Shelley Martin

#UCC – Ultimate Clothing Collection You may not recognise the name, but UCC is a popular #workwear brand that produces functional #everyday #clothing for #men and #women. The brand is a “bread and butter” type. It doesn’t have all the “bells and whistles”, but that’s not a bad thing.  It means it will “do what it says on the tin”. How many more idioms can we pack into a post?! 😉 In short, the garments will do the job when you need them to do it, plus the style and fit are not like some boxy workwear clothing brands. If you’re a #buyer looking to kit out a #workforce, whether that’s 50, 500 or 5,000, UCC should be in the mix for consideration. #BHI can help you choose the right #workclothing and #PPE for your needs at the best prices to deliver the performance and value you need. Let’s make buying Simple, Easy & Effective. 01709 527 603 [email protected] www.bh-i.com #bestworkwear #rightproduct #timesaver #costsaver #corporatewear #officeattire #smartpolo #energysaver #newproject #uniform #poloshirts #sweatshirts #bulkbuy #uniforms #bulkdiscouints

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Investment Opportunity in the £1.4 Billion UK Hair & Beauty Market We’re thrilled to introduce **Callo**, a revolutionary new software company disrupting the UK salon industry. Callo helps salons boost profits without the financial strain of holding stock or the pressure on teams to sell retail – tasks they aren't trained or motivated to do. **We’re offering 20% equity in Callo**, and we’re SEIS-registered, making this an ideal opportunity for investors looking to enter a booming industry with incredible growth potential. With meticulous planning and a passionate team, we’re ready to share the exciting work going on behind the scenes. **Let’s talk – we’ll happily provide our pitch deck on request.** Join us on this game-changing journey! #InvestmentOpportunity #Callo #SalonTech #DisruptiveInnovation #UKBeautyIndustry #SEIS #InvestInTheFuture #HairAndBeauty #BusinessGrowth

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Rewind to 2015, a lot of our habits and lifestyles were very different. The idea of Trimmd came because I saw a gap in the market. Barbershops could be unpredictable, you can wait for 5 mins or 2 hours. You almost had to have a day off work to be able to chance it, so I had the idea of setting up a premium mobile barber service. Something where people could book an appointment and have a service come to their door, do the job in 20 mins but keep the experience one of quality. It would have been at a higher price point for the convenience provided but would have been more than worthwhile for the right demographic that would appreciate the service. When I have an idea now I run it through what I call the good idea matrix, the good idea matrix is made up of three criteria. To quickly summarise they are The idea is there demand, would people buy it The numbers Can we find a price point that allows us to create value for the customer but a viable/profitable business. Are the start up costs doable. Is the juice worth the squeeze Is the work needed to get it to where it needs to be ultimately worth it based on the chances of it becoming a success This business looking back would have failed the two latter categories. I canned this idea quite early on, a lot of you will know there’s a few big players in this market now so clearly the idea made sense. The start up costs for me didn’t though and the juice certainly wasn’t worth the squeeze, my lack of industry experience, contacts and investment needed meant it was time to move on and cut my losses, fast! What a great logo though ey

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Nicotine products in the UK are under threat. With the government's crackdown on vapes, The rest of the nicotine market is facing a challenge… - In recent times, vapes have become exceedingly popular not only among adults - but, alarmingly, among minors too. The vape market has experienced significant growth in recent years. A report by Action on Smoking and Health (Ash) reported that as of August 2023, the UK had experienced its highest rate of vape users ever. Unfortunately, young people represent a significant part of this group. This, in part, is likely due to the role of marketing within the vape industry - the commonality of flavours such as ‘candy’ or ‘bubblegum’ undoubtedly appeals to young people. This trend has pushed the UK government into action, leading to severe crackdowns on flavoured vapes in late 2023 - leaving consumers with the choice of only tobacco or menthol flavour. - When understanding this debate and its influence on government action and policy, we must realise each decision's consequences. The idea of eliminating flavours serves to undermine the role of vapes entirely. Restricting vape flavours to tobacco and menthol would place smokers in the same environment they are aiming to distance themselves from, highlighting the importance of using flavours in vapes. Therefore, the problem in the vape market lies in the middle of this divide - it’s not flavours in general, but flavours marketed toward young people that are causing the issue. A perfect example of this is Elf Bar's Pink Lemonade flavoured vape. Its success in helping adults quit smoking demonstrates that the chemical constituency of the product itself isn’t a problem - the problem lies in its vibrant naming and marketing appealing to a younger audience. So what’s the solution? - The sensible path forward, is simple: Create a selective ban on particularly youth-appealing flavours like sweets and candies, while maintaining the availability of adult-oriented ones such as fruit flavours. This tailored approach would reduce youth attraction, without sacrificing the role vapes play for adult smokers looking for safer alternatives. Nicotine pouches present a clear alternative to this problem; their typical flavour profile focused on fruits and mints does not nearly appeal as strongly to younger demographics. Their rising popularity demonstrates their potential as less harmful nicotine alternatives. - By being proactive and shaping marketing strategies and product offerings to only target adults, the nicotine pouch industry can pre-empt regulatory changes and challenges as we have seen within the vape industry. Engaging with regulatory bodies and people who have the power to make a difference such as MPs and members of councils is essential. The ultimate goal of shaping these markets should be to serve public health while respecting adult choices.

