One of the biggest decisions a retailer will have to make is picking the fascia or franchise that best suits their store. With more models becoming available to retailers, there are plenty of options out there but which is right for you? Convenience Store asked some top retailers why they picked their current partner.
Sajikumar Muthiah, Morrisons Daily & Sterling Petroleum Ltd, Mountain Ash
Sajikumar Muthiah, owner of four Morrisons Daily stores in south Wales - including a forecourt in Mountain Ash - also runs over 20 other stores through different fascia and groups, so knows the options open to those considering a move well.
Sajikumar only signed with Morrisons this year but says he plans to actively grow this estate. “It gives great value to customers driven by strong trade pricing, plus a highly recognisable brand that builds trust and drives footfall and basket size.”
Sajikumar believes the value of the Morrisons offer is its secret weapon. “It’s a consistent value proposition with national brand strength, a robust supply chain and category support that helps stores trade confidently from day one,” he said.
In terms of other support, Sajikumar said he only recently had experience of what Morrisons could offer his store. “During our latest conversion, they assisted with delivery scheduling, resolved e-Learning access within 24 hours and provided on-site food to go training and launch standards support.”
With the latest store running well, Sajikumar says he sees no reason why he wouldn’t keep things the way they are. “We’d only switch groups if pricing competitiveness, service levels or supply reliability materially declined, or if Morrisons’ category support and promotions stopped creating clear customer value.”
Sajikumar also gives some advice to retailers who might be looking at other symbol groups for their own stores. “They should ask if a partner delivers sustainable value for their local customer base, while protecting margin through pricing, supply, promotions and operational support.”
Challenges for the stores Sajikumar runs are clear, he says. “Our biggest challenges are navigating cost inflation and tight labour markets, while keeping value front-of-mind.
“Morrisons helps via its compelling promotional plans, own brand strength and clear operational frameworks that drive consistency and efficiency.”
Becky and Lucy McCammond, McCammond’s Spar, Abbots Cross
Previous Convenience Awards winners, Becky and Lucy McCammond, who run their sole Spar store in Abbot’s Cross in Newtownabbey, County Antrim, Northern Ireland, have been with the group since March 2024.
The pair say Spar, via Henderson, has given them access to all they could need in the first 18 months or so of membership. “It provides excellent support across all areas of the business, from strong marketing and brand recognition to operational guidance and supply chain efficiency,” they said.
“The brand has a trusted reputation in local communities, which helps drive shopper loyalty and footfall, while community engagement is a core value of the business.”
The partnership also helps the local community, they add: “We’re situated in a local community where our neighbours rely on us to not only provide quality and value with everyday essentials, but to also support community groups, schools and charities. Henderson’s focus on innovation, quality fresh food and local sourcing also aligns with what our local shoppers want.”
Becky and Lucy also add that Spar offers excellent backline support: “We really value the business development support, training and the sense of partnership, so working with their whole team feels like a collaboration rather than just a contract.
“The opportunities, contacts and support we have while developing our store format, alongside the tech innovation on offer and ensuring our practices are sustainable, gives us confidence in the long-term success of the Spar brand.”
Just as with many other symbol group retailers, the biggest challenge Lucy and Becky face is a financial one. “The biggest challenge for our business is managing rising costs – it’s everything from energy and wages to wholesale prices. Across the board, shoppers are more price-conscious than ever, and ours certainly are.
“Maintaining value while protecting our margins is difficult, but again, we receive incredible support from our contacts and the team at Henderson Group to navigate this, particularly in our first year of business.
“Having that kind of team behind us, to negotiate competitive pricing with promotional campaigns that keep us competitive, helps us sustain an accessible service for our shoppers. The data insights and category management advice also help us stock smarter and reduce waste. On top of that, Henderson Technology has developed the EDGEPoS system, which is making operations more efficient. Having a partner like Spar makes it easier to navigate these pressures and stay focused on serving our community.”
Neil Patel, Nisa in Manchester, Blackburn, Colne, Castleford and Leeds
Retailer Neil Patel, who owns six stores across Manchester, Blackburn, Colne, Castleford and Leeds, says he feels he has made the right decision joining Co-op/Nisa.
