A blog on issues affecting Australia's newsagents, media and small business generally. More ...

The 2026 Cliff: Why A “Wait and See” Strategy By Any Retailer, Especially a Newsagent, is a Business Killer

This is serious. It’s why I am writing about this again. Another newsagency has just closed. It was old-school, living in the past. The owner’s decisions, or lack thereof, caused the closure, not that they see it that way.

The divide in the Australian newsagency channel is no longer a crack is huge. As we move deeper into 2026, the data from my 2024/2025 benchmark study confirms a brutal reality. Retailers clinging to the “agency” model—relying on lotteries, newspapers, and magazines—are watching their business value evaporate in real-time.

If your revenue is down 10% or 15% year-on-year, you are not experiencing a “slow patch”. You are witnessing the end of a business model that began in the 1800s. The 2026 closures have already started. To ensure your shop is not on that list, you must act with a level of urgency that matches the speed of the market’s decline.

Stop Being an Agent, Start Being a Retailer

The “agency” model is a trap. Whether it is parcel services, bill payments, or transport tickets, you are at the mercy of controlling companies that will always squeeze your margins to maximise their own. You take the risk, you pay the rent, and they take the profit.

The most successful newsagencies I see have made a psychological break from the past. They no longer see themselves as agents. They are independent retailers. They understand that their future lies in high-margin, “want” based categories where they, and they alone, control the retail price and the gross profit.

The Data of Survival

The contrast in performance is stark. While traditional lines are flat or declining, transformed shops are seeing:

  • Gift and Homeware Revenue: Up by triple digits in some locations.
  • Specialist Stationery: Attracting enthusiasts who spend $250 per visit.
  • Collectibles and Toys: Tapping into massive online search trends for brands like Pokémon, Lego, and Hot Wheels.

These shops are not “lucky”. They have used their data to identify what is working and have had the courage to double down on it. If you are not running a Monthly Sales Comparison Report today to see where your quantity sold and dollar value are shifting, you are flying blind toward a cliff.

If You’re Up For It, I Have A 24-Hour Action Plan

Transformation does not require a five-year plan. It requires a 24-hour reset.

  • Purge Dead Weight: If you have stock that has not moved in six months, it is not an asset; it is a liability. It is taking up space that could be used for a high-margin “breakout” category like clothing, books, or high-end plush toys. Discount it by 50% and move it out now.
  • Reclaim Floor Space: Walk to your front door. If the first thing a customer sees is a wall of newspapers or fading magazine posters, you are telling them your business is irrelevant. Move the papers to the back. Clear the windows.
  • Invest in a “Moat”: In 2026, a blog on your own website is your most effective digital marketing tool. Stop posting “generic slop” on social media. Write about your products. Solve a customer’s problem. Build a digital presence that reaches people who will never walk past your physical shopfront.

Take Responsibility 

No marketing group or software provider can “make” you successful. They provide the tools, the data, and the opportunities, but you must be the one to engage. Many entered this industry because of the perceived ease of the traditional model. That ease is gone.

The opportunity for a thriving, valuable, and enjoyable business is still there, but it is reserved for those willing to disrupt themselves. Do not wait for 2027 to wonder where it all went wrong. The time to pivot is not next month. It is today.
…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

2 likes
Newsagency management

Adapt or Close: The Urgent Case for the Transformed Newsagency

Yes, here we are again. I’ve written about this before and will likely write about it again. It’s important, and urgent.

The newsagencies most likely to close are those who ignore this advice or advice similar to it. Now, let’s get into it.

The Australian and New Zealand retail landscape is shifting beneath your feet. For the local newsagent, the message from the 2025 data is blunt: the traditional model is failing. We will see more newsagency closures in 2026. Your business does not have to be one of them, but survival now requires a radical departure from “business as usual”.

Data Doesn’t Lie

My recent benchmark study of newsagencies across rural, regional, and suburban locations reveals a widening gap between two types of businesses. The traditional newsagency is in a state of managed decline. Revenue is down 3%, and transaction counts have fallen by 5%. Core categories like magazines and newspapers continue to drop by double digits.

In contrast, transformed newsagencies are thriving. These businesses have seen revenue grow by 9% and average basket value surge by 11%. They are not waiting for foot traffic to return to dying categories. They are actively hunting for growth in areas where customers are actually spending.

Look at your data. Don’t hide it from yourself. Ignorance is not bliss. Let me know if you’d like help: mark@newsxpress.com.au.

Growth is Hiding

While traditional stationery revenue is down, “want” stationery—high-end, collectable items for enthusiasts—is driving transactions of $250 or more. Transformed stores have seen gift revenue jump by 119% and greeting card revenue rise by 8%.

The most successful retailers are no longer bound by their shingle. They are generating substantial annual revenue from non-traditional segments:

  • Trading Cards: Revenue exceeding $100,000 with 30% growth.
  • Books and Homewares: Contributing over $75,000 each to the bottom line.
  • Clothing: Generating $80,000+ in annual sales.
  • Toys and Games: Seeing year-on-year increases of up to 18%.

First Steps: Start With Your Numbers

Transformation is not a matter of guesswork. It begins with financial accountability. You must have a clear picture of your business health right now. Use this checklist to assess your standing:

  • Up-to-date profit and loss statement.
  • Current debtors and creditors reports.
  • A dead stock listing for items with zero sales in six months.
  • Floor map showing gross profit contribution by category versus space allocation.
  • Revenue per rostered hour calculation.

If you have $10,000 in dead stock sitting on your shelves, it is poisoning your cash flow. Clear it immediately. Set up a clearance table, apply a 50% discount, and turn that stagnant inventory into working capital.

Disrupt Your Layout

If your data is not up to scratch but you feel the urgency to move, start on the shop floor. Disrupt your current setup to force a fresh perspective. Take the traditional magazine fixture out of the centre of the shop. Move newspapers to the back.

Remove cold, clinical retail fixtures and replace them with tables or unique items from secondhand marketplaces. Add a rug. Make the space warm and inviting. Stock one or two categories you would never usually consider. This radical approach breaks the cycle of tradition and signals to your customers that something has changed.

Be a Retailer Not an Agent

For too long, newsagents have acted as “agents” for suppliers. It is time to become a retailer again. This means taking control of your store, curating your own product selection, and creating an experience.

The true hurdle is not the cost of investment. It is the decision to leave tradition behind. There is no limit to what you can sell. The future belongs to those who stop living in the past and start engaging with the passionate communities of consumers eager to spend.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

8 likes
Newsagency management

Advice on buying a retail business

When you buy a retail business, any business for that matter, you do so based on the performance of the business.

Do your homework. Satisfy yourself that the sales numbers are the numbers. Cross check against P&L, tax returns and source data from the software. They need to match.

The purchaser of a newsagency recently discovered the hard drive of the main computer reformatted on the day of take over, all historic data lost. No backup.

A good contract of sale for the business should provide adequate protection in this situation. Thorough due diligence prior to purchase should have uncovered possible fraud.

If you are buying a shop, do your homework. Make sure you understand what you are buying, what your dollars are paying for.

