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

Author: Mark Fletcher

Q3 2018 newsagency performance benchmark results

Core categories in trouble. New categories growing.

This newsagency sales benchmark study reflects sales results as tracked in 147 retail newsagency businesses in Australia for the third quarter of 2018 compared to the same period in 2017. Only businesses with accurate data are included.

Each data point is the average, mean, of all data for the data point.

In assessing results at the category level, I have only included data for each category businesses trading in that category.

OVERALL BUSINESS PERFORMANCE METRICS.

  • Customer traffic. Down 3.5%
  • Overall sales. Down 3%
  • Basket depth.No change.
  • Basket dollar value.Up .5%

CORE PRODUCTS.

  • Newspapers. Unit sales. Down 11.5%.
  • Magazines. Unit sales. Down 10.5%.
  • Greeting cards. Revenue. Down 5%.
  • Stationery. Revenue. Down 12.5%
  • Lotteries. Revenue. Down 3%
  • Tobacco. Revenue. Down 15%.
  • Agency. Parcels, gift cards, betting account top-up. Down 6%.

SPECIALTY PRODUCTS.

  • Gifts. Revenue. Up 4%
  • Toys. Revenue. Up 5%.
  • Plush. Revenue. Up 7%.
  • Collectibles. Revenue. Up 5%.
  • Craft. Revenue. Up 3%.
  • Coffee. Revenue. Up 17%.

What does this mean?

It was a particularly tough quarter with all traditional, core, categories declining. Also, the gap between businesses at either end of the performance spectrum is wider than ever.

New traffic should be priority #1 in every newsagency business. By this I mean, traffic for products the business is not traditionally known for. This is hard work as it involves the whole of the business: buying, pricing, display, in-store engagement and out of store marketing … all of which needs to be done under the name of the business but in a way that keeps this connection in the background.

I think a crucial data point that would be interesting to gather and discuss internally is…

How many unfamiliar faces did we see today?

Track this as much as possible. Pursuing a goal starts with accurate base line data.

The GP challenge.

At the core of chasing new business is the need to lift the profitability of the business. A key way for doing this is making more from each item you sell. That does not necessarily mean selling everything at the highest possible price., A better approach could be to sell more items with a higher overall average GP.

If you were, for example, to decrease revenue from papers and magazines and increase revenue for gifts, you could see overall business GP grow in that the GP% of gift can be double or more than of cards.

The supplier challenge.

The mix of suppliers to the channel is changing. As a supplier learns what they could make from newsagents, they tend to seek to engage with more newsagents. This is something to be wary of as the point of difference you may have once had an as early adopter can diminish once late bloomers latch on to something.

This is a reason for change in the supply mix. While for sure there will be everyday core lines, the reality is that change for at least a third, especially in gift, is important.

Final words.

It is easy to wallow and roll around in the challenges and negativity. That will not fix anything in your newsagency business. That is 100% ion you. Take a step, no matter how small, every day, toward a brighter future. Do something, anything, that moves you beyond the current trajectory if you are unhappy with the current trajectory. Wallowing, complaining … they are not beneficial steps and usually serve to make things worse.

Own your situation and own your obligation to improve it. Do this and there are many in the channel who will help.

Mark Fletcher.
Email: mark@towersystems.com.au  Website: www.towersystems.com.au  Blog: www.newsagencyblog.com.au
M | 0418 321 338

10 likes
Media disruption

This is a true story of new traffic and sales growth in newsagency businesses

It happened last week and this week in newsXpress businesses across Australia. This exclusive range just about sold out in ten days, eight weeks before payment is due.

Let me show you a photo of the products. Then, I will explain what newsXpress did to make this a success for local shops and outline why any retailer in any location could have this success.

These products are called Ty Slides. Ty Inc. in the US decided to release them to Australia. Ty Warner, the founder of the company, loves small business and since newsXpress is their best Australian retail channel, we were given exclusivity.

We launched the opportunity to members in May, explaining what we would do to support the launch, to make it a success. Some newsXpress members ordered one pack for around $500.00 wile plenty ordered two and three packs.

The stock arrived in store at the start of November. We sprung into action with a terrific social media campaign.

newsXpress members started selling out of all stock within 24 hours. More than half all sales were online, with all online orders going to shoppers whop were not local to the supplying business.

Some newsXpress members reported more than $1,000.00 in online sales in a day.

Today, fourteen days since launch, many of our stores are close to selling out. They have banked the takings, eight weeks before they have to pay for the stock.

