BIG INTERVIEW
DAWOOD PERVEZ
17 OCTOBER 2025 ASIAN TRADER 55
while maintaining the right range. That’s
where Bestway plays a critical role. By
working closely with suppliers, investing in
price support, and using our scale to secure
better availability, we help independents
remain competitive, even in tougher
conditions.
We don’t think anyone can predict
exactly how the economy will evolve, but
what we do know is that convenience has
consistently proved resilient. It adapts
quickly, it’s rooted in communities, and it
provides a level of service and connection
that big-box retail simply can’t match.
Whatever lies ahead, we’ll continue to
support retailers so they can protect their
margins, keep their doors open, and remain
the beating heart of local life.
AT: Will there remain any space outside
symbol and fascia, or will the indie sector
become the symbol sector?
DP: Independent retail has always thrived on
diversity, and we don’t see that changing.
There will always be space for strong unaffili
ated independents who want to run their
business on their own terms, and Bestway
will continue to support them through our
cash & carry and wholesale network.
At the same time, symbol and fascia
groups do offer clear advantages. From
economies of scale to marketing support and
improved supply terms. For many retailers,
that’s the right route to drive growth and
stay competitive, and it’s why we’ve invested
so much in Best-one, Costcutter, Bargain
Booze, and Wine Rack.
We don’t think this is about one model
replacing the other. It’s about giving
retailers choice. Some will see real value in
joining a fascia, others will prefer the
independence of staying unaffiliated, and
we’re committed to supporting both.
What matters most is that every retailer
has the tools, range, and value they need to
succeed in what is still a very competitive
market.
AT: How do you see own label ranges?
DP: Own label has already become a critical
part of the mix, and we believe its role will
only grow. Customers today are looking for
value without compromising on quality, and
own label delivers exactly that. For retailers,
it’s also a way of differentiating, offering
something unique that isn’t available in
shifted again. Supermarkets had moved into
smaller footprints, competing directly with
convenience. Consumers were shopping
more frequently, eating out more, and
demanding better chilled, fresh and
food-to-go options. Bestway was already
adapting, raising standards and ranges so
independents could compete and win.
Fast forward to today, and the pace of
change hasn’t slowed. But what’s remark
able is the enduring strength of local retail.
Convenience stores are not only commer
cially relevant, they also deliver huge social
value: cutting emissions by encouraging
people to shop locally, reducing food waste,
improving wellbeing by providing social
connection, and supporting the fabric of
local communities.
Bestway has kept pace by constantly
evolving. From organic growth to acquisi
tions such as Conviviality and Palmer &
Harvey in 2018, Costcutter in 2021, and
Adams Foodservice in 2024. That latest step
reflects the continued rise of catering and
eating out, trends that began with pre-
packed sandwiches in the ’70s and café
culture in the ’90s and have now grown into
an £11bn takeaway and foodservice market.
So yes, the industry is very different
today. But from those early days of going into
depots with my father right through to now,
one thing hasn’t changed: Bestway’s role as
the cornerstone of independent retail,
helping entrepreneurial shopkeepers adapt,
grow and remain at the heart of British life.
AT: Is change in the sector speeding up or
slowing down? There have been so many
transformations that it seems we
need a pause for breath.
DP: The truth is that change
in our sector rarely slows.
Consumer habits are
evolving all the time,
whether driven by
technology, policy, or wider
societal shifts. Lockdown
was a dramatic example,
but even since then
we’ve seen the growth of food-to-go, the rise
of healthier options, and now the early
adoption of AI and digital tools to streamline
supply chains and improve efficiency.
Will there be moments of consolidation?
Almost certainly – the industry is highly
competitive, and we may see further
structural changes. But I don’t believe we’ll
see a pause for breath in the way the
question suggests. A new government will
bring fresh policies that influence consumer
behaviour, and retailers will continue to face
pressures on costs, regulation, and sustain
ability.
For Bestway, the important thing is not
whether change speeds up or slows down,
but how we respond. Our advantage as an
independent wholesaler is agility. We can
make decisions quickly, work closely with
suppliers, and invest in new opportunities to
support our retailers.
That’s why we’ve been able to navigate
every wave of transformation for the last 50
years – and why we’re confident about the
future, however fast it moves.
AT: How will the economy influence what
happens next?
DP: The economy will always influence
shopper behaviour – from what people
buy, to how often, to where. When
times are tough, value and accessi
bility become even more important,
and that’s where convenience and
impulse retailers have a natural
strength. Customers shop locally,
they buy what they need when they
need it, and they want reassurance
that they’re still getting good
value.
For retailers, the
challenge is
balancing price
and margin
Customers shop locally, they buy
what they need when they need it, and
they want reassurance that they’re still
getting good value