4th Annual POPAI Marketing at Retail Conference – 20th October 2010

20th Oct 2010, Indaba Hotel, Johannesburg

Hear, See, Feel – Best In-Store Marketing Practices in SA

The focus is on case studies demonstrating the very best Marketing at Retail practices in SA right now. What works and why it works? How Marketing at Retail can thrive in the value driven shopper environment.

08:15 – 09:15
Marketing at-Retail 2011 – What’s hot and why?

Four expert Marketing at Retail marketers discuss the changing priorities in Marketing at Retail likely to occur during 2011 and why?  The changing priorities of brands and retailers . The impact of value shopping on Marketing at Retail marketing.  The role of digital marketing.

09:15-9:20
Stretch break

09:20 – 10:00
The Emerging Shopper and New Retail

•    How Marketing at Retail is and should adapt to the new retail evolution such as garage forecourts and commuter hubs
•    Best practice case studies

10:00-10:30
Coffee and networking

10:30-11h10
Increasing Sales through In-Store Zone Merchandising

•    A retail store is a collection of ‘customer zones’, each zone is perfect for one merchandising message  and wrong for another
•    The impact of category management
•    How shoppers use and behave in each zone
•    Which communication strategies are proven to be most effective in a particular zone

11:10-12h00
Our pick of the best in-store marketing campaigns right now and WHY?

12:00-12:40
Smart Sales Promotion and Merchandising

12:40 – 13:40
Lunch

13:40 – 14:20
Digital Integration in the Path to Purchase

•    Digital Signage – mobile, touch screen technology
•    The new “info shopper” capitalises on research, reviews, sales, couponing and her online “community” to influence her in store journey relating to her purchase decision processes.

14h20-16:00
Take Away ideas

Three 20min sessions with relevant industry leading ideas
•    14h25-14h45  Vouchers and coupons contributing to loyalty at retail
•    14h50-15h10  Experiential Marketing at retail
•    15h15-15h35  The best of sampling experiences

15h40-16h20
The practicalities of Green at Retail

A Practical approach to the implementation of green into the Marketing at Retail Industry.

Gold Sponsors of the Event

Uniprint

Visual Fusion

Silver Sponsors of the Event:

POD Communications

POP2POSITION

International Trend: Mcommerce critical for retailers business

The Sears2go iPhone app lets consumers find and buy school supplies on the go

Retailers should be making full use of mobile commerce tools to drive their back-to-school promotions, according to a Sears executive.

Summer is a season associated with leisure and relaxation, and the retailer that guarantees the greatest convenience in shopping for clothes and school supplies stands to win big. Sears is betting that tools such as mobile purchasing and location-based search will provide the value that back-to-school shoppers are looking for.

“Sears is constantly listening to customers and responding to them by continually enhancing mobile offerings to reflect their ever-evolving shopping needs,” said Imran Jooma, head of ecommerce and senior vice president at Sears Holdings Corp., Hoffman Estates, IL. “For back-to-school, we know our customers will be busy, so we empower them with easy-to-use applications that allow them to shop from anywhere, at anytime.

“Whether customers need to find a nearby store, create personal shopping lists or pick up school supplies and clothes while out running errands, Sears offers a variety of mobile shopping options,” he said.

Sears, which claims to be the nation’s fourth-largest broadline retailer, operates 3,900 Sears, Kmart and other store locations in the United States and Canada.

Summer daze to school days
Retailers recognize the unique challenge the summer months bring. A greater focus on leisure and travel means consumers are more difficult to target and entice with marketing propositions.

However, as students begin to file back into the classroom, retail demand will surge.

The campaign that eases shoppers’ transition from the dog days of summer to the hustle and bustle of the school year will achieve impressive results.

Mobile can provide that edge.

“The summer months are very competitive times for consumer attention,” said Jeff Arbour, senior vice president of North America at The Hyperfactory, New York.

“People are more often on the go than during other months and, as a result, are less dedicated to their frequent media choices, so it is essential for brands to position their messages where they can be heard and garner reactions,” he said.

Furthermore, mobile commerce represents an even more valuable marketing opportunity for back-to-school promotions.