This is what a good marketing group does … it sources terrific product, educates business owners and staff as to context, drives shoppers to the shop our online and helps turn the sock into cash well ahead of the bill being due.

Best of all, a good marketing group helps you find new shoppers.

A good marketing group can only do this with an integrated and proven web and social media platforms.

This is a valuable differentiation for newsXpress.

The Ty Slide stampede for stock also brought people who purchased plenty of other Ty product from our awesome local newsXpress shop connected website.

Call newsXpress National Sales Manager Peter Francis on 0423 298 020 or email him on peter@newsxpress.com.au

  • See how our multi-layered web strategy delivers new traffic revenue to engaged newsXpress members.
  • Explore our strategic planning that offers options outside the traditional newsagency channel.
  • Hear how low cost shop floor changes are driving deeper and more valuable baskets.

We have one goal: to help you make your businesses more valuable (to you) and enjoyable (for you) to run.

PS. There will be some reading this who will say these products will never sell in their shop. The thing is, today, with online, you cannot say that as online customers are not local. We have solid evidence that proves that.

PPS. I joined newsXpress in 2005. Prior to that my newsagency was with nextra for some years and Newspower for some years. Joining newsXpress gave me genuinely fresh opportunities that I was glad to access back then. I own three newsagencies today, walking in your shoes.

Footnote: I am Managing Director of newsXpress Pty Ltd.

14 likes
Newsagency management

All ready for Black Friday / Cyber Monday

With all the hype in the US, anyone in the online sales space in Australia needs to engage with Black Friday or Cyber Monday.

We did last year and say an extraordinary uplift in sales, making the discounting well worth it.

Across a range of website as well as in-store we are all set, ready to make the most of the opportunity. What is interesting this year is that we have been asked about deals by several shoppers who are planning their spend. This is terrific.

I get that some will be frustrated with this as us following an American sales occasion. regardless, it is profitable if done right … even is small local shops.

1 likes
Newsagency management

The steep decline in magazine browsing impacts newsagency foot traffic

For many years, newsagents would complain about shoppers who stood and sat in the magazine aisles reading magazines. We are not a library posters were common as were requests for shoppers to buy a magazine or leave. back in those days, it was common for newsagents to have 1,200+ titles in their range.

Today, there are plenty of retailers in our channel who would welcome readers, wanting to have someone, anyone, in the shop rather than no one. While I found some browsers years ago frustrating, never did I put up the library sign, never did I ask people to leave.

Magazine browsing has declined significantly. Typically, on a Saturday afternoon ten years ago we would have at least ten people at a time browsing magazines, reading articles, comparing recipes and generally immersing themselves in the medium. Today, we rarely have a browser on a Saturday.

Magazine shoppers today more often choose their title and purchase. There spend less time considering other titles, less time immersed in the medium in-store.

This shift, this significant shift, is reflective of the change in how, where and when people consume content that was, ten or so years ago, primarily available in magazines.

The newsagents who wanted to stop browsers have got their wish. And, I wonder how they feel about it.

I would love to have access to data on browsing numbers today compared to ten years ago, from a good cross-section of newsagency businesses and by day of week. Real data, not anecdotal, hard evidence. I think it would bring into focus the impact not only of disruption to print but also the disruption to our old channel brought on by convenience and other outlets also offering access to print product.

The knock-on effect for us of the decline is browsing is the loss of the opportunity to convert the magazine browser into a purchaser of some other products.

Thinking back to the usual Saturday, there are, I am sure, people who don’t visit a newsagency at all today because they no longer browse magazines. This is a traffic challenge our channel has to confront.

While we focus on declining magazine sales, there is this decline in browsing that is a big issue in my view as many retailers have not offered a browsing / lingering alternative.

11 likes
magazines

News Corp. campaign seeks to cut newsagent shop traffic

The ad placed in a perfect position on the front page of the  Herald Sun yesterday pitched a campaign aimed at cutting the daily visit to the newsagent, or any other retailer, to buy the newspaper. It pitched a $1 a day home delivery, an offer that must be loss making for the company. An offer that makes buying the newspaper at retail look expensive.

There was a time these pitches were done with a stuck on ad, which we could remove. No more.

Here is the pitch from page 12 of the newspaper. $1 a day for six months. That sounds like a deal too good to pass up since for the cost of four week day over the counter purchases you get seven days home delivered.

Newsagents need to be aware of this latest pitch from News Corp. They should factor it into consideration abut the future role of newspapers in their businesses. News is making its focus clear, it is investing in home delivery as the loss leader, making it more appealing than over the counter.

