“Repositioning our brand was so important because if I want to be seen as a beer specialist, my identity and the store’s identity has to reflect that,” he says.
Asked how he established the selection in-store, he says: “I introduced the range, I talked about it in-store and online, we brought in bulk-buy deals and we left the beer case boxes nearby for people to use as baskets. It was important to build customer habits.”
As part of the store rebrand, Mindy moved away from traditional placement advice and began experimenting with what he says is a new, more profitable system.
Instead of giving premium eye-level space to just the mainstream brands, as most planograms recommend, he gave it to strong-selling lines that also have the best margins.
“We used to have a couple of supplier fridges but they can restrict what you sell, so we invested in our own. It cost around £15,000 but I’m confident we’ll see that back in not just additional sales, but additional margin as well,” he says.
Mindy concludes: “You’ve got to trust your own instincts.”
The store owner also provides advice to other convenience retailers on how they can improve their own stores by focusing on personal goals.
He explains: “So many store owners are afraid of change, just as I was. They consider making a change or making an investment, but then they think: ‘What if it doesn’t work?’
“Why not change your mindset and ask yourself, ‘What if it does?’ That is the question that will inspire you to make better decisions.”