Students are gearing up for class everywhere while at the same time participating in activities such as summer camp and family trips.

Letting these consumers buy back-to-school necessities without diverting their plans to go to an actual store can be a powerful value proposition.

“Mobile commerce is a great alternative to traditional methods of product purchasing,” said Jason Taylor, vice president of global product strategy at Usablenet, New York. “We will surely see a surge in mcommerce during a high consumption time such as back-to-school season.

“With the influx of television and print ads from retailers, customers will be more likely to pull out their always-handy mobile phones to make purchases on the spot,” he said. “At this day and age, with mobile commerce increasing at a fast pace, retailers without mcommerce-compatible mobile sites are significantly hurting sales.”

And, retailers have the opportunity to expand their mobile business, since many consumers will experience purchasing via handsets for the first time in order to expedite school shopping amidst their packed summer schedules.

“Beyond price cuts that will cut into margins, the most successful retailers will look at back-to-school as one in a series of touch points with consumers,” said Jeff Hasen, chief marketing officer at Hipcricket, Kirkland, WA.

“Back-to-school is ideal for first-time engagement that can spawn loyalty and repeated sales,” he said. “It also is an excellent time to reward loyal mobile club customers with unique offers that strengthen the relationship and lead to more purchases over time.”

Sears’ solutions
Executing a successful mcommerce campaign is about fostering a sense of convenience and trust, according to a Walmart executive at CTIA in March (see story).

More retailers are coming to understand the nuances of a successful mobile commerce platform, and integrate more frequently into their marketing mixes.

Sears, for example, has a number of plans in motion to leverage their back-to-school promotions and drive sales in the mobile space.

The retailer has applications called Sears2go and Kmart2go – available for the iPhone, Android and BlackBerry platforms – that let consumers purchase back-to-school products wherever they happen to be.

Sears recently added new features to the applications that let customers upload and tweet their back-to-school purchases and supply lists.

In addition, because school openings are staggered throughout the months of August and September (depending on district and region) the applications include GPS and ZIP Code Locators that alert customers about which stores are currently promoting back-to-school sales.

Using these features, shoppers can adjust their supply purchase plans based on their location.

Another Sears application, Sears Personal Shopper, lets consumers take a picture of their desired product to receive information back about where to find it.

Finally, consumers who are always on the go can use Sears’ mobile Web site to order products anywhere.

The retailer attaches a “Ready in 5” guarantee to online and mobile purchases that lets consumers pick up their purchases within five minutes of ordering.

Mobile has the answers
The mobile space is reaching a critical point of maturation.

“There’s no question that this back-to-school season will be the biggest for mobile,” said Mr. Hasen said. “82 percent of mobile subscribers have used their device in a store, according to InsightExpress.

“Many will come in with a mobile coupon,” he said. “Others will be looking for one, since 73 percent of mobile users want offers.

“Given the sluggish economy, do you know any shopper who will turn down a deal?”

The idea of handheld purchases once seemed foreign to most consumers, but that is no longer the case.

Mcommerce is not just an option for retailers any more – it will increasingly become a necessity.

“The mobile channel has evolved past the new media classification and should be considered a necessary medium for a large number of brands, particularly those looking to promote back-to-school products and savings,” Mr. Arbour said. “The entire spectrum of potential back-to-school customers are active in the mobile Web and application space.

“Therefore, the brands that take advantage of this opportunity will reap the benefits,” he said. “It is especially prudent to seize the mobile moment now, in order to gain an upper hand over those competitors who are not already in the space.”

Peter Finocchiaro, Mobile Commerce Daily, New York.

Does Tesco app mean mobile-commerce is now mainstream?

Tesco’s decision to launch its first transactional mobile service suggests m-commerce is ready to enter the mainstream. But when will smaller brands with less financial muscle follow suit?

The news that supermarket giants Asda and Tesco are both looking to launch m-commerce channels is a significant milestone for the mobile industry (nma 5 August 2010).

The fact that Tesco is eschewing the option of launching its mobile retailing strategy with an iPhone app also shows a sophistication in its thinking.