Take note.

As a news consumer…

The thing is though, home delivery has to be managed by the customer. If they are away they have to deal with that,. If the paper does not come, they have to deal with that. If the paper is in the wrong place, they have to deal with that. If the paper is late, they have to deal with that.

The world today, when it comes to accessing news, comment and analysis, is spoilt with convenience. On our phones and tablets we have easy access to multiple news platforms, subscription and free. Why sign up for something with out of date content, that is hard to navigate, that results in trash and that often represents only one view of the world? The price tells us that there is not much faith in the content and convenience offer within the company.

The core issue for newspapers, in my opinion, is the medium. The print medium for news is out of date, inefficient, bad for the environment and cumbersome. We have moved,. I certainly have moved on. The only time I engage with a print newspaper now is at a coffee shop when waiting for my coffee and even then its is rare.

The pay walls don’t get me subscribing. Occasionally, there is a Media story in The Australian behind a pay wall that I want to read, but I will not sing up to a subscription to access them, because doing so gives me access to so much trash.

I subscribe to support good journalism. As I wrote almost two years ago, I have subscribed to The Washing Post, The New York Times and The Age. I have also supported several digital news platforms.

16 likes
Media disruption

White magazine closes, but were they they were hounded out of business?

The marriage magazine White is closing. Media reports claim they were hounded out of business because of their decision to not include same sex couples in their pages. Click here to read their farewell blog post and see a video they made explaining themselves.

They make it clear the title is not advertising driven. That leaves the decision to be either due to non viability of the title or them not wanting to deal with agitation for representation of all marriages.

In the video, one of the publishers talks about the marriage equality postal vote and their decision to not engage in it at the time:

we just didn’t want to enter into that conversation that wasn’t a loving conversation

I think that statement is problematic for them as it is a judgement from someone who says all they want to do is focus on loving.

The publishers have a right to publish the kind of magazine they want to publish.

Consumers have a right to purchase the kinds of magazines they want to read.

In a free market, magazines come and go because times change and the interest of people fades.

It is unfortunate the publishers and some news outlets are running the narrative that the title is closing because of actions by the LGBTQ community. I say unfortunate as it gives a platform for doing what they say was done to them, attacking unfairly.

In their farewell blog them make this point:

We hope that one day soon our society can learn to accept people’s differences and different points of view and love each other no matter what.

Australian society does accept differences. Towns and cities show this, every ay. Maybe not perfectly, but we show it. That fewer people bought their title because of their decision has nothing to do with expressing love for each other.

I like White, it was a good title. However, since Australia, and the parliament, decided that love is love, any title in the marriage space needs to embrace it to be relevant to today. Relevance is key to commercial success.

It could be that White is closing because it has not kept up with the times, because they refused to publish about all weddings. Regardless, it comes down to the commercial viability of the title.

Blaming others for the consequences of decisions you have made is poor form. That some media outlets have added to this false narrative and added their own agenda is poor editorial management.

11 likes
magazines

Celebrating Mickey Mouse’s birthday

I am grateful for the opportunity to visit an extraordinary display of Mickey Mouse memorabilia last month in Hong Kong as part of the 90th birthday celebrations. On show at this wonderful licence event were pages or original sketches of the character and a video paying of the first film. Mickey Mouse continues to be a commercially valuable licence for retailers focussed on licenced product. The Hallmark Mickey cards work a treat as to the collectibles, art pieces and gift lines. This licence is valuable across generations.

Happy Birthday Mickey Mouse!

5 likes
marketing

Selling off the Christmas tree

Sales of ornaments off the Christmas tree have been terrific already this season. Shoppers love that they can see the ornaments as they wold look. They also comment on the colour theming we have pursued through our product purchases for this year.

We happily let people take ornaments off the tree for purchase. The more interaction with it the better in our view. Alternatively, we have stock available off the tree for purchase over the counter.

Located on the lease line, the tree works well at attracting shoppers to the business and it driving shopper engagement in-store.

We don’t have any Christmas decorations in-store that are not for purchase.

8 likes
Newspaper marketing

How women’s magazines lost their X-factor

“While magazines worked for many years, technology has advanced women’s media into a form where it’s much more convenient to consume it through websites, podcasts, and social media.” Leigh Campbell, former Cosmopolitan beauty editor.

In an ABC published opinion piece, When sex doesn’t sell: How women’s magazines lost their X-factor. Jessica Martin takes a good look at Women’s Magazines, their past, today and the future.

This is a terrific article, well worth the read.