Here is an updated list of data I suggest prospective newsagency business purchasers access from the vendor or their representative:

  1. P&L from the accountant for the last two years. i.e. not a spreadsheet created for the purpose.
  2. A list of add-backs used to achieve a profit figure on which the asking price is based.
  3. Tax returns for the same two years. While note always appropriate given business structures, they can provide a cross check with the accountant P&L.
  4. Sales data reports, for the last two years, from the POS software in use – to verify the income claim. This source data is key.
  5. Sales data reports from the lottery terminal to verify the income claim.
  6. BAS forms to confirm data in the P&L.
  7. A list of all inventory in the business including the purchase price and date last sold for each item. And, copies of invoices from which you can randomly select to verify.
  8. A copy of the shop lease.
  9. A copy of any leases the vendor expects you to take on board.
  10. A list of all forward orders placed on behalf of the business.
  11. A list of all employees: name, hourly rate, nature of employment, start date, accrued leave and accrued long service leave.

This is good basic information, a starting point, which will enable any purchaser to undertake reasonable assessment of a business.

My advice to newsagents looking to sell who may be concerned about this list is: think about it now and focus on your business so the data I have listed looks good. The time to prepare your newsagency for sale is every day you are in the business.

9 likes
buying a newsagency

Newsagent disinterest in the latest newspaper cover price increase is telling

The recent increase in newspaper cover prices might have once been a significant event for Australian newsagents, but today’s reality tells a different story. While publishers are adjusting prices to manage a “soft landing” amidst declining sales, the impact on the retail frontline is minimal.

Before I get into my thoughts, be sure to read James Manning’s terrific piece at Mumbrella today: 4 cents to 5 dollars in 60 years: As cover prices go up, newsprint’s time is running out

A shift in revenue focus

Historically, newsagents were keen on cover price increases because their income is based on a percentage of the sale price. In the past, when prices remained static while labor, rent, and operational costs rose, the only way to increase revenue was to sell more physical copies. This was always hard. Given the current market, that is not viable at all.

With over-the-counter sales declining by roughly 10% to 12% year-on-year, a price hike is technically welcome, yet its practical effect is negligible. For the average newsagency, the latest price increase likely adds no more than $2 to the weekly bottom line. This small gain does little to offset the rising costs of doing business.

Managing the decline of print

The lack of concern from newsagents regarding these price changes reflects a broader shift in the industry. Like the publishers themselves, newsagents are now focused on managing the steady decline of print media. Many stores have relocated newspapers to the back of the shop, prioritizing more profitable categories for premium floor space.

The current system for managing the supply and return of newspapers is often seen as broken and labor-intensive. Publishers have shown little interest in modernizing these outdated management practices. Consequently, newspapers often fail to “pay their way” when accounting for the space they occupy and the labor required to handle them.

Looking toward the future

The industry has reached a point where a newsagency’s survival depends on its ability to diversify. While newspapers remain a part of the product mix, they are no longer the foundation of a successful business model.

Any newsagent still relying on newspapers as the primary driver for their future growth is facing a difficult path. The real focus today is on evolving the business beyond the traditional print model to ensure long-term sustainability.

How do you manage newspapers today in your newsagency?

Here’s my advice:

  1. Place them in a low-cost location in-store, likely toward the back of the shop.
  2. Don’t participate in publisher promotions.
  3. Don’t promote newspapers on your social media.
  4. Don’t put p promotional posters.
  5. Take newspaper branding off your shop.
  6. When the losses from newspapers are at a concerning level, stop stocking them.

Newspaper publishers don’t care about Aussie newsagents. They will say they do care. Their actions say otherwise.

14 likes
Newspapers

Misleading Media Narratives and the Reality of Newsagency Success

The recent ABC Gippsland coverage regarding the closure of the Sale Authorised Newsagency illustrates a persistent issue in modern journalism. When a long-standing business closes its doors, the media often defaults to a eulogy for the industry. However, by focusing almost exclusively on closures, editorial teams ignore the substantial growth occurring elsewhere in the newsagency channel.

But before I get into the broader topic here, the ABC Gippsland story refers to Sale Authorised Newsagency. Australian newsagents lost their Authorisation in 1999/2000. That the business still used the name is a tell, that they were living in the past. The Jethro Trull Living In The Past song comes to mind.

Let us close our eyesOutside their lives go on much fasterOh, we won’t give inWe’ll keep living in the past

The story of the Sale closure is framed as the “end of an era,” yet the owner, Terry Stewart, was clear: he is retiring after 38 years, not fleeing a failing business. Despite this, the reporting leans into the “death of the high street” trope. This reflects a lack of editorial depth. Reporting on a single closure is easy; investigating the successful evolution of the broader industry requires more effort.

A significant tell in the ABC report is Terry’s observation that his stock has not changed much over the years, aside from adding phone accessories. While this worked for his specific circumstances in Sale, it is not representative of the modern channel. In the most successful newsagencies today, those experiencing double-digit growth, up to 80% of the product mix has changed over the last decade.

Forward-thinking newsagents have transitioned away from a reliance on shrinking categories, agent categories. They don’t deliver newspapers and don’t get up at the crack of dawn to open. They have diversified into high-margin giftware, boutique stationery, educational toys, and traffic generating products like mint coins and trading cards. These businesses are thriving, yet they rarely receive the same level of media attention as a shop closing for retirement.

By focusing on the stagnant businesses rather than the innovators, as ABC Gippsland has, the media provides a skewed and inaccurate view of the industry’s health.

Poor reporting often overlooks the immense economic contribution of these businesses. Terry Stewart employed over 1,200 local residents during his tenure. This level of community investment is common across the country, yet it is frequently overshadowed by a focus on digital disruption.

If the media truly wished to report on the state of Australian retail, they would look at the newsagents who are currently breaking sales records through clever diversification and modern retail strategies. Instead, the public is given a narrative of decline that relies on a handful of specific examples of retirement. The newsagency channel is not disappearing; it is evolving. It is time the national broadcaster acknowledged the success stories that define the modern reality of our industry.

I am tired of writing about this.

Successful newsagents are tired of poor reporting like this story from ABC Gippsland.

Our success deserves better coverage.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

23 likes
newsagency of the future

Advice for independent retailers: The power of the retail edit: why less is more for your shop

It is a common frustration for small business retailers. You wonder why a customer missed a clear sign, struggled to find a prominent product, or asked for an item you have never stocked. In retail circles, this is often dismissed as “shopper blindness.” We assume the customer is simply not paying attention.

We blame the customer when it’s our fault.

Most shoppers are not blind; they are overwhelmed. When a retail space is crowded with competing colours, excessive signage, and dense displays, the brain struggles to process the environment. Instead of seeing everything, the customer ends up seeing nothing.

Clarity of message is a competitive advantage. Success comes from a “retail edit.” By removing the clutter, you allow your most important products and messages to stand out.

To begin, stand at the front of your shop and look at it through the eyes of a first-time visitor. Review the mix of signage and displays. If every surface is covered, nothing is a priority. Use these strategies to refine your space:

  • Remove media posters: Avoid using generic magazine or newspaper posters. There is no concrete evidence that these drive sales. They usually serve only to add visual noise.
  • Consolidate housekeeping: Store policies and operational notices should be kept in one unobtrusive location. Do not scatter them across the shop floor.
  • Centralise clearances: If you have discounted items, place them in a single, dedicated clearance area. This keeps the rest of the shop looking premium and focused.
  • Standardise product signs: Maintain a consistent style and font for all in-store signage. Smaller signs placed at eye level near the product are far more effective than large banners hanging from the ceiling. Most shoppers do not look up while navigating an aisle.