Less detail is clear on how Asda will broach the sector, but I imagine it too will target the mass market, not just iPhone or Android users.

Add to that the purported successes of Marks & Spencer’s and Ocado’s m-commerce strategies, and all appears well in the sector.

However, if it was as simple as that, then m-commerce would have taken off years ago. Unfortunately, it’s a little bit more complicated.

A recent survey of large and medium-sized retailers by mobile agency Sponge claimed two-thirds have yet to launch optimised mobile sites. Less than half of those retailers with mobile-optimised websites have transactional capabilities. This demonstrates the scale of just how far m-commerce has to go before it can declare itself a mainstream venture.

The dilemma facing most retailers is how to make any investment in m-commerce worth their while.

M&S and Ocado target comparatively well-off consumers, so it’s not unreasonable to think many of their customers will have smartphones. Hence they can forgo the mass mobile audience without thinking they’re alienating too many people.

But most UK retailers target very fragmented audiences and are faced with the dilemma of where to start addressing m-commerce.

Tesco has signalled its determination to take m-commerce into the mainstream by launching on Nokia’s Ovi Store, a platform synonymous with the word fragmentation. However, I doubt most other retailers will have the research and development budgets to match Tesco’s and really make m-commerce a mainstream channel.

So while the Tesco app’s arrival in the Ovi Store is a milestone – and a bold move by the retailer – it doesn’t mean that m-commerce’s mass take-up is a foregone conclusion.

www.nma.co.uk

New Retail Concept

Prompted by the need to relocate due to a rapidly changing Rosebank CBD, Old Mutual together with Old Mutual Bank has taken shared space with Nedbank, in the convenience of The Mall, as well as providing dual ATMs for both Nedbank and Old Mutual Bank account holders.

Launched under the name ‘Greenzone,’ this co-inhabited environment boasts, behind it’s entrance portal and bright window banners, a contemporary and refreshing expression of all the greens prevalent in primary identity palettes of the brands. The challenges of arranging a single trading floor are offset by the advantages to both business and client alike. The strategic objectives, apart from the obvious benefits of shared overheads, include cross selling between the complimentary brands and the provision of a platform for banking and insurance to the customer.

Design consultants The Brand Union employed careful use of brand colour, balancing the palette to the best advantage of all 3 brands. Customer orientation is assisted by a ‘host’, who directs them to await their appointments in the lounge, appointed with furnishings with varying tones of green and fresh white upholstery.

Traditional banking tellers are arranged in the deeper space, which has been segmented into Express and Daily Banking, Collections Desk, Bulk teller and Forex Desk, for a further efficient experience.

The fresh tones of green are prevalent across the environment, and large graphics of the brand logos are applied onto the partition screens between the consultants, which appropriately assist with the orientation. Lifestyle graphics are also applied to screens which brings the consumer profile personalities to life. Messaging is overlayed onto lifestyle images and at other relevant opportunities in the environment which seek to convey an engaging tone of voice for the brands, further aligning the Nedbank and Old Mutual and Mutual& Federal with their respective audience.

Apart from locating the consultants in accessible sales and service desks in the open plan environment, the suite includes access to consultants and managers offices, as well as a boardroom for family or corporate business needs.

The environment sets a new precedent in convenient, efficient banking and financial consulting, with the full inventory of the products of all the brands available to the customer, under one roof.

Pick n Pay rolls out a sustainable distribution centre

Pick n Pay has launched its R628-million sustainable distribution centre in Longmeadow, Gauteng. The efficiencies and successes of this centre will enable the rapid roll-out of four distribution centres around the country within the next three years. The centre was built with an emphasis on sustainability, in terms of energy management, water management, refrigeration and the physical materials used for the building.

Green credentials

*  Daylight harvesting – the groceries warehouse roof lights and south lights provide natural lighting and reduce the required daytime electrical lighting by 50%, and internal lights have motion sensors with dimming and energy-saving lamps.
* Photo Voltaic roof mounted cells are being implemented for the Groceries Battery Charging and External lighting and signage – these cells are charged using solar energy, thereby reducing the use of grid electricity, providing savings on costs and environmental impact.
* Waterless urinals have been installed in the grocery extension, which rely on the use of chemicals to keep clean and hygienic.
* Electronic food-safety Geberit taps have been installed in the preparation kitchen, which only switch on when needed to prevent excessive water loss.