4 likes
magazines

How to grow your social media audience

Asking people to like your Facebook page or other social media outlets is not the way to grow your audience in my view.

Indeed, asking people reflects a fail.

Content matters.

Provide people content they enjoy, get value from, find entertaining and / or interesting … and the likes will come naturally.

It is as simple as that.

An audience of at least 500 people is valuable. growing this by 2% at least every week sees it evolve to become even more valuable.

Content matters.

Don’t chase sales. Don’t be pushy.

Be fun.

Be informative.

Be useful.

Be yourself.

Get it right and people will follow you.

A good Facebook page can be the most valuable local marketing platform to reach possible new shopper traffic available to any small retail business.

6 likes
marketing

Coles opens smaller format suburban store

Coles has opened a smaller format store in Melbourne’s Surry Hills. Click here to see the report in The Age from yesterday.

I am sure we will see more smaller format models emerge from supermarkets. It makes sense, especially in the ready to cook and ready to heat and eat space, where there is terrific growth. This follows similar models in the US and Europe.

What is interesting to me is that we are not seeing in Australia the UK model of local c-store formats from supermarkets. In towns across the UK you have, often, several supermarkets represented in small format retail focussed on ready to cook and ready to heat and eat as well as newsagency lines like lotteries, magazines, newspapers and a category I will call easy (last minute) gifts.

If we did see this UK model emerge here, the challenge to traditional newsagency businesses would be more considerable than the new Coles opening in Surry Hills.

Of course, what Coles has just launched is not a destination for the company. It is another step in their exploration of new format ‘supermarkets’. I am sure we will see more change, in this store and allied formats from the company.

Small format is important as more retailers explore cash-less counter-less retail, like the Amazon Go model in the US. The nature of that advance in retail is such that small format is important given the cost of tech and the nature of the products being sold.

8 likes
Newsagency management

Fairfax effectively pulls distribution of The Age out of South Australia

Fairfax yesterday announced to South Australian newsagents that shortly the company will cease distributing The Age on the day of publication. Instead, South Australia will receive The Age the day after publication. Here is the Fairfax announcement:

This decision is not a shock. It is also not the first time an Australian publisher has done this.

More changes will come following the Nine takeover of Fairfax and more changes will come after those changes.

Print media continues to confront significant disruption – advertising continues to fall and print circulation continues to fall.

We need to run our businesses attracting shoppers who are not newspaper shoppers.

7 likes
Media disruption

People love quirky social media content

This video promoting jigsaws has been a hit. I created it, using a video service I pay to access, as a disposable promotion of jigsaws. I say disposable because that is how we need to see social media content – content to throw up and not think about it as we move on to the next post.

Looking back, though, this jigsaw post got good engagement in a couple of places with people commenting about liking the batteries comment.

I like the jigsaw category in that it fits with the crossword magazine category, is family friendly and lends itself to show floor engagement.

What I have done here is easy. Anyone could do it for little or no cost. The point of my post is that this category is ripe for social media promotion, interest is on the increase.

8 likes
marketing

Brilliant result for The New Daily

The New Daily has reported an excellent result, five years since launch. Founder, Bruce Guthrie, looks back on the five years is a terrific piece those interested in media and, in particular, news media…

Rupert Murdoch’s The Australian actually editorialised against us in those first few hours, saying we shouldn’t be allowed to launch at all. One particularly corrosive columnist tried to kickstart a letter-writing campaign to have us shut down. Apparently it was OK for American billionaires to own media, but not the members of Australian not-for-profit superannuation funds.

Then a high-profile Fairfax columnist pretty much wrote us off on day two. Another one was at it just last week. Some things never change.

We’d expected the attacks, so our editorial staff of a dozen or so just ploughed on. By the end of that first month we had attracted 157,000 unique visitors to the site and we were pretty chuffed. Now we get more than that in a single day and have 2.3 million unique visitors a month.

We also had 30,000 subscribers by the end of that first month. They’d signed up for our five-mornings-a-week newsletter because, they told us repeatedly, Australia needed more news outlets that were, well, new and Australian.

Five years on, we have close to half-a-million subscribers who receive our updates twice a day Monday to Friday and once a day on weekends. We also publish regular newsletters on property, travel and health. Taken together, we send out close to a million emails a day and six million a week. Subscription is free and open to all.

Further on in the piece is this:

In its past two monthly measures of Australian news sites, Nielsen has estimated The New Daily’s digital audience as bigger than that of The Australian.

Kudos to the people at The New Daily. Their role in news coverage in Australia is brave, needed and appreciated.