Visual harmony reduces the mental effort required to shop. One of the most effective ways to achieve this is through colour blocking. Grouping products by colour makes your shelves look intentional rather than messy. It creates a “quiet” display that is naturally more appealing to the eye.

The service counter deserves special attention. This is your final point of engagement. Edit this area strictly to ensure the focus remains on the transaction and the most critical messages.

Reducing visual noise improves the experience for everyone. Your shoppers will feel more relaxed and find what they need with ease. For your staff, a curated environment makes it easier to maintain standards and stay focused on the business goals that truly matter.

The most effective retail strategy is often the simplest one. By editing your space, you give your customers the clarity they need to buy.

Every time a shopper asks a question that frustrates you because the answer is there for them to see, it is a call to action to reduce the visual noise in your shop.

If you’d like a helpful process for undertaking a visual edit of your shop:

Gemini said

The Visual Edit Checklist

This checklist will help you objectively assess your shop floor. Use it to identify areas where visual noise may be distracting your customers.

The Entry Perspective

  • [ ] Stand at the front entrance. Can you identify the three most important products or messages immediately?

  • [ ] Are there outdated posters, media advertisements or notices cluttering the windows or doors?

  • [ ] Is there a clear, unobstructed path for the shopper’s eye to follow into the store?

Signage and Communication

  • [ ] Are all product signs using a consistent font, colour, and size?

  • [ ] Have you removed “hanging” signs that require shoppers to look at the ceiling?

  • [ ] Are “housekeeping” notices (return policies, trading hours, payment methods) consolidated into one neat area?

  • [ ] Do your signs use a direct call to action rather than lengthy explanations?

Product Merchandising

  • [ ] Are products grouped by colour (colour blocked) to create a clean, organised look?

  • [ ] Is there “white space” on the shelves, or is every centimetre of the shop floor occupied?

  • [ ] Are clearance and sale items confined to one specific zone rather than scattered?

The Point of Sale (Counter)

  • [ ] Is the counter surface clear of non-essential items or miscellaneous “clutter” products?

  • [ ] Does the area behind the counter look organised and professional?

  • [] Is there only one primary message or “add-on” item at the register?

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

3 likes
Management tip

The complexities and challenges of balancing digital growth and the future for the local lottery retailer

For context, this post is for newsagents outside of WA with lotteries since the WA situation is very different, more beneficial for retailers.

The Lottery Corporation is moving through a significant period of transformation. Its latest financial reports show more growth digital sales, which now account for 41.8 per cent of total turnover. For the company, the benefit is financial. Digital transactions offer a variable contribution margin of roughly 26.9 per cent, significantly higher than the margins produced through physical stores.

This digital expansion is not just about a website or an app. It is a strategy to capture a younger demographic. Statistics show that over 60 per cent of new customers are under the age of 45. These players value the convenience of mobile play and the ability to set personal spend limits, a feature recently mandated for Keno players to improve long-term sustainability.

For retailers with lottery, lottery products are often a key driver of foot traffic. However, the retail experience is becoming more expensive to maintain.

Retailers currently face rising merchant fees and card payment costs. Retailers pay interchange rates significantly higher than larger corporations. This pressure is compounded by the “store-within-a-store” branding requirements that The Lottery Corporation mandates, which can limit how newsagents use their floor space for other profitable goods.

What retailers need to understand is the financial metrics for TLC.  For every $100 spent, TLC earns roughly $15 EBITDA online compared to $5 in-store. This $10 difference is largely because the company retains the commissions that would otherwise go to a newsagent.

While I get that lottery products are important for retailers, I don’t see upside. Customers are migrating online. The increase in in-store operating costs is not adequately covered by price increases or traffic growth.

I think retailers need to be careful when considering capital investment in lotteries. Don’t get sidetracked by big numbers. It’s important you understand the full cost of the agency business.

In my own situation, I’ve not had lotteries in my newsagencies since 2013. I have more control over my retail space and have more control over my business as a whole. My mental health is better as a result, for sure.

4 likes
Lotteries

Driving retail growth through effective blogging in 2026

This is not a marketing pitch. It’s free advice for small business retailers, offered to help you attract more people to your business.

I’ve written it based on my experience as a retailer. Let’s get into it:

In early 2026, Google Search has undergone a paradigm shift that many in the industry are calling the “Age of Authenticity.” It’s a fundamental defence against the flood of AI-generated content that has saturated the web.

This shift by Google is an opportunity for retailers prepared to do the work to build a moat around their business, and attract new customers:

Blog posts are the most effective form of digital marketing for small business retailers. While the rise of AI-generated summaries has led some to believe that website visits are declining, the metric that matters most is conversion. If you sell a product or service, you do not just need traffic; you need customers.

A common mistake in retail blogging is writing content that no one is searching for. Business owners often write about what they feel is important rather than addressing the specific needs of their audience. Conversely, some focus too much on high search volumes. Chasing broad terms is often a losing battle against larger competitors. Instead, focus on niche-specific keywords and purchase-intent searches. These are the queries people make right before they commit to a buy.

These specific keywords are also exactly what large language models search for when generating answers. To ensure your business is the one recommended by AI, you need to provide clear, structured information.

High-impact content templates

You can generate a significant amount of content by using a few simple templates:

  1. Selection guides: Titles like “How to choose the best X for Y” are highly effective. For example, a hobby shop might write about how to choose the best protective sleeves for high-value trading cards.
  2. Cost analysis: Addressing the “Cost of X for Y” allows you to be transparent about pricing. This is your opportunity to explain the value of your offering and why the cheapest option often fails the customer.
  3. Problem-solving: Create guides that solve a specific problem your product addresses. If a customer is searching for a solution, they are already primed to buy the tool that provides it.

Now, I am talking here about authentic content, human generated content, shared real knowledge – not the lazy slop you see on some blogs.

Delivering value

For a blog to be successful, it must deliver on the promise of its headline. The content has to be genuinely helpful to the reader. Furthermore, it must explicitly recommend your brand. Simply showing up in a search result is not enough; the content must lead the reader toward your business.

In the current retail landscape, people rarely browse a blog archives page. They arrive at a specific post because they asked a question on a search engine or an AI platform. By writing direct, high-quality posts, you ensure that both the machines and the customers find exactly what they need at your store.

I follow this advice myself for my businesses, and it works. I’m doin well from the Google shift his year.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

3 likes
Newsagency management

Grow Urban: inspiring retail

Grow Urban (https://growurban.uk/) in Edinburgh is a perfect main street garden centre / gift shop / coffee shop. It’s one of the most inspiring and perfect shops I have visited. I am grateful to have seen it again a couple of days ago while in the UK on a retail study trip with and for newsXpress. I first visited a year ago.

9 likes
retail

Generic slop on your social media page does nothing for your business

Too many local newsagents have handed over control of their business social media accounts to their marketing group. These group publishes content on behalf of the business, often resulting in a feed filled with centrally served, generic posts. Slop, to be honest.

It is the kind of material that users scroll past. In many cases, posting nothing would be a better strategy than relying on this filler. When a marketing group promises to manage your social media for you, they are making a poor offer for a local retail business.