Longmeadow, the company’s blueprint centralised DC, currently services 284 stores. Building on this success, a second centre is planned, as well as facilities in the Western Cape, KZN and Eastern Cape regions. In addition, a perishables inland distribution centre is scheduled. This total investment comes at a cost of over R2-billion.

Said CEO Nick Badminton: “Pick n Pay’s move to centralised distribution is pivotal to the group-wide transformation programme which we launched three years ago, as part of a fundamental review of the way we do business. The purpose of this project has been to improve the efficiency of our core retail business, reducing the cost of doing business, simplifying our organisational structures and enhancing the way we use information technology.

“Our decision to move to centralised distribution was motivated by changes in South Africa’s retail landscape which had seen us fall behind our competitors, who were investing significantly in their supply chains and in improved service to their stores through centralised distribution systems. Throughout the world, the most successful retail groups have unlocked massive value from their supply chains, and most of them have moved away from direct-to-store delivery distribution. Our current distribution operations are running over capacity and have become inefficient, resulting in stores being overstocked and in deterioration in customer service levels as a result.”

Changing with the times

Badminton said that Pick n Pay was the last of the major supermarket groups to commit to a streamlined supply chain. “While this inevitably compromised our efficiency in the short term, it has enabled us to learn from the experience of others and to build a world class distribution centre, deploying the most up-to-date and state-of-the-art warehouse management software solutions. It was no light decision, as it has required considerable capital investment and represents a significant change in the way we’ve done business for more than four decades, with the investment in Longmeadow to date totalling R628-million”.

Badminton said that beyond technological advances and the logistical achievements, it is the benefit to its customers that remains top of mind. “For the hundreds of thousands of shoppers who pass through our doors every day, the most significant benefits of centralised distribution have included the improved availability of stock, lower prices and a streamlined ordering process which has freed up our store staff to spend more of their time concentrating on shopper engagement. All the latest independent surveys confirm that over a basket of goods, Pick n Pay is quite clearly cheapest of all the major retail chains.”
A great start

The retailer has completed its supply chain vision and strategy, with early success at the Longmeadow facility which has resulted in a streamlined operation and significant improvements in efficiency. Product availability to stores has risen by 20% due to more efficient supply chain processes and robust business practices. “We are constantly re-engineering our technology and business practices within the supply chain to ensure increased productivity and reduced costs. The implementation of SAP within Pick n Pay has allowed the development of an enhanced demand planning competency, taking into account a full range of information to accurately manage demand. This has improved the stock availability in the supply chain resulting in improved delivery to stores.”

The centralisation of suppliers has been a significant success, with 23 grocery suppliers centralised to date and over 40 planned by October 2010. “We have seen significant benefits in centralisation, with a 20% increase in stock availability to stores.”

Tony Domingo, Director of Supply Chain at Nestlé Southern African Region, said the Longmeadow facility has created the capability that drives consistent stock flow and optimises availability, which is ultimately of great benefit to consumers. “I believe that with the mutually authentic partnership that exists between Pick n Pay and Nestlé, we can jointly entrench the supply chain architecture and build a robust strategic alliance,” he said.
All eyes on the green goal

Critical to this initiative since its inception has been its environmental sensitivity. As South Africa’s largest food retailer, Pick n Pay is committed to minimising its environmental impact by decreasing carbon emissions, improving energy and water efficiency and lessening its impact on the environment.

Says Rohland: “Longmeadow is just another example of how Pick n Pay is operationalising sustainability within the company, and all of these goals have been incorporated into the design, construction and operation of Longmeadow, making it one of the greenest facilities of its type in the world.”

“Throughout, our vision has been to embed a sustainable green building strategy that will not only reduce the carbon footprints of our stores and distribution centres through the identification and implementation of best industry practices and products, but to provide us with a working environment which is more efficient, more streamlined and more profitable.

www.thegreentimes.co.za

World Cup boosts retail sales amid risk of new slowdown

RETAIL sales in June rose the most in three years as the World Cup boosted consumer demand.

