Mark Curry

End of season is just a few days away! Once you re-emerge from the end of season sale grind, it’s time for merchandisers to start thinking about your post season analysis. 🤓 On average, a retailer that performs a post-season analysis will achieve better results than one that doesn't. To move forward next season, you must look back to ensure the best possible product decisions are made. On the blog, expert merchandiser planner Charlotte Mackenzie takes us through how to execute the perfect PSA (and how to not miss a $3million unicorn). Read and learn now 👇🏼 https://loom.ly/3fGAm4A 📸Phil Oh

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Great to have The Grocer sharing our business news as we open up growth in the retail channel with our new brand design, NPD and marketing investment. Do DM me if you are interested in investing in KinKind, using business as a force for good 🌎. #startups #angelinvestors

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Loyalty Cards are driving sales for major UK Retailers – are you receiving increase demands? The Grocer (June 2024) & IGD recently reported that; “Price match is hurting Aldi – there are now five UK retailers [including Gopuff] price matching to Aldi, and this will be hurting its value perception,” said IGD senior insight analyst Dan Butler. In addition to that: “Tesco and Sainsbury’s both recently called out price match schemes for boosting sales.” Leading UK Retailers Loyalty schemes are a key mechanism for conveying value to shoppers and Aldi not having one is also impacting its value perception. Are you being put under pressure? Do you feel that your sales teams are equipped to deal with additional demands from retailers? Why not get them ‘CODE CONFIDENT’ by enrolling them in GSCOP training provided by the British Brands Group. There are a selection of training options available – In Person Classroom, Virtual Classroom and a Modular Virtual Blended Learning option. Book the online course via the link below or get in touch for more information: [email protected] https://lnkd.in/dh6fEe2H #CommercialTraining #Training #GSCOP #FMCG #GroceryIndustry #Suppliers #Brands

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📰 BIG NEWS FOR UK RETAIL🗞️ Retail Royalty Allan Leighton joined Asda, from Mars in 1992 as Marketing Director and became CEO in 1996. He led a major turnaround, taking the company from financial struggles to success, culminating in its £6.7 billion sale to Walmart in 1999. After leaving Asda in 2000, Leighton pursued a portfolio career, holding non-executive roles, including The Co-op, Royal Mail, BrewDog, Dyson, BSkyB, Scottish Power. Today Allan’s return to Asda as Executive Chairman was announced, succeeding Stuart Rose, at a time when the company faced significant challenges. Asda has been struggling with declining sales and market share, dropping to 12.6% from 13.7% the previous year. Major operational issues, such as payroll glitches and IT system transitions, have disrupted store operations and employee satisfaction. Leadership instability has added to the uncertainty, following the departure of CEO Mohsin Issa. Financial pressures, including a £3.8 billion debt burden from its 2021 acquisition, have limited the company’s ability to compete effectively, particularly against discount rivals like Aldi and Lidl. Moreover, regulatory and economic pressures, including rising National Insurance contributions and an increased living wage, are expected to add substantial costs. Leighton’s leadership is seen as critical to navigating these challenges and revitalising the company. I sincerely hope that Allan succeeds in restoring Asda to its rightful position as a vibrant and innovative leader among UK grocers. Historically, Asda set itself apart with initiatives such as the introduction of George clothing, its diverse own-brand product range, cheerful and distinctive branding, and memorable seasonal campaigns. These initiatives not only defined its identity but also resonated with customers, my go-to as a student. #TheCPGGeek #IBMRetail #IBMConsumer #FMCG #ConsumerGoods #Retail Proud to be a #RethinkRetailTopExpert - RETHINK Retail #RethinkRetail #NRFRetailVoice - National Retail Federation #NRF #Asda

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Our Commercial Competency framework is future-focussed, a future where Commercial Confidence is accessible for everyone!