He says he feels he has the support he needs from the group. “It gives me autonomy with my business while having the support and range, especially in chilled and fresh.
“As the industry is evolving, fresh and food to go are pivotal for the business to remain relevant in the future, and Co-op Wholesale/Nisa provide a leading range and delivery service compared to other symbol groups in the market.”
The way his wholesaler and fascia group is organised has also been a major benefit, Neil adds. “The combination of independence and structure is key. Nisa allows me to retain control over my stores and tailor them to local customers, while benefiting from Co-op’s strong supply chain, trusted brand and continual development of the fresh and food-to-go categories.
“Their investment in innovation, pricing, and promotional support keeps us competitive in a rapidly changing market.”
Neil also says he receives a high level of support from the group. “We receive excellent account management support, regular communication on new product launches, planogram and merchandising guidance, and access to category insights that help shape store development, he explains.
“The delivery performance and operational support are consistent, and the marketing materials and seasonal campaigns provided help drive sales and engagement in-store.”
As a seasoned retailer, Neil’s advice for any others planning on joining a new buying group is to consider exactly what they might need from them. “They should ask if the partnership gives them flexibility and long-term sustainability. It’s crucial to understand what level of independence you’ll retain, how strong the supply chain is and whether the wholesaler can genuinely support your business’s growth across key areas such as fresh, food-to-go, and technology.”
Retailers should also consider the group’s five-year strategy and overall objectives, Neil says. Ask if the symbol group has a clear, forward-looking plan that aligns with where the market’s heading. The group you choose needs to be active, dynamic and responsive to the challenges and opportunities that will arise.
“If you align yourself with the wrong partner, your ability to adapt and stay relevant in a fast-changing retail landscape becomes severely limited.”
As with many retailers at present, the challenges Neil believes he faces in the immediate future largely stem from costs. “From energy and staffing to wholesale pricing, they remain the biggest challenge. Nisa/Co-op’s strong buying power and promotional structure help us stay competitive. They’ve also provided tools to improve efficiency, such as better ordering systems and delivery reliability, which reduce waste and improve margin control.”
Neil adds that, for now, he wants his group to continue as is, supporting retailers and maintaining a good offering to remain competitive, alongside monitoring technological trends. “I hope they’ll continue to focus on supporting retailers in the fresh and food to go sectors with innovation and competitive pricing.
“Also, an ongoing investment in technology, logistics and data-led insights will be key to helping independent retailers adapt quickly to changing shopper habits and economic pressures. Strengthening communication between retailers and the central team will also ensure the network remains agile and aligned,” Neil concludes.
Arshpreet Singh, One Stop Gotherington Stores, Cheltenham
One Stop’s “youngest ever retailer” Arshpreet Singh joined forces with the Tesco-owned convenience retailer in August after a lengthy period of weighing up his options and carefully considering which group to partner with.
Despite only opening his new One Stop store at the end of October, Arsh has hailed it a success. With three Co-ops in the area, and previously operating a Costcutter store, he said the Tesco range had proven to be a “massive upsell”.
Arsh was quick to list the reasons that made One Stop stand out from the rest. “They have a really strong brand. The Tesco range, the promotions and the support gives it that borderline supermarket feel,” he explained. “Tesco stock and promotions have been a massive sales driver from the first day we opened.”
Supporting local means a lot to Arsh, and One Stop allowed him to do just that. “They give you that flexibility to buy stuff from outside, so I can stock local. Living in a village, the community is a massive thing, so having local suppliers in-store such as bakeries and fruit and veg was key for me.”
Support stretches to daily messages and fortnightly visits from One Stop, said Arsh. “If I ever need support, my BDM will reply to me as soon as possible. The key thing I have generally noticed is that if there is an issue, they listen and acknowledge the retailer. The support is always there, but it’s up to you how much you want to use the model,” he added.
When deciding which group best suited him, Arsh made a list of the areas where he needed support and chose the franchise that offered the best solutions. “If you have any doubts, the best thing to do is make it clear from the start. Make sure what you want is right for you because every single convenience store is different,” said Arsh.
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