Statistics SA said yesterday that retail sales had risen 7,4% compared to June last year.

In May, they rose 4,5%.

However, the growth was slightly lower than forecast and analysts have warned of a slowdown in the coming months as there would not be a big event like the World Cup to boost demand.

Consumers remain highly indebted, putting pressure on demand. As consumer spending was the main driver of the economy, analysts said a slowdown in the coming months would bolster the case for an interest rate cut next month.

The retail sector accounts for about 12% of the economy’s output and is the second-biggest employer, providing 22% of the jobs in the formal sector.

This year’s second-quarter growth in gross domestic product was likely to have been less stellar than the 4,6% of the first quarter, Reserve Bank deputy governor Daniel Mminele said yesterday at the Southern Africa Internal Audit conference. The Bank’s latest projections showed economic growth should average about 2,9% this year, with uncertainties emanating from the global economy posing the main downside risks.

Retail sales in June were 1,8% more than in May.

In June the highest growth was recorded for retailers in the household furniture, appliances and equipment subsector at 17,7%.

Retailers in the textiles, clothing, footwear and leather goods subsector rose 13,1%, and those in pharmaceutical and medical goods, cosmetics and toiletries rose 7,9%.

Retail sales are a good indicator of trends in consumer spending. There have been worries that consumer spending would remain under pressure because household debt has been close to record highs, and nearly 1- million jobs were lost last year during the recession.

Economist Adenaan Hardien, of Cadiz African Harvest, said yesterday he was pleased that consumer spending was recovering after interest rate cuts earlier this year, and not only owing to the World Cup.

“We have seen positives to (less well-off) consumers. Wage gains are now rising above inflation, which would lead to increases in consumer income. Debt servicing costs are lower even though individuals’ debt levels have been very high,” he said.

The Reserve Bank has cut interest rates by 550 basis points between December 2008 and March this year to support the economy. Its monetary policy committee (MPC) will meet early next month and some analysts expect a rate cut.

Razia Khan, head of Africa research at Standard Chartered, warned of continued weaknesses in the economy.

“Given the uncertain jobs market, evidence still of sluggish growth and a weak pick-up in bank credit, we would not overplay the importance of this point,’’ Ms Khan told Reuters.

“For us, there is still a case for further easing at the September MPC meeting,” she said.

Stanlib’s Kevin Lings said positive retail data for May and June would probably continue into last month, but this did not imply with certainty that the MPC would cut rates. “Retail data for July will also be fairly robust, although the boost from sales of TV sets was probably more evident in May and June and far less significant last month. It is then likely that retail activity in August to October will appear to go ‘soft’ relative to the base that is currently being established,” he said.

He said there would have to be noticeable falls in inflation and gross domestic product for the Bank to make a cut, and neither had materialised yet.

Mr Lings said the six months of positive consumer spending must have been supported by factors other than World Cup spending.

“People surely were not spending with the World Cup in mind last year already,” he said.

“We have seen some strength in the manufacturing sector and the housing market already this year, which are the kind of areas where retail impetus was coming from.” With Sapa, Reuters

andersona@bdfm.co.za Business Day

Black diamonds: all that glitters is not gold

A thought-provoking research conducted by TNS Research Surveys has revealed what many marketers have all along ignored – that the black diamonds are not always what they seem to be and therefore they cannot be judged by their superficial cover (posh cars, suburban homes, designer clothes and shoes and many more). Instead, experts warn sellers to have a deep understanding of this market before reaching out to them.

Divided into four categories

There are currently three million black diamonds in South Africa divided into four categories – Mzansi youth, start-me-ups, young families and established families – all boasting a total purchasing power of R237 million billion*, according to the study, conducted with the help of UCT Unilever.

While 79% of black diamonds are home owners, 7% are renting to buy, 12% are renting but not intending to buy in the next 12 months, and most of Mzansi youth live with their parents, the study says more than 50% of black diamonds do not even read a magazine.

Ramohelo Mokoena, TNS Research senior research executive, said some black diamonds are more affluent than others and have a higher propensity of having luxury goods.