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What a week... Our largest-ever retail order is packed and ready to go out to Boots UK - almost DOUBLE the size of our second-biggest order for retail. Our original 3 x SKUs and an additional 4 x SKUs, launching next month in over 160 new Boots locations. Well over 100,000 units packed and palleted ready for collection. A huge achievement as we expand further across our category in Boots due to significant uplifts in sales. Retail is fast becoming a key area of focus for us and there is no better time to stock the world's best zero-sugar, natural vitamin and electrolyte hydration sachets! A huge well done to the ViDrate team for the rapid turnaround (on top of a record order for Amazon and a huge increase in online orders). Myself and the ViDrate team are also super excited to reveal a huge announcement with Boots in 2-3 weeks time - stay tuned! Just in time to finish the preparation for a flavour launch in approx 2 hours! #retail #growth #boots #expansion #entrepreneur

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Excellent benefits

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A year or so ago, rumors swirled that Walgreens wanted to sell Boots UK, the UK-based retailer it owns. Walgreens bought Boots across two transactions in 2012 and 2014. In total, it paid $22 billion for the business. Notably, Walgreens’ market capitalization is now just $10.2 billion – so the whole company is worth way less than it paid for Boots. That, in itself, is an indictment of the way Walgreens has been managed. The original rationale for selling was to raise cash which could be returned to investors and pumped into the US business as Walgreens pursued its healthcare dreams. However, partly due to softness in the capital markets, modest interest never translated into a sale. Today, the mood music has changed. Walgreens wants to hold on to Boots. With the US business in a tailspin, and with healthcare ambitions not having paid off, Boots is one of the few parts of the group that’s actually performing. On the retail side, Walgreens in the US has seen comparable sales decline in 6 out of the past 7 quarters. Comparatively, Boots’ comparable retail sales have risen consistently and by very solid levels. Why this difference? At a basic level, it is simply because Boots is a better run business, and it is a way better retailer than Walgreens. It always has been. Sadly, Walgreens hasn’t really learned much from Boots and has not fully capitalized on the brands that Boots owns, like No 7, in its stores in the US. It has also failed to capitalize on the premium beauty boom, whereas Boots in the UK has taken full advantage of that growth spot. The good news is that Walgreens says it wants to invest in Boots to retain its number one position in the UK health and beauty market. That includes improving some stores that have been neglected. Cynically, however, this could be a tactic to keep the cash flowing and keep the valuation up for when a sale can be made. What Walgreens really should be doing, of course, is learning more from Boots and applying some of the thinking in the US. I chatted with the Sunday Times about Boots; the article also contains some very interesting observations from the management of Boots and Walgreens. Link in the comments. #retail #retailnews #beauty #personalcare #healthandbeauty #pharmacy #drugstores

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Speaking to many brands and suppliers across the Home and Garden Industry, I can see there’s clearly a lack of understanding when it comes to the terms drop- shipping on behalf of a retailer brand and selling on marketplaces. After attending the Virtualstock Summit earlier this month, Chris Dawson editor at ChannelX, took the time to brilliantly articulate the key differences between these two important areas and the pro’s and con’s of each. The key message from me is that these two areas should form a fundamental part of your business growth strategy. If you’re still sitting on the fence and wondering if selling on marketplaces or drop shipping your brand to consumers is right for you, then read on. Read it here - https://lnkd.in/eMNRWpsV #dropshipping #digital #ecommerce #marketplace

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Our hearts were warmed when we saw this article about the return of Wilko! Back by popular demand, the retail favourite (now owned by The Range) has started to re-open stores across the UK. Alex Simpkin, Chief Executive says 'The public reaction to the loss of Wilko stores was undeniable. It’s clear that there’s a huge love for Wilko and we’ve seen an encouraging demand for the return of its own-brand products.' This is a great example of a business listening to the needs and wants of its customer base - the result is the resurrection of a well-loved brand and (hopefully!) the resurgence of its success. If you know you need to listen more closely to your customers, Strive Insight can help improve your business strategy, finding ways to make you more accommodating to your target market. For more information get in touch by sending us a DM or emailing us at [email protected] #MRX #MarketResearch #CustomerInsights #StriveTogether