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

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"Pillars for Retention" provide a foundation for formulating an effective retention plan tailored to the unique needs of your brand, rather than shoe horning in a one size fits all strategy!! If you dont know where to start, have a read of this and then get in touch. Short-Term Actions: 1. Brand Promise and Communication Alignment: Ensure all team members across departments are well-versed with our Brand Promise and values. This alignment is crucial as it sets the tone for all interactions with our members and staff. 2. Data Utilization: Dive deep into any existing NPS, eNPS, and VOC data to identify what resonates with our promoters and address the concerns raised by detractors. This will help us fine-tune our services to better meet member expectations. 3. Member Engagement: Revamp our communication strategies for new and existing members by tailoring messages based on individual goals (e.g., weight loss, fitness) and usage patterns. Emphasise the emotional impact of our services, making each interaction personal and memorable. Making the business a brand not simply a business. Mid-Term Strategies: 1. Evaluate and Innovate: Cease initiatives that yield poor results and focus on expanding successful strategies. Employ a test-and-learn approach to trial new ideas in selected locations, gradually rolling out successful ones across the network. 2. Brand Integration: Continue to instil a deep understanding and commitment to our brand values among all team members, ensuring these principles are reflected both inside and outside our facilities. Long-Term Vision: 1. Cultural Development: Foster a culture that views every member as a guest in our home, enhancing the overall customer experience (CX). This perspective should also extend to our staff, cultivating a workplace that mirrors the respect and care we advocate. 2. Continuous Learning: Develop and deploy a series of workshops aimed at enhancing staff understanding and delivery of our CX and brand values. These should include both online and in-person sessions, making them accessible to all staff levels. 3. Innovative Use of Technology: Leverage technology not only for operational efficiency but also to create unique, engaging member experiences that distinguish us from competitors. Additional Considerations: - Feedback Loops: Establish continuous feedback mechanisms to stay responsive to member needs and industry trends. - Community Building: Organize events and activities that not only foster fitness but also build community among members, enhancing their attachment to our brand. In implementing these strategies, our approach to retention is as much about the quality of interactions as it is about the number of memberships. By creating a club atmosphere that members love and feel a part of, we not only retain a loyal customer base but also turn them into advocates.

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I am noticing a lot of non-GS1 compliant images emerging on Tesco marketplace. This example is not best practice and let me explain why... The word "chicken" off pack fails contrast and the weight statement 350g also fails, (I mean who can read 350g off the pack?? - TRY ON YOUR MOBILE!) So sadly this image despite all the effort in breaking rules isnt legible or mobile ready. I honestly doubt the Mars Petcare team would have allowed this, so it must be a third party listing it perhaps? #UX #ACCESSIBILTY #mobileready #ShopperExperience #Content

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How to smash the Black Friday sales rush? The struggle is real guys. Black Friday isn’t just a sale—it’s a battleground. If you’re not cutting through the noise, you’re leaving money on the table. The struggle is real: 1. Too Many Deals, Too Little Time: Shoppers are bombarded with offers—standing out feels impossible. 2. Logistics Nightmares: Running out of stock or delivery delays? Instant bad reviews. 3. Discount Dilemmas: Deep discounts can leave your profits gasping for air. Here’s how you win: 1. Make It Personal: Use customer data to send offers they actually care about. Personalised emails = higher clicks = more sales. 2. Create Urgency: Flash sales with countdown timers get people off the fence. “Only 2 hours left” works wonders! 3. Simplify the Buy: Offer click-and-collect or bundle deals to make shopping (and shipping) easier. Happy customers, happy business. Black Friday’s not for the faint-hearted, but with the right moves, you’ll crush it. Ready to rise above the noise? #BlackFriday2024 #SalesStrategy #ECommerceTips #CustomerExperience #MarketingHacks #Personalisation #BusinessGrowth