Centrally controlled posts often make a newsagency appear out of date or like a dying business. Typically, these posts pitch low-margin products where the newsagent acts as a mere agent rather than a retailer. You have minimal control over these products and earn small fees instead of genuine retail profit.

If you have granted a marketing group access to your accounts, consider disconnecting them. It is time to take control of your digital presence. Your social media should reflect you and your unique local business.

Why local control matters

There are three primary reasons to manage your own social media:

  • Authentic Voice: It preserves your shop’s unique personality and builds a genuine connection with your local community.
  • Agility: You can share timely updates, such as new stock arrivals or spontaneous promotions, without waiting for a third party.
  • Engagement: Managing your own channels allows for direct, knowledgeable interaction with customers, which is more effective and less expensive.

As a local shop, your greatest advantage is your people. Allow customers to connect with the human side of your business. Share photos of your team with short bios to make the business more approachable. Post behind-the-scenes snippets of your daily routine, such as unboxing new orders or setting up displays. With permission, featuring happy customers acts as a powerful real-world testimonial.

You can also strengthen community ties by highlighting the neighbourhood. Mention the cafe next door or share information about local festivals and markets. This positions your newsagency as a helpful community hub.

Instead of constant selling, offer content that adds value. Share expert tips related to your products or answer frequently asked questions about materials and origins. Curated gift guides are also helpful for customers and provide a soft way to showcase your range.

Running a newsagency involves hard work, and time is always limited. However, investing in the public face of your business is essential. Delegating your social media to a distant party is a mistake; it is equivalent to delegating the responsibility for your shop’s success.

Don’t outsource the heartbeat of your business. Generic content is a waste of pixels and suggests a lack of personal investment in your customer relationships. Take control of your social media to ensure your business remains a relevant, vital part of your community.

11 likes
Newspaper marketing

At Spring Fair in Birmingham

Walking the floor at Spring Fair in Birmingham these past few days, I’ve watched as small, independent retailers the hunt for the unique. There is a collective drive to find products that provide genuine differentiation, a sentiment I know is shared by many of us back home in Australia.

My goal here has been to look beyond our own backyard. Often, the best way to find something different is to search where competitors aren’t looking.

However, the shift in the trade show landscape is hard to ignore. Like our local events in Australia, Spring Fair feels smaller. Trade shows no longer hold the singular importance they once did. Suppliers are feeling it too, often lamenting lower attendance numbers while facing the high costs of exhibiting.

Just as the way we sell to our customers has evolved, the way we buy as retailers has fundamentally changed.

One of the most notable shifts is the decline of the traditional sales representative. While some suppliers still believe that having people on the road is the most effective way to pitch to retailers, it is becoming increasingly difficult to justify. Smart suppliers are now leveraging technology to help us manage our buying more efficiently, accurately and quickly, allowing us to transact smarter.

Despite these industry shifts, I am grateful for the opportunity to be here. It has been a productive trip, and I’m looking forward to bringing some terrific new suppliers and unique products back to our side of the world.

Here are some photos, not of products as I am keeping those insights close for now.

Even though this trade show is smaller than it once was, it is bigger than trade shows in Australia, and there is a difference in the mix of products available, and that’s what I visit for.

4 likes
newsagency of the future

Actions speak louder than words when it comes to AI tools for newsagents

There’s some odd commentary being put to newsagents about AI, mainly from people who don’t have anything of practical value to deliver. It’s disappointing, and designed to divert your attention from genuine innovation.

In the Tower newsagency software you can run a report, click a button and get the AI analysis of the report.

Check out this video I did a few days ago with a colleague demonstrating this:

It’s in the Tower newsagency software today. It saves time and helps you see what you may otherwise miss.

Business success has its foundations in your business data. Understanding your data is key to the best next steps you can take.

The AI tools  demonstrated in the video are the latest in what’s now a large package of AI tools that are fundamentally changing how we run our retail businesses. They’re safe to run, easy to access and focussed 100% on helping retailers run more successful businesses.

I’ve shared the video because it offers a real demonstration rather than marketing noise. The it comes to AI that matters. Anyone can write to suggest they have an AI solution, not as many can demonstrate AI tools delivered.

The other big benefit AI tools today are easy import of supplier invoices without needing EDI tools, discovering what you’re missing out on, discovering theft, discovering what’s not working and getting a text summary of the day which for plenty is proving more useful than a traditional report.

AI is fundamentally changing how we run our retail businesses. For competitiveness it’s vital we have good tools that keep up and understand how to use them.

While others theorise about the future, Tower has already built it into the newsagency software newsagents use every day. .

In an era where every percentage point of margin counts, having an AI partner that sifts through the noise to find your next big opportunity isn’t just a luxury; it’s your most significant competitive advantage. Don’t let the distractions hold you back—the future of your newsagency is already here, and it’s waiting for you to hit “play.”

It’s 2026 and we’ve got to move faster and smarter to be successful in our businesses. That’s what this is about.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

9 likes
Ethics

If you have a website and struggle to create traffic generating content, I have a tip for you

With too many websites loaded with AI slop and this slop being ranked down by AI platforms themselves, now more than ever your voice being represented in your content matters. Here’s a video is a tip I shared a couple of weeks ago with newsXpress members and last week with Tower Systems customers.

This is easy to follow advice that results in content that reads as human written. Since it comes direct from you and with the boundary setting prompt, you can rely on it.

Don’t publish AI slop – it’s soon enough seen for what it is.

5 likes
Newsagency management

When it comes to greeting card sales, are you chasing Retail Efficiency or Retail Volume, or do you even know?

Is more stock actually hurting your bottom line?

The latest analysis of 50 comparable retail locations reveals a fascinating trend: Growth is not about the size of the range, but the efficiency of the “Pocket.”

While many of 125 newsagents for which I have data saw a healthy 10.1% increase in total sales this year, the real story lies in the “Sales per Pocket” metric. Here are 3 key takeaways for any retailer managing high-volume inventory:

  1. The “Sweet Spot” is in the Middle: Mid-sized stores are significantly outperforming larger footprint locations in efficiency. The biggest stores often suffer from a “Long Tail” problem—where the bottom 15% of stock is simply taking up space without earning its keep. Big is not always best.
  2. Everyday Essentials are Powering Growth: While seasonal peaks get all the glory, “Everyday” category sales are up 12.7%. The most successful stores are those using this consistent foot traffic to “trade up” customers into premium tiers.
  3. The Father’s Day Blueprint: In the data is evidence of a massive 24.1% jump in Father’s Day performance in a bunch of stores. Christmas, too, was impressive, with terrific growth in a decent number of stores..

The strategy that’s working:  Focussing on a better yield is delivering results. By rationalising slow-moving lines and replacing them with high-margin trending gifts, we are proving that you can sell more by actually carrying less. Supporting this with local in-store activation is key: competitions that local customers can win, giving customers reasons to consider buying cards when they might otherwise, that visit, not have considered this.

All of this means more focus on card pockets – by you more so than your supplier. You pay for the retail space and the stock so it makes sense that you management investment of your assets.

Success with cards starts with your engagement as the retailer. Be in control. Make decisions based on the data.

Never sign a contract that gives the supplier complete control. Their business needs and your business needs to not align, despite the sales pitch they might give.

The newsagencies achieving results I have covered here don’t have long term lock-in contracts with card suppliers.