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Euros and summer discounts push July retail sales higher "British retailers saw sales tick slightly higher last month after a boost from the Euro 2024 football tournament and summer discounting, according to official figures. High street retailers said sales of football shirts, electronics such as TVs, and alcoholic drinks were all stronger amid England’s journey to the Euros final. Total retail sales volumes, which measure the quantity bought, increased by 0.5% in July, the Office for National Statistics (ONS) said. It was, however, slightly below predictions, with a consensus of economists forecasting a 0.7% increase for the month." by TheIndustry.fashion & TheIndustry.beauty Office for National Statistics Liz McKeown Kris Hamer British Retail Consortium Tom Youldon McKinsey & Company #retailnews #retailsurge #retailtrends

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Have you read our case study on Sainsbury’s digital transformation in employee relations? As one of the UK’s top retailers, Sainsbury’s has achieved impressive results. Using empower®, a digital guide that enhances managerial skills, Sainsbury’s has made it easier for line managers to handle low-risk conduct issues anytime. Self-service features have made managing employee relations simpler and faster, allowing HR to focus on complex cases and strategic tasks. This has reduced case durations, improved efficiency, and enhanced manager-employee relationships and overall employee experiences. Interested in how they did it? Read the full story here: https://hubs.la/Q02LGZvn0. #CaseStudy #SuccessStory #EmployeeRelations #HR #Transformation

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Our annual Britvic plc Soft Drinks Review was released yesterday, and as a category it’s always so interesting to see the changing consumer behaviours that shape our brands. Our report found that: ·       Category sales in grocery and convenience stores have grown, demonstrating the dedication and ingenuity of manufacturers and retailers as well as the wide range of roles soft drinks are playing in people's lives. We have witnessed the soft drink category expand rapidly at forecourts, where sales have grown by 9.9% on volumes up 1.6%.  ·       There is a rise in people using forecourts for a wider range of purposes, like top-up shopping and on-the-go treats. All this presents significant opportunities for soft drinks, the channel’s bestselling food and drink category.  ·       Retailers increasingly recognise that the soft drinks they stock help determine people’s choice of store. As such, Britvic is a trusted manufacturer that aims to support retailers in meeting those needs, with launches of various flavours through our rotational Tango Editions series, offering various formats, and health-conscious options to help retailers offer their customers everything they need.  You can read more about how the category is continuing to accelerate on our website:  https://lnkd.in/eBaTNyPT

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Asda Introduces New Premium Own-Brand Asda is seeking to elevate its premium tier offering with the launch of a new own-brand called ‘Exceptional’. The supermarket stated that the new premium range champions taste whilst providing shoppers with the “very best quality” ingredients. It will roll out across multiple categories over the coming months, covering more than 500 products. The first Exceptional products have started landing on shelves, with a premium packaging design based around a green and gold colour palette. The rollout has begun with over 70 core chilled products, with lines including Exceptional Burrata, Exceptional Petit Liverot, Exceptional Chaat Masala Potato Salad, and Exceptional Double Stuffed Halkadiki Olives. Asda noted that it has invested over £170m in several initiatives to improve its own-label range over the last three years, including the launch of the ‘Just Essentials’ offer in 2022, the Asda Bakery refresh in 2023, and the launch of new sub-brands ‘Bistro’ and ‘Bom Bahia’. The retailer has also rolled out more than 4,500 new or improved products during this time, alongside its most recent M&S Taste Match campaign. Asda stated that the launch of the Exceptional range was the next step in its strategy to overhaul its own-label range and offer shoppers “fantastic tasting products at affordable prices”. Sam Dickson, VP Commercial Strategy, Own Brand, at Asda, commented: “At Asda, we’re constantly striving to exceed expectations and inspire customers with the quality and breadth of our ranges and work relentlessly to offer our customers uncompromising value, showcasing that affordable can also mean high quality. “The launch of our new premium brand, Exceptional, marks an exciting time for Asda’s own-brand offering. We’ve developed a range which offers customers something they’ll feel really proud to put on the dinner table – these products ooze quality and celebrate the very best of own brand, with taste at their heart.” Asda already has a premium range called Extra Special, but it did not say whether the Exceptional launch would affect this. NamNews Implications: * Over now to the consumer-shopper to determine whether the price/quality package is equal to branded equivalents… * …or is near enough to ensure repeat purchase. * (Expecting shoppers to compare produce with rival’s own label equivalents may prove to be too big an ask?) #OwnLabel

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