8 likes
Media disruption

Beware employee classifications

What a business pays employees is determined first by the classification of the role for it is the classification that sets the level on the pay table. It is vital that business owners understand classifications and manage people according to their classification. Employers who do not pay to classifications open themselves to challenge through FairWork processes for back pay.

Click here to get to the the Fair Work for the classifications for the General Retail Award

Here is a copy of some of the classifications information from the Fair Work website for the General Retail Award. Please take particular note of what is in Retail Level 3 and the note about opening and closing. This is important:

Schedule B—Classifications

B.1 Retail Employee Level 1

B.1.1 An employee performing one or more of the following functions at a retail establishment:

  • the receiving and preparation for sale and or display of goods in or about any shop;
  • the pre-packing or packing, weighing, assembling, pricing or preparing of goods or provisions or produce for sale;
  • the display, shelf filling, replenishing or any other method of exposure or presentation for sale of goods;
  • the sale or hire of goods by any means;
  • the receiving, arranging or making payment by any means;
  • the recording by any means of a sale or sales;
  • the wrapping or packing of goods for despatch and the despatch of goods;
  • the delivery of goods;
  • window dressing and merchandising;
  • loss prevention;
  • demonstration of goods for sale;
  • the provision of information, advice and assistance to customers;
  • the receipt, preparation, packing of goods for repair or replacement and the minor repair of goods;
  • all directly employed persons engaged in retail stores in cleaning, store greeting, security, lift attending, store cafeterias and food services;
  • Clerical Assistants functions Level 1; or
  • work which is incidental to or in connection with any of the above.

B.1.2 Retail Employees will undertake duties as directed within the limits of their competence, skills and training including incidental cleaning. The cleaning of toilets is not incidental cleaning except in the case of a take away food establishment.

B.1.3 Indicative job titles which are usually within the definition of a Retail Employee Level 1 are:

  • Shop Assistant,
  • Clerical Assistant,
  • Check-out Operator,
  • Store Worker,
  • Reserve Stock Hand,
  • Driver,
  • Boot/Shoe Repairer (Not Qualified),
  • Window Dresser (Not Qualified),
  • LPO,
  • Photographic Employee,
  • Store Greeter,
  • Assembler,
  • Ticket Writer (Not Qualified),
  • Trolley Collector,
  • Video Hire Worker,
  • Telephone Order Salesperson,
  • Door-to-door Salesperson, or Retail Outdoor Salesperson, and,
  • Demonstrator and/or Merchandiser not elsewhere classified (including a Demonstrator and/or Merchandiser who is not a direct employee of the retailer).

B.1.4 Clerical Assistant means an employee accountable for clerical and office tasks as directed within the skill levels set out.

B.1.5 Employees at this level may include the initial recruit who may have limited relevant experience. Initially work is performed under close direction using established practices, procedures and instructions.

B.1.6 Such employees perform routine clerical and office functions requiring an understanding of clear, straightforward rules or procedures and may be required to operate certain office equipment. Problems can usually be solved by reference to established practices, procedures and instructions.

B.1.7 Employees at this level are responsible and accountable for their own work within established routines, methods and procedures and the less experienced employee’s work may be subject to checking at all stages. The more experienced employee may be required to give assistance to less experienced employees in the same classification.

B.1.8 Indicative typical duties and skills at this level may include:

  • reception/switchboard, e.g. directing telephone callers to appropriate staff, issuing and receiving standard forms, relaying internal information and initial greeting of visitors;
  • maintenance of basic records;
  • filing, collating, photocopying etc;
  • handling or distributing mail including messenger service;
  • recording, matching, checking and batching of accounts, invoices, orders, store requisitions etc; or
  • the operation of keyboard and other allied equipment in order to achieve competency as prescribed in Level 2.

B.2 Retail Employee Level 2

B.2.1 An employee performing work at a retail establishment at a higher skill level than a Retail Employee Level 1.

B.2.2 Indicative job titles which are usually within the definition of a Retail Employee Level 2 include:

  • Forklift Operator,
  • Ride on Equipment Operator.

B.3 Retail Employee Level 3

B.3.1 An employee performing work at a retail establishment at a higher level than a Retail Employee Level 2.

B.3.2 Indicative of the tasks which might be required at this level are the following:

  • Supervisory assistance to a designated section manager or team leader,
  • Opening and closing of premises and associated security,
  • Security of cash, or
  • Fitting of surgical corset.