What I have covered here in this post is only a small amount from a far more comprehensive report looking at same store card performance in newsagencies for which I have data. I’ve kept it brief so as to not lose your attention and in the hope that you go back into your business, looking at your card results.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

9 likes
Greeting Cards

My thoughts on embracing change in the Australian newsagency in 2026

Following the release of the latest newsagency sales benchmark study, I did a new short video sharing my thoughts on change opportunities for Aussie newsagents in 2026. Here’s the link: https://youtu.be/uucSE2LNAmo

As I note in the video, the traditional newsagency model is undergoing a significant shift. For decades, these businesses relied on a predictable mix of newspapers, magazines, lotteries and basic stationery. However, recent data confirms that a reliance on these legacy categories is no longer a viable long-term strategy. To thrive in 2026 and beyond, owners must embrace a broader retail identity.

Insights from the 2025 Benchmarking Study

Recent sales data and basket analysis reveal a stark divide between newsagencies. Businesses that continue to operate as they did twenty years ago are facing a difficult future. Conversely, those that have transformed their product mix are seeing double-digit growth. This transformation involves moving beyond the role of a traditional “agent” who handles bill payments or parcel collections for small commissions. Success now stems from becoming a destination for innovative and high-margin retail categories.

The Power of Diversification

The opportunity for growth lies in categories that offer higher gross profit margins. Innovative newsagents are now finding success with products such as high-end homewares, collectible items, trading cards and mint coins. Some have even ventured into clothing, coffee and books.

A notable example of this shift is the introduction of apparel. Five years ago, the idea of a fitting room in a newsagency might have seemed misplaced. Today, many successful stores include them. These items often command gross profit margins of 50% to 65%. Furthermore, these new categories attract a different demographic, bringing fresh foot traffic into the store. It is increasingly common for a customer to enter seeking a basic item and leave having spent significantly more on a high-value gift or unique collectible.

A Flexible Approach to Business

The sign above the door does not need to dictate the inventory inside. Customers are less concerned with the “newsagent” label and more interested in the value and variety of the products offered. Flexibility is the most important tool for a modern business owner.

Transitioning does not require a massive investment in shop fitting. Significant revenue growth can be achieved through a frugal and strategic approach to stock. In one instance, introducing pop culture products and gifts accounted for over 25% of total revenue and 50% of gross profit within three years, all without changing the physical layout of the store.

Moving Forward in 2026

The goal for any newsagency owner today is resilience. While newspapers and magazines still have a place, they must be managed cost-effectively so they do not drain resources. The focus should remain on seeking new opportunities and giving yourself permission to evolve. By looking beyond the historical expectations of the industry, newsagents can build businesses that are not only profitable but also essential to their modern communities.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

9 likes
newsagency of the future

The Evidence is Clear: Transformation Drives Newsagency Growth

Thank you to the diverse group of newsagents across rural, regional, and suburban locations who participated in this latest benchmark study by providing their sales data. This contribution, facilitated by Tower Systems newsagency software, provides an invaluable look into the current state of our industry.

The results reveal a stark contrast between businesses maintaining a traditional model and those that have embraced transformation.

Benchmarking the Results: Traditional vs. Transformed

Metric Traditional Newsagencies Transformed Newsagencies
Revenue Down 3% Up 9%
Transaction Count Down 5% Down 4%
Average Basket Value Down 1% Up 11%
Gift Revenue Down 3% Up 119%
Greeting Card Revenue Down 4% Up 8%
Stationery Revenue Down 4% Up 5%
Counter Impulse Sales Down 12% Up 20%
Online Revenue $0 Typically $75,000+ annually
Magazine Unit Sales Down 7% Down 7%
Newspaper Unit Sales Down 12% Down 8%

What’s not covered in this is niche category detail in a range of businesses. here are some examples:

  • Books. Three shops providing data had book revenue of more than $85,000 for the year and each was up 18% on the previous year.
  • Homewares. Two of the shops had homewares revenue of more than $75,000 for homewares and each was up 20% on the previous year.
  • Clothing. Three of the shops had clothing revenue of more than $80,000 and each was up 30% on the previous year.
  • Trading cards. Nine of the shops had trading card (Pokemon, basketball etc) revenue of more than $100,000 and each was up 30% on the previous year.
  • Plush. Four of the businesses had plush as a breakout category. Two showing growth of 25% had revenue for plush at more than $60,000 for the year and two that had plush at $15,000 or thereabouts had plush growth at 5%.

The other note I’d make at the category level relates to stationery. There is stationery and then there is stationery. Stationery people need versus stationery people want. This second component of stationery is high-end, good-margin, harder to find stationery for stationery collectors and lovers. This type of shopper, in a shop with stationery they love, will spend $250.00 a visit and more. They are a valuable shopper. Traditional newsagency stationery suppliers done;t offer product for this shopper.

Breaking the Cycle of Tradition

This is a perfect headline, because the future relies on newsagents breaking the cycle of tradition.

These figures above highlight fundamental differences in product offerings, pricing strategies, customer demographics, and overall business approach. While traditional categories like magazines and newspapers continue to decline across the board, transformed newsagencies are leveraging new opportunities to drive significant growth.

Interestingly, transformed businesses are even outperforming traditional ones within core categories like greeting cards and stationery. This success is not the result of increased supplier support or adherence to traditional product demands. Instead, it stems from a more dynamic business environment, a positive in-store atmosphere, and a broader customer base.

Diverse Revenue Streams

As already noted, beyond the standard metrics, we are seeing newsagencies generate substantial revenue from non-traditional segments. It is not uncommon to see businesses approaching $100,000 in annual revenue from:

  • Coffee and related products

  • Clothing

  • High-end collectibles

While inconsistent categorisation makes broad benchmarking for these segments difficult, the trend is undeniable: moving away from the traditional model is both profitable and vital for survival.

There is no limit as to what you can sell in your newsagency. The key is to not be bound by your shingle.

Our channel has dinosaur leaders who think the future is in agency business like parcels and bill payment or connected to odd-branded chocolate. As Jethro Tull sings they’re living in the past.

The Challenge of Change

Transforming a business is hard work. While many cite concerns over cost, in my experience, the financial investment is often not the greatest hurdle. The true challenge lies in making the decision to leave tradition behind.

Many entered this industry because of the perceived ease of the traditional newsagency model. However, traditional suppliers would now benefit from actively supporting newsagents as they diversify beyond the traditional shingle. The data proves that for those willing to act, the opportunity for a thriving, valuable business is there for the taking.

Need help?

If you want to change the trajectory of your retail newsagency, yes, you can. You’re not restricted by a shingle. There are plenty in the channel who can help. be careful though. Make sure that advice you get relates to your business, that it’s based on your data and your situation.

We will see more newsagency closures in 2026. Yours does not have to be one of them.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

15 likes
Newsagency benchmark

The Widening Divide in Australian Newsagencies

In the decades I have worked with newsagents across Australia, I have seen many changes. However, I have never seen such a significant gap between successful newsagencies and those that are failing as I am seeing now in January 2026. This divide is not a matter of luck; it is a direct result of the business models and mindsets being employed by owners today.

I have been in this industry for a long time. I started Tower Systems in February 1981 to develop newsagency software, which is now used by nearly 1,900 businesses nationwide. While I sold the company in 2024, I remain active in the business. I also bought my first newsagency in 1996 and have been involved with newsXpress since 2005. Through these roles, I have seen the industry from the perspective of a supplier, a marketing group director, and a retail owner.

