “Our Extra
Flamin’ Hot range can attest to
this. As the top spicy innovation
within the last three years, the
range sold over 4.8m packs
across 2024 within
the impulse channel.
“We believe this
trend will continue to
flourish. That’s why we
recently launched our
new rolled tortilla chip,
Doritos Dinamita Extra
Flamin’ Hot. The product
joins the existing Extra
Flamin’ Hot portfolio
that includes Walkers
MAX, Doritos and
Wotsits Crunchy and rolled out
exclusively to the impulse
channel in a 65g PMP.”
Stuart Graham, Head of
Convenience and Impulse at KP
Snacks, says, “We know there is a
high demand for premium lines as
consumers look to replicate night
out experiences in home.”
Tyrrells 150g Sharing bags are
key products to capitalise on
during those treat occasions or for
when a friend pops in unexpect
edly.
KP Nuts portfolio offers
delicious flavours and a range of
formats, and is nearly five times
bigger than the nearest
branded competitor.
Another range to
consider here is KP’s
Flavour Kravers range.
Available in three
varieties, Flavour Kravers
look to ignite interest
from younger consum
ers to drive sales, with
this demographic
over-indexing in bold
flavours.
In convenience, sharing
PMPs remain the core of the
snacking category and a real
favourite when it comes to BNI
and home entertaining.
This main driver of category
growth has slowed as many
brands moved above £1. In
contrast, having remained at £1,
Golden Wonder continues to
Big nights in mean
big business
As the nights draw in and Britain
settles back for a stay-at home
season, it’s time to buckle up and
cash in with all the goodies required