Mokoena demystified society’s general impression that most black diamonds own Range Rovers, BMWs, Porsches and Mercs, dropping a bombshell that their cars of choice are Toyota (mostly), VW, BMW, Ford and, lastly, Mercedes.

Middle class, not tenderpreneurs or yuppies

“Remember this is only the middle class; these are not tenderpreneurs or the yuppies,” she pointed out.

The study also found that 70% of black diamonds has saving accounts and only 13% has cheque accounts and just over 10% has credit accounts. At least 51% of them has no insurance, compared to 32% of other middle class.

While 89% own cellphones compared to 84% of other middle class, Mokoena said the service provider of their choice is MTN (43%), with Vodacom getting 38% and 11% going to Cell C.

Most black diamonds (80%) use cellphone prepaid packages, and are less likely access the Internet at home through a fixed line, with the office being their best place to log in. Mzansi youth, however, were found to have the higher incidence of accessing the Internet on a regular basis.

Search engine of choice

Google has emerged as the number one search engine of choice, according to the study, followed by Yahoo, where most people usually look for information, go for personal administration purposes, and social networking (mostly Mzansi youth). Very few black diamonds do shopping online, though.

Edgars is the number one shopping store for clothes and shoes, followed by Jet, Truworths, Woolworths and Mr Price, while Shoprite, Checkers and Pick n Pay are their favourite shops for groceries.

University of South Africa Professor Kopano Ratele warns marketers to be armed with a solid understanding of black diamonds because money and status seem to be the defining element of recognition and class of this market.

“These people want to be noticed. Wanting to be cool and seen, which at times trumps basic needs (wearing branded expensive items, and buying a latest model BMW and staying in a shack with your parents), are the painful desires that shape the identities of black diamonds,” Ratele said emotionally.

“Isn’t this irrational?”

“Isn’t this irrational?” he asked, adding that some of them buy stuff they can barely afford – all in the name of recognition and status.

Nevertheless, he warned at the end that marketers need to understand them, represent them, enable them, entertain them, ignite them and reach them.

TNS Research and BizCommunity

Distell in top 100 ranking

Amarula, from Distell, has been ranked as one of the world’s fastest-growing spirit brands by Drinks International. Data for the listing is researched by Euromonitor International and covers sales for the 2009 calendar year. Also accorded SuperBrand status by the SuperBrand Council of South Africa, it is featured as the seventh biggest liqueur on the 2010 Drinks International Millionaire’s List, which ranks the world’s biggest-selling spirit brands.

It is one of only two to have recorded growth during the peak of the global recession. It also occupies 86th position on the 2010 Impact Databank World’s Top 100 Premium Spirits Brands, up from 87th place a year ago.

Also appearing for the first time on the Top 100 list is Klipdrift Export, in position 99. Euromonitor International has also ranked the company’s two leading cider brands as top global players. Hunter’s is in second position and Savanna in third. Distell is the world’s third biggest player in the cider market.

Famous Brands on acquisition trail

Quick service restaurant franchise group Famous Brands has announced its second acquisition in two weeks, in line with its stated philosophy of accumulating best-in-class brands.

On Tuesday it announced that it will acquire the franchise agreements, trademarks and intellectual property of the Keg and McGinty’s brands for R27 million.

This follows last week’s acquisition of Giramundo, a Johannesburg-based peri peri flame grilled chicken business. Famous Brands CEO Kevin Hedderwick told I-Net Bridge that it was coincidental that recent acquisitions had occurred back to back, but it showed that the group was able to juggle a multi-branded portfolio.

“The acquisitions fall into our strategic intent to include the broader leisure category into our robustly expanding brand portfolio.
“We have a strong balance sheet, which has allowed for these types of movements to be made without affecting our dividends.”

“The acquisition of Keg and McGinty’s is our first foray into pure leisure.Our strategic intent is to focus on what we do best, namely food service, but in order to continue unlocking value for stakeholders, we have had to consider the broader leisure category in our search for further growth opportunities,” Hedderwick said.