B.3.3 Indicative job titles which are usually within the definition of a Retail Employee 3 include:

  • Machine operators,
  • 2IC to Dept Manager,
  • Senior Salesperson,
  • Corsetiere,
  • Driver Selling Stock,
  • Cook (Not Qualified) in a cafeteria,
  • Senior LPO, including an armed LPO,
  • LPO Supervisor,
  • Designated second-in-charge of a section (i.e. senior sales assistant),
  • Designated second-in-charge to a service supervisor, or
  • Person employed alone, with responsibilities for the security and general running of a shop.

B.4 Retail Employee Level 4

B.4.1 An employee performing work at a retail establishment at a higher level than a Retail Employee Level 3.

B.4.2 Indicative of the tasks which might be required at this level are the following:

  • Management of a defined section/department,
  • Supervision of up to 4 sales staff (including self),
  • Stock control,
  • Buying/ordering requiring the exercise of discretion as to price, quantity, quality etc.,
  • An employee who is required to utilise the skills of a trades qualification for the majority of the time in a week, or
  • Clerical functions Level 2.

B.4.3 Indicative job titles which are usually within the definition of a Retail Employee 4 include:

  • An Assistant, Deputy, or 2IC Shop Manager of a shop without Departments,
  • An employee who is required to utilise the skills of a trades qualified person for the majority of the time in a week. This includes: Butcher, Baker, Pastry Cook, Florist,
  • An employee who has completed an appropriate trades course or holds an appropriate Certificate III and is required to use their qualifications in the course of their work,
  • A Qualified Auto Parts and Accessories Salesperson,
  • A Window Dresser (Cert III or equivalent experience),
  • A Boot/Shoe Repairer (Cert III),
  • A Shiftwork Supervisor,
  • Section/Department manager with up to 2 employees (including self),
  • Service Supervisor of up to 15 employees,
  • Nightfill Supervisor/Leader,

B.4.5 Indicative typical duties and skills at this level may include:

  • Reception/switchboard duties as in Level 1 and in addition responding to enquiries as appropriate, consistent with the acquired knowledge of the organisation’s operations and services, and/or where presentation and use of interpersonal skills are a key aspect of the position.
  • Operation of computerised radio/telephone equipment, micro personal computer, printing devices attached to personal computer, dictaphone equipment, typewriter.
  • Word processing, e.g. the use of a word processing software package to create, format, edit, correct, print and save text documents, e.g. standard correspondence and business documents.
  • Stenographer/person solely employed to take shorthand and to transcribe by means of appropriate keyboard equipment.
  • Copy typing and audio typing.
  • Maintenance of records and/or journals including initial processing and recording relating to the following:

(i) reconciliation of accounts to balance;

(ii) incoming/outgoing cheques;

(iii) invoices;

(iv) debit/credit items;

(v) payroll data;

(vi) petty cash Imprest System;

(vii) letters etc.

  • Computer application involving use of a software package which may include one or more of the following functions:

(i) create new files and records;

(ii) spreadsheet/worksheet;

(iii) graphics;

(iv) accounting/payroll file;

(v) following standard procedures and using existing models/fields of information.

  • Arrange routine travel bookings and itineraries, make appointments.
  • Provide general advice and information on the organisation’s products and services, e.g. front counter/telephone.

B.5 Retail Employee Level 5

B.5.1 An employee performing work in or in connection with a retail establishment at a higher level than a Retail Employee Level 4.

B.5.2 Indicative job titles which are usually within the definition of a Retail Employee 5 include:

  • A tradesperson in charge of other tradespersons within a section or department,
  • Service Supervisor (more than 15 employees).

B.6 Retail Employee Level 6

B.6.1 An employee performing work in or in connection with a retail establishment at a higher level than a Retail Employee Level 5.

B.6.2 Indicative job titles which are usually within the definition of a Retail Employee 6 include:

  • Section/Department manager with 5 or more employees (including self),
  • Manager/Duty Manager in a shop without Departments/Sections (may be under direction of person not exclusively involved in shop management),

[B.6.2 varied by TRANSIT – HYPERLINK .http://www.fwc.gov.au/awardsandorders/html/PR992724.htm. PR992724 ppc 29Jan10]

  • Assistant or Deputy or 2IC Shop Manager of a shop with Departments/Sections,
  • Clerical Officer Level 3.

B.6.3 Clerical Officer Level 3 characteristics:

  • Employees at this level have achieved a standard to be able to perform specialised or non-routine tasks or features of the work. Employees require only general guidance or direction and there is scope for the exercise of limited initiative, discretion and judgment in carrying out their assigned duties.
  • Such employees may be required to give assistance and/or guidance (including guidance in relation to quality of work and which may require some allocation of duties) to employees in Levels 1 and 2 and would be able to train such employees by means of personal instruction and demonstration.