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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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** FREE ** Webinar How to Sell to Supermarkets: a Buyer <> Seller Q&A ... ▶️ Our next Lunch & Learn webinar when we will answer YOUR questions is on Thursday 14th November at 12pm (UK time). So if you want to grow your Brand & have a question for us, or would just like to join for a lunchtime listen please sign up at the link below:- https://lnkd.in/eDHAmFmF And in the meantime, here is my answer to one of those we weren't able to get to last time... 🛡️ How Do You Protect Your Brand from Frequent Buyer Changes, or periods when there is no Buyer? 🛡️ Buyer turnover can be a challenge for any Brand, leading to loss of established relationships you've spent months, if not years building, as well as potential shifts in strategy. Here's how to protect your Brand & keep momentum strong: 🤝 1. Build Relationships Beyond the Buyer Cultivate connections with multiple stakeholders in the retailer organization (Category managers, Planners, Buying assistants, Supply chain, Marketing teams, etc). ↳ helps to maintain continuity during transitions & can find other champions of your Brand 🔄 2. Be Proactive During Vacancies When there’s a gap, stay engaged with temporary caretakers. Offer *additional support* (eg picking up extra jobs to support or questions to answer) & maintain maximum visibility. ↳ helps to keep your Brand top of mind when the new Buyer does arrive 📝 3. Document Key Wins & Strategies Keep a detailed record of performance data, category wins & past agreements. ↳  makes it easier to onboard new buyers quickly & continue driving the same strategy 💡 4. Educate New Buyers Quickly As soon as a new Buyer steps in, give the handover yourself: summarise live issues & present a *clear story* articulating the £££ opportunity on your Brand. ↳ strong first impressions can prevent a "reset" & keep momentum going ✅ & finally 5. Get Stuff Done when you DO have a Buyer Focus on building momentum ALL the time: bring ready to action solutions which just take the Buyer to say *YES* ... so you can take care of the rest. Anything that requires additional work or further discussion/negotiation Retailer-side joins a long to do list of other things to do, some of which unfortunately may never get done. ** Summary ** Buyer turnover is inevitable, but with a proactive strategy your Brand can remain resilient & even GROW whilst others wait around for the new Buyer to (eventually) pick up the phone. 🚀 About us:- I worked as a Buyer at Sainsbury's & Tesco for over 10 years, before going on to specialise for the next 10 in Insight, Category Management & Growth Strategy. I will be joined on the webinar by Paul James Harvey who has almost 30 years experience working in Sales, unlocking new distribution & driving growth for a range of leading UK drinks brands before moving on to enjoy similar success in a number of other sectors. #CategoryManagement #Sales #FMCG #CPG #RetailStrategy #BrandResilience #BuyerTurnover #Webinar

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The Essence Of Networking To me, networking is more like meeting new people, not necessarily at a networking event. Marketing being my favourite subject, Networking comes naturally to me but with a catch. You need to identify the right mix of people. Mix people = Mix of best worlds. In the picture from L to R. Siddhant is a online marketer and later became Co founder with me at Doco. In center is Vaibhav, a Ca by profession. So when you meet new people from different worlds, you get exposure and their learnings by default. It's also important to not restrict yourself from meeting new people. Exhibitions, traveling, events do help. In my span of almost 2 decade career in Food/Retail, I have been able to meet the whos whos of Retail, that has been the strength of my business till date. So keep that hunger on to meet new people and if you love them, ensure that you are in touch. Relations are core to any business s success.

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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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Post 2: Why Stock Doesn’t Work for Every Salon Beyond the space issue, there were three key reasons we didn’t want to hold stock at Sakers: 1. ROI was hard to measure 2. It took up too much valuable space 3. It demotivated our team – and let’s be honest, clients hate the upsell! We were left wondering, why hold stock if it doesn’t add real value? Does your team struggle with the same challenges? #SalonTalk #TeamMotivation #StockProblems #RetailIssues

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