A Tale of Two Performances

As I review the benchmark data comparing 2025 performance to 2024, the contrast is stark. On one side, there are businesses enjoying double-digit growth. These newsagencies are focusing on high-margin categories where they achieve more than 50% gross profit. They are thriving in terms of revenue, gross profit, and bottom-line net profit.

On the other side, I see businesses down by 10%, 12%, or even 15% year-on-year. These are typically traditional newsagencies focused almost exclusively on low-margin “agency” lines: lotteries, newspapers, magazines, and greeting cards. This traditional model is dying.

The Danger of the Agency Model

The agency business model, where you take a small commission on a product or service controlled by someone else, has no upside. Whether it is parcel services, bill payments, transport tickets, or lotteries, the controlling companies will always keep your margins as slim as possible to maximise their own profits.

Lotteries can be a good foot-traffic driver, but that value diminishes as more customers move to online platforms. As a retailer, you will always make more money on products where you have control. For example, if you sell unique gift items, you set the retail price and achieve a healthy gross profit. This is the shift from being an agent to being a true retailer.

Mindset and Responsibility

The difference between the two groups I mention here often comes down to the person behind the counter. Successful newsagents tend to be forward-thinking and willing to take calculated risks. They make decisions based on broader retail trends rather than just what they see within our specific channel.

In contrast, declining businesses are often run by individuals who are doing the bare minimum. They may feel stuck in the business or expect someone else to solve their problems for them. Our industry began in the 1800s as a network of agents, but some have not yet realised that they must evolve into innovative retailers to survive.

Moving Forward

No marketing group can “make” you successful. A good group will provide opportunities, data, and unique products that offer better margins and area exclusivity. However, the owner must be the one to engage with those ideas as their capacity allows.

If your business has not seen growth this year, it is likely because of the decisions you have made rather than external factors. Your success is your responsibility, as is your failure.

The good news is that it is not too late. I have seen newsagents completely turn their businesses around in just a few months. The first step is acknowledging that the old way of doing business is no longer viable and taking proactive steps toward becoming a modern, independent retailer.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

7 likes
newsagency of the future

Advice on how to attract more people to your website

One of the most common questions I get from retailers is how can I get more people visiting my website?

From the outset I note there is no easy way. Sure, there will be people who will say it is easy if you spend money with them. Don’t trust them. There is no easy way to get more people to your website. It takes work, work and, then, more work.

In my work at Tower Systems, newsXpress and for my own shops, I have spent years on this, and attracting online visitors is part of my day-to-day even today.

I have seen firsthand what works and what fails to gain traction. My advice here is rooted in my lived experience with successful and failed websites.

Here are five effective, free strategies you can use today to boost your website traffic.

1. Be specific with product names

Vague titles like “Blue Dress” do not help customers find you. When naming products in your POS and on your website, precision is essential. Include the brand name, the colour, the material, and the specific style. For example, use “Acme Brand Floral Midi Dress with Puff Sleeves” instead of a generic description.

A simple trick is to ask yourself what a customer would type into a search engine to find that exact item. Use those words. Remember that you are not locked into these names forever. As shopper trends evolve, your titles should evolve too.

2. Write descriptive product content

A list of specifications is rarely enough to close a sale. You need to tell a story that resonates with your target customer. Think about who they are and why they need the product. Instead of simply stating “5-megapixel camera”, you might say, “Capture crisp, vibrant memories with this 5-megapixel camera.”

Good descriptions improve your search engine rankings and help convert browsers into buyers. Try to anticipate the questions a customer might ask and answer them directly in the text.

3. Maintain a regular blog

Search engines prioritise websites that offer fresh, relevant content. We suggest publishing a post at least once or twice a week. You do not need to write a novel to be helpful. Simply answer common customer questions or explain how a specific product solves a common problem.

While you can use technology to help draft ideas, always edit the final version to ensure it sounds like you. Your unique expertise is what builds trust with your audience. This advice about maintaining a blog, it is the most important advice I provide. If you only do one thing from this post, make it this one. Blog regularly – 3, 4, 5 times a week. Yes, that many.

4. Humanise your brand

The “About Us” page is often one of the most visited sections of a retail website. Use this space to build a genuine connection. Clearly state who you are, what your values are, and where you are located.

Include real photos of yourself and your staff. People generally prefer to buy from other people rather than faceless corporations. Authenticity matters in a digital marketplace.

5. Keep your content current

Regular updates signal to both customers and search engines that your business is active and reliable.

The bottom line is that these strategies take time, but the payoff is significant. By ensuring your data is accurate in your software and on your site, you create direct pathways for customers to find what they need.

Like I said, if you choose to do only one thing, focus on regular blogging. High-quality, human-written content that highlights your specialty and your local presence will help your website rank well and keep customers coming back.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

5 likes
Newsagency management

My thoughts on The National Retail Federation’s Retail’s Bg Show in New York this week

I walked NRF’s Retail’s Big Show through two lenses: as a local independent retailer, and as someone who founded a POS software company in the 1980s specifically to serve that community.

I enjoyed the energy of the floor and the sessions, including the AI deep-dives at the Snowflake Stage. But for a conference dedicated to retail, there were an awful lot of non-retailers telling retailers how to run their businesses. The marketing spin was in overdrive, desperate to sound “empathetic” to capture attention. In exhibition halls loaded with that much hype, it becomes hard to hear anything at all.

Too often, I found myself listening to noise and hearing nothing.

AI is the pitch of the moment, but asking a specific question at a booth rarely yielded a meaningful answer. Too many reps have mastered the jargon but haven’t touched the facts. Interestingly, I saw several companies pitching “new” AI tools that we at Tower Systems actually delivered a couple of years ago. It’s a good reminder that we are still ahead in this space.

On one of the days, I walked the halls specifically looking for “neighbourhood,” “local,” or “independent” retail. I couldn’t find it. The floor was dominated by tech giants spending millions in pursuit of the next enterprise deal. I suspect the “local” pitch was missing because winning those customers is hard work. It’s done store-by-store, requiring specialised tools tailored to the unique way independents actually operate.

Reflecting on the show through my retailer eyes—informed by my own shop, several e-commerce sites, and a marketing group of 190 independent retailers—it’s clear that national chains are betting on tech to “manufacture” a better customer experience. They seem to think smarter tech and AI can replace genuine engagement.

They’ve forgotten that retail is personal. AI is no replacement for the authenticity of a local shop. That’s our competitive advantage.

I have gone to overseas retail-focussed trade shows for many years as I find I can discover trends before the reach Australian shows. This trip delivered again, but I’ll leave some of the more commercial insights for my work with newsXpress and with Tower Systems. This post here today is more a reflection on the context of big business focus versus local.

Here are a few photos from the hundreds I took at NRF.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

7 likes
retail

Celebrating the 60th anniversary of decimal currency

newsXpress stores had exclusive access to this coin set from the Royal Australian Mint celebrating he 6pth anniversary of decimal currency. It’s sold out. It also helped attract new shoppers.

This curated set brings together a ‘C’ Mintmark coin alongside ‘S’, ‘M’ and ‘B’ Privy Mark coins, symbolising the Mint’s legacy and evolution. The reverse design combines design elements from all eight standard circulating Australian coins, creating a powerful tribute to Australia’s decimal journey.