B.6.4 Indicative typical duties and skills at this level may include:

  • Prepare cash payment summaries, banking report and bank statements; calculate and maintain wage and salary records; follow credit referral procedures; apply purchasing and inventory control requirements; post journals to ledger.
  • Provide specialised advice and information on the organisation’s products and services; respond to client/public/supplier problems within own functional area utilising a high degree of interpersonal skills.
  • *Apply one or more computer software packages developed for a micro personal computer or a central computer resource to either/or:

(i) create new files and records;

(ii) maintain computer based records management systems;

(iii) identify and extract information from internal and external sources;

(iv) use of advanced word processing/keyboard functions.

  • Arrange travel bookings and itineraries; make appointments; screen telephone calls; respond to invitations; organise internal meetings on behalf of executive(s); establish and maintain reference lists/personal contact systems for executive(s).
  • Application of specialist terminology/processes in professional offices.

*NOTE: These typical duties/skills may be either at Level 3 or Level 4 dependent upon the characteristics of that particular Level.

B.7 Retail Employee Level 7

B.7.1 An employee performing work in or in connection with a retail establishment at a higher level than a Retail Employee Level 6.

B.7.2 Indicative job titles which are usually within the definition of a Retail Employee Level 7 include:

  • Visual Merchandiser (diploma),
  • Clerical Officer Level 4.

B.7.3 Clerical Officer Level 4 characteristics:

  • Employees at this level will have achieved a level of organisation or industry specific knowledge sufficient for them to give advice and/or information to the organisation and clients in relation to specific areas of their responsibility. They would require only limited guidance or direction and would normally report to more senior staff as required. Whilst not a pre-requisite, a principal feature of this level is supervision of employees in lower levels in terms of responsibility for the allocation of duties, co-ordinating work flow, checking progress, quality of work and resolving problems.
  • They exercise initiative, discretion and judgment at times in the performance of their duties.
  • They are able to train employees in Clerical Levels 1–3 by personal instruction and demonstration.

B.7.4 Indicative typical duties and skills at this level may include:

  • Secretarial/Executive support services which may include the following: maintain executive diary; attend executive/organisational meetings and take minutes; establish and/or maintain current working and personal filing systems for executive; answer executive correspondence from verbal or handwritten instructions.
  • Able to prepare financial/tax schedules, calculate costings and/or wage and salary requirements; complete personnel/payroll data for authorisation; reconciliation of accounts to balance.
  • Advise on/provide information on one or more of the following:

(i) employment conditions

(ii) workers compensation procedures and regulations

(iii) superannuation entitlements, procedures and regulations

  • *Apply one or more computer software packages, developed for a micro personal computer or a central computer resource to either/or:

(i) create new files and records;

(ii) maintain computer based management systems;

(iii) identify and extract information from internal and external sources;

(iv) use of advanced word processing/keyboard functions.

*NOTE: These typical duties/skills may be either at Level 3 or Level 4 dependent upon the characteristics of that particular Level.

B.8 Retail Employee Level 8

B.8.1 An employee performing work in or in connection with a retail establishment at a higher level than a Retail Employee Level 7.

B.8.2 A person with a Diploma qualification.

B.8.3 Indicative job titles which are usually within the definition of a Retail Employee 8 include:

[B.8.3 varied by TRANSIT – HYPERLINK .http://www.fwc.gov.au/awardsandorders/html/PR992724.htm. PR992724 ppc 29Jan10]

  • A Shop Manager of a shop with Departments/Sections, or
  • Clerical Officer Level 5.

B.8.4 Clerical Officer Level 5 characteristics:

  • Employees at this level are subject to broad guidance or direction and would report to more senior staff as required.
  • Such employees will typically have worked or studied in a relevant field and will have achieved a standard of relevant and/or specialist knowledge and experience sufficient to enable them to advise on a range of activities and features and contribute, as required, to the determination of objectives, within the relevant field(s) of their expertise.
  • They are responsible and accountable for their own work and may have delegated responsibility for the work under their control or supervision, in terms of, among other things, scheduling workloads, resolving operations problems, monitoring the quality of work produced as well as counselling staff for performance as well as work related matters.
  • They would also be able to train and to supervise employees in lower levels by means of personal instruction and demonstration. They would also be able to assist in the delivery of training courses. They often exercise initiative, discretion and judgment in the performance of their duties.
  • The possession of relevant post secondary qualifications may be appropriate but not essential.