Keg is a franchised pub and restaurant brand, while McGinty’s is a franchised pub brand. There are currently 28 Keg and 5 McGinty’s franchised outlets in South Africa, Zimbabwe and Mauritius.

Hedderwick told I-Net Bridge that the group would focus on repositioning and reviving the Keg brand in South Africa before “running off to Africa”.

He noted that growth prospects for the Keg brand in particular are favourable. “While the brand needs innovation and renovation, we are confident that we can restore its rich heritage as a pub and restaurant business, where the emphasis is on the food.

“In an overall sense, this repositioning will be based on the three pillars which underpinned the brand’s popularity in its heyday, namely good food, good beer, great cheer, and in that order,” he said.

The acquisition of Giramundo, a Johannesburg-based peri peri flame grilled chicken business with just four outlets, fills the gap in Famous Brands’ portfolio with a mainstream chicken offering.

This had been a major priority for many years, however, the barriers to entry in this category are high and the market is dominated by three major existing players, two of which compete in the deep fried category, and the other flame grilled.

In addition to the potential presented by a network of new Giramundo stores, there was also the opportunity to roll out the brand to the group’s existing 1 500 South African franchisees as well as its petroleum partners.
“The response to another flame-grilled chicken offering in the market has been very optimistic.
“As far a roll-out goes, we’re looking to open at least 20 new restaurants a year,” Hedderwick told I-Net Bridge.

He added that Famous Brands was not deliberately going after Nando’s and that another player competing just added momentum to the market.
When asked whether Famous Brands had any other acquisitions lined up, Hedderwick said: “Right now we have our plate full, but there are always areas in our portfolio that can be added to.”

Famous Brands’ portfolio includes Steers, Wimpy, Debonairs Pizza, FishAways, Mugg & Bean, tashas, House of Coffees, Brazilian Cafe and Blacksteer. – I-Net Bridge.

How to Have a Green Retail Store

Many people in business try hard to add environmentally friendly products and services. The problem is that conventional suppliers for retail outlets are often not up to speed on what’s available.

With a bit of digging around online, you can find some excellent, environmentally friendly options for your retail store, and sometimes even new stock, adding to your range of eco-friendly products, while greening your store in the process.

You can actually do a sort of “green check list” for the things you need as a green retailer:

* Waste elimination: Green environmental shopping bags, reusable containers, and recyclable packaging are all good, useful products with built in green values.
* Sustainable materials: Plantation timber shelving and shop displays, recycled goods, certified organic products, even your store carpeting can be ultra-green.
* Green product options: Green products are now available in every industry on Earth. Even the major corporations have taken up some green production lines. Finding what you need may take some patience and research, but it’s doable, and often provides you with whole new lines of products your business can use.
* Emissions and carbon footprint issues: These are identifiable on some modern green products, but this type of listing isn’t yet as common as it needs to be. It’s best to research products first, and pin down their green values.

This checklist approach is also very useful when you’re trying to phase out old products with poor sustainability credentials. You can replace the fossil products with eco-friendly equivalents progressively.
Presenting your green products

One of the basic principles of marketing is to give your products high profile. For retailers, that means putting them in a central position, preferably with colorful signs and a clear sales pitch including viable discounts. These attention-getters also promote a basic awareness, so they’re not going to be wasted effort.
Good business is green business

A real business opportunity is also available for green retailers. You’ll find that your green products are attracting plenty of motivated customers. The good news for your business, as well as your environmental ethics, is that these customers will also be interested in any new green product ranges you want to try. You’ve got an expert market research facility in your customers.

As a green retailer, you don’t have to be limited in your approach to green products. As long as you’re licensed to sell a class of product, you can experiment with new ideas for your eco-friendly range of goods.

There are a lot of real positives, including some notable business advantages, from using this experimental approach:

* You can speed up phasing out the carbon-guzzling products.
* You can create more shelf space with a better, more diverse range of products.
* You can check demand for new products, reducing risk on outlays.
* You can stay up to date with your inventory, ready to meet demand for new green products.

The fun side of the green retail business

Now the fun part: You can use your business to explore all the really fascinating new green business ideas on the market, and have a ball.

www.greenmarketing.tv