Now, this 1/10th oz gold proof coin priced at $950.00 from the same release also sold out.

Selling product priced at $950.00 brings in a different, and more valuable shopper.

newsXpress has enjoyed its relationship with the Royal Australian Mint for seven years now. It’s an exclusive in our channel. It works well in city and country stores.

The value of the coin collector lies in their loyalty and the ‘halo effect’ they bring to the store. Unlike a transient customer buying a card or magazine, a coin collector  sees us as a link to the Royal Australian Mint. They line up release day, adding to the buzz for the shop.

Mint coins are a way to move the business away from low-margin basics and into something that actually gets people excited to walk through the door.

Mint coins turn the shop into a destination for shoppers happy to spend up. Coin customers It don’t ask  ‘how much is this’. They do often ask: ‘what else can you get me

The other point abut this is that mint coins sell anywhere, city, country, even small towns.

I’ve heard of some in our channel talking down mint coins and what newsXpress is doing. Not one of those doing this has, themselves, experience in selling mint coins. That should tell you all you need to figure out whether to trust them.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

4 likes
newsagency marketing

Small business retail advice: Location does matter but not maybe how you think

High street or shopping centre? It’s the ultimate retail fork in the road. On one hand, you have the “all-inclusive” nature of a mall—expensive and restrictive, but with a guaranteed audience. On the other, the high street offers total freedom, but leaves you at the mercy of the weather and your own marketing chops. There is no right answer, only the answer that fits your personality. If you value autonomy over amenities, the choice is simple. If you value certainty over control, the path looks very different. This post is advice on navigating the nuances of both.

Choosing between a bustling shopping mall and a traditional high street isn’t just a real estate decision; it’s a lifestyle one. While one offers the polished convenience of air conditioning and built-in foot traffic, the other offers the raw freedom of being your own master. Having sat on both sides of the lease, I’ve learned that the ‘better’ location doesn’t exist on a map—it exists in your own management style.

To find that fit, we first need to be on the same page regarding the landscape. Let’s clear terminology up before we start. To me, a shop on the high street, main street or a strip shop are all the same. These different terms are used in different states and countries; they all represent a shop that’s not in a shopping mall or shopping centre of any kind.

Now, in terms of a shopping centre setting, I appreciate that these can vary from centres with, say, 20 shops through to centres with hundreds of shops. For ease, I’ll consider these as all the same, as the challenges are similar enough.

One can make a case for both situations: high street or mall. Determining which is better is subjective, based on what you want, need and expect at that point in time.

However, before weighing up the physical dirt and bricks, we have to acknowledge the digital elephant in the room: Online.  The importance of your physical location is inversely tied to your digital success. If your online store provides the lion’s share of your revenue, say, more than half, the convenience of your ‘front door’ for in-store shoppers matters significantly less. In that case, your shop acts more as a showroom or a brand billboard than a primary engine for sales.

But for those whose heart and soul (and bank account) rely on people walking through the door, the choice between high street and shopping centre remains critical.

Let’s look at the shopping centre setting first. In a shopping centre, you have a landlord, who has control over the appeal and marketing of the centre, and who determines the rules relating to the centre and each shop in it. They manage the walkway space in the centre, including leasing this for short-term use, and are responsible for the overall amenities of the centre in terms of the shopper experience.

A shopping centre can be appealing to a retailer because someone else is responsible for attracting shoppers; tough work for any retailer. However, it’s one thing to bring people to a shopping centre and another one entirely to get them into your shop.

Shopping centres do usually offer appealing amenities, such as parking, being indoors, air conditioning, easy access to a variety of shops and easy browsing.

Renting space in a shopping centre can be expensive. The space itself is often priced at a premium. Then, there are additional costs, such as cleaning and marketing, regardless of whether you directly use or benefit from them. There is often a higher cost, too, for physical works because centre landlords tend to require service providers they approve.

On the high street, the appeal of freedom has to be countered with challenges such as access to parking, cleanliness of the area around the shop, no restrictions on the businesses located near your shop and being at the mercy of weather that may impact shopper enjoyment.

In the high street setting, more is up to you. This includes being noticed and attracting shoppers, and practical issues such as dealing with large deliveries where there is no delivery dock.

The decision about the location you prefer must come from an honest and thorough review of what you want from your business, how you want to manage the business, and what you’re like as a person.

This is a decision about you.

For example, if you crave freedom, a high street will be better than a shopping centre. However, if you want the certainty of passing traffic and the centre you’re considering has good traffic-attracting businesses, being in a centre may be more appropriate.

My point is that there is no black and white here. It really does come down to what you want, what appeals to you.

Personally, having had shops in shopping centres and in main street settings, my preference as I write this is the main street. I prefer the freedom. I feel more in control of my business.

Ultimately, there is no “correct” choice on paper, there is only the choice that aligns with your personality as an operator.

While shopping centres offer a structured, high-traffic ecosystem, they require you to play by someone else’s rules.

The high street offers a blank canvas and total autonomy, but you have to be willing to sweep your own pavement and shout louder to be heard. I’ve operated in both, and for me, the freedom of the main street wins every time.

Before you sign a lease, ask yourself: do you want the security of a managed crowd, or the independence of a wide-open door? The answer to that question will tell you exactly where your business belongs.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

6 likes
Newsagency management

How to be the shop locals love in 2026, practical advice for Aussie newsagents

For decades, the Australian newsagency was the undisputed anchor of local commerce, fuelled by a government-protected monopoly on news and information. The deregulation of the 1990s and the digital revolution of the 2000s stripped away that “forced” relevance. Today, as we enter 2026, many newsagencies find themselves at a crossroads: remain an “average and forgettable” utility or evolve into a high-appeal community destination.

By moving beyond the traditional sales counter, newsagents can reclaim destination appeal, and deliver something others will struggle to match.

Retail newsagencies don’t have the must-visit appeal that they had in the 1970s and 1980s in Australia. Back theft, newsagencies were the shop folks would always visit when shopping. They were the only places where you could buy newspapers and magazines and that monopoly sat at the core of attracting shoppers. Back then, of course, newspapers provided access to news. Today, well, there are only so many Havey Norman ads you can see before you are blind.

In the 1990s, as the monopoly newsagents had was ripped from them with oversight by the coalition government, the appeal of a visit to the newsagency, or newsagents as people usually called our shops, started to fade. The purpose of visiting became less clear.

Since our retail channel was not populated by many retailers, too many newsagents failed to act to maintain, and even grow, shopper visit appeal.

As 2026 opens up, I think Aussie newsagents should reconsider how to make their shop the shop locals love, the shop locals flock to for purpose.

Here are 10 ways I Aussie newsagents can make their shop the shop locals in town and nearby want to visit ahead of others. Do these things and they will nurture an appeal of your business that brings people through your front door.