B.8.5 Indicative typical duties and skills at this level may include:

  • Apply knowledge of organisation’s objectives, performance, projected areas of growth, product trends and general industry conditions.
  • Application of computer software packages within either a micropersonal computer or a central computer resource including the integration of complex word processing/desktop publishing, text and data documents.
  • Provide reports for management in any or all of the following areas:

(i) account/financial

(ii) staffing

(iii) legislative requirements

(iv) other company activities.

Administer individual executive salary packages, travel expenses, allowances and company transport; administer salary and payroll requirements of the organisation.

A newsagent has told me recently that I should not write about this here as staff members could read it. I disagree. This is important information to share. My goal is to help newsagents ensure they meet their obligations, and avoid penalty.

5 likes
Newsagency management

Blackhawk could sell more gift cards in Australian newsagencies…

…if they made easily available to us floor stands like they have placed in Coles supermarkets. These themed stands are excellent, and perfectly situated for impulse purchase at the entrance to the supermarket.

For years newsagents have sought better engagement from Blackhawk.

While margin is slim, a gift card purchase is a nice basket extension without inventory cost.

11 likes
Newsagency challenges

Shame on the people at News Corp’s The Australian for this poster

This newspaper promotional poster for The Australian demonstrates what News Corp does in this country, using its media outlets to interfere in our democracy, to knowing mis-state the situation for its own commercial benefit, through political support and patronage.

Shame on News Corp. Shame on everyone at the company involved deciding to proceed with the poster.

This poster is disgusting in my opinion.

At the time of producing this poster, the editorial team knew:

  1. A Liberal male parliamentarian used parliamentary privilege to trigger the the situation.
  2. You could argue the ‘crisis’ began at a social event, which it did. The person abused by the male Labor leader decided to not pursue the matter. Once sober, the Labor leader should have confessed and resigned.
  3. While the ALP leader quit last week, it was done quickly, not like the liberal leadership mess in Canberra that took weeks to resolve. By comparison, the replacement of the leader is hardly a ‘crisis’.
  4. The victim did not want the matter publicised, did not want to formally complain about the matter.
  5. The contents of the poster are false and misleading.

For News Corp. to blame the victim, who happened to be an ABC journalist, is appalling, dishonest.

I don’t understand why people buy this poisonous propaganda trash.

24 likes
Ethics

This could be why Tatts has asked its retailer franchisees for employees to provide details

I write this post a year ago. It is relevant today because Tatts has just contacted franchisees seeking access to information many small business owners would not consider its right to have…

Newsagents have been wondering why Tatts is expressing interest in employee arrangements in newsagency businesses. I have had plenty of questions and I know others have too.

This situation has come about because of the federal government passing vulnerable employee legislation following the 7-Eleven debacle. The Fair Work Ombudsman website sets the scene:

On 15 September 2017 the Fair Work Amendment (Protecting Vulnerable Workers) Act 2017 took effect. It makes the following changes to the Fair Work Act 2009external-icon.png (the Fair Work Act):

  • increase penalties for ‘serious contraventions’ of workplace laws

  • make it clear that employers can’t ask for ‘cashback’ from employees or prospective employees

  • increase penalties for breaches of record-keeping and pay slip obligations

  • employers who don’t meet record-keeping or pay slip obligations and can’t give a reasonable excuse will need to disprove wage claims made in a court (this is also referred to as a reverse onus of proof)

  • strengthen our powers to collect evidence in investigations

  • introduce new penalties for giving us false or misleading information, or hindering or obstructing our investigations.

Read what the Fair Work Ombudsman website has to say about franchisors that have a significant amount of influence or control over the business affairs of the franchisee:

These changes apply from 27 October 2017.

Franchisors and holding companies (a company that has control over subsidiary companies) can be held responsible if their franchisee or subsidiary doesn’t follow workplace laws about minimum entitlements, the National Employment Standards, awards, sham contracting, record-keeping and pay slips.

This will apply to franchisors that have a significant amount of influence or control over the business affairs of the franchisee.

Franchisors or holding companies could be liable for breaches or underpayments if:

  • they knew (or could have reasonably known) that a franchisee or subsidiary wasn’t following workplace laws
  • they didn’t take reasonable steps to prevent it.

We are working with franchisors, their advocate and advisers and will have more information in our Help for franchises section when the changes take effect.

Tatts is acting because of an understanding of that term – significant amount of influence or control over