  1. Service above and beyond. Look carefully at your business, what it sells and the services it offers. Look for an easily managed free value-add that differentiates your business. For example, if you sell gifts, cards and wrapping paper, offer to wrap the gift. For card shoppers, offer to handwrite the card, or sell stamps and offer to post the card.
  2. Setup a noticeboard for local news and community information. Include on this a list of local community groups, a list of local charities you recommend, local sights you recommend visitors visit. Curate the noticeboard so it is easy to read and organised, to be more useful.
  3. Create a calendar and host local events. Look at local community groups and clubs that are relevant to your business and offer space for them to host events in or in front of your shop.
  4. Create a by locals for locals area. here, place locally sourced products. By shining a light on local makers they will, hopefully, promote your shop as a go to place. Also, invite the local makers in to demonstrate their products or talk about them.
  5. Make your shop entertaining, relaxing and fun. Make your shop a space people love and enjoy. Give them somewhere to sit and chat, to be local with locals.  The more relaxing and enjoyable your space the longer people will stay.
  6. Help people interact locally. Run competitions and / or events that connect locally. Host a local stories competition where local writers submit locally themed short stories or a local sights art competition where local artists submit art representing local sights or host a local poets afternoon where local poets can share their work. The point is to offer sp[ace for locals to be seen, and heard.
  7. Create a local loop card. Collaborate with 3-4 nearby locally owned and run shops. If a customer visits all of you in one week and gets a stamp, they unlock a “Secret Menu” item or a specific discount at your shop.
  8. Run a reverse loyalty program. Offer a discount if a customer shows a receipt from another local business from that same day.
  9. Change your front window regularly. You want your front window display to be the best display in town. Make it engaging, unique, fun, memorable. One way to do this is to use it to shine a light on others: art from a local school class, for example.
  10. Have the best. The best music, the best scent, the happiest people. Make these choices for the best everyday shopping experience other retailers aspire to offer. Consistency pays off.

None of these ideas are, of themselves, ground breaking. Do four or five, consistently and well and you then have an approach that has you standing out.

It may feel like you are doing work for no reward. It will take time. You need to be consistent in your approach.

If you do none of this and run a regular shop with no specific local focus, your business will be seen as other businesses, average, forgettable. There Is no future in that.

The future of your Australian newsagency is tied to the strength of the local handshake.

Success for a local Aussie newsagency business in 2026 requires a deliberate move away from the “average” to the “exceptional”, transforming your floor space into a vibrant, living ecosystem where locals feel seen, heard, and valued.

By consistently blending high-touch service with community-focused innovation, you show your business as vital for your town.

The choice is simple: remain a relic of the past, or become the destination the community chooses for its future.

Footnote: it would be so easy to ignore this, to think it’s like what I have written before – that you didn’t act on and you still have a business. fair enough. Let’s check in in 5 years and see how your business is groin. Sometimes, a mortal wound is not noticed until it is too late. Don’t let that be your business.

Use the ideas I have shred here to help you develop your own.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

9 likes
Newsagency management

Advice for Australian newsagents: Why do people shop with you and why this needs to be considered as part of your pricing strategy

Transitioning from a “supplier agent” to a “professional retailer” requires a fundamental shift in pricing strategy. Drawing on decades of experience in the Australian newsagency channel, in this post I look at why chasing “cheap” hurt the industry in the 90s and why a premium approach is the only path forward in 2026. From auditing your software’s markup settings to curating a “no cheap shit” inventory, this post outlines how to stop the “ignorant fear” of price increases and start demanding the return your retail space deserves.

Plenty of what a typical newsagency business sells is price-controlled, with prices set by suppliers. Newspapers, magazines, lottery products, greeting cards – they all have prices set outside the business.

Despite this, Australian newsagency businesses continue to be considered expensive. It’s been thus for decades. I remember back in the 1990s there was a push to get newsagents to price compete on stationery.

So-called leaders in our Australian newsagency channel back then chased cheap generic products because they thought being cheap was what was needed to win business. They bought badly, delivered sub-standard products and it hurt newsagency businesses. They didn’t;t know better. They were agents, not retailers, put into positions of power serving businesses competing with professional retailers.

The notion of cheap is subjective. To me, it’s about good value and my value equation considered the time I have to send to find and buy what I need. Convenience has value, which I consider when it comes to price.

And this brings me to what’s on my mind today – your approach to determine the price of the products you sell over which you have control of the retail price.

Too many newsagents still fail to set retail prices as high as they could without negatively impacting sales volume. While, for sure, they can do what they like. Not even exploring what might work is ignorant in my view.

Let’s talk about pricing stationery.

I suspect that most stationery purchased in Australian newsagency businesses is purchased because it is convenient. Convenience has a cost to the retailer, which should be factored into the retail price of products.

My own baseline mark-up for stationery is 125%, and it has been for many years. I do this without considering the prices of nearby retailers. I started doing this years ago when I realised people thought newsagencies were expensive. I figured I might as well meet their expectations.

Coupled with the mark-up approach is a commitment to quality. No cheap shit. I’ll leave that to the discount variety stores nearby, and there are plenty.

There are some items where we go above 125%, because we can.

Newsagencies I have worked with that have increased their markup on stationery have reported no reduction in unit sales and a nice increase in margin dollars earned.

Based on my decades of experience owning newsagency businesses and my work with hundreds of newsagents over the years and considering what I see in plenty of indie retail businesses I see overseas, charging what you can is a much better strategy than charging based on ignorant fear.

Something else to consider when pricing stationery is the stock-turn you achieve. If products are held for longer, because they are seasonal or you like to hold range for that time someone needs it, this has to be reflected in your approach to pricing. It connects back to convenience.

Take a look at your mark-up.

It’s possible pricing is set without management oversight in your newsagency business. Look at the settings in your newsagency software. Are you achieving the best margin you can? If there is room to increase prices, do it, now, not some time down the track. While it’s work, it’s also money in the bank right away.

I appreciate there may be voices in the business, or in your head, saying that you can’t increase prices because it will hurt sales, because customers will complain. Take a beat – are you happy with stationery sales? Are you making with you want / need from stationery? Is the department paying for the retail space and the labour involved? For sure, if you’re 100% happy, leave it, don’t waste your time. However, if you are unhappy, change is needed. A price increase and the greater attention you give the department as a result could be the change you want, and are grateful for.

Your prices need to reflect what you need.

I think key to this discussion is consideration of why we charge for what we sell. It’s a service, which has some risk associated with it.

By deciding to charge more you can lean into this with a view of your business that it is premium. When you do this, when you see your business as premium, you can open yourself to make other decisions that support a premium experience. Now, by premium experience, I mean the music you place, the scent of the shop, the quality of the products you sell, sampling opportunities and comfort in and of the shop – temperature, seating and more – these can all play into a unique and loved premium experience.

Don’t put it off.

It would be easy to do nothing about this. I have seen it plenty of time over the years – hearing abut a move that will make money, and no action being taken. That’s what it comes down to – do you want to maximise the return you achieve from and with your Australian newsagency?

Over or you.

I can’t let it go: Doing nothing is the easiest path, but it’s also the most expensive one. Every day you wait to review your markups is a day of missed margin that could be sitting in your bank account. You have the tools and the specialty software to make these changes in minutes, not weeks. Decide today that your newsagency is a premium retail environment, price your goods accordingly, and leave the ‘cheap’ race to the big-box stores that can afford it. You’ve worked too hard to settle for less than your business is worth. Take the beat, check your settings, and make the change.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

11 likes
Management tip
Trending Articles

Fairfax changes approach to TV Guide, disrespects newsagents

Published on April 20, 2011

What do you think of the Powerball changes?

Published on February 16, 2018

IPS releases new magazine contracts

Published on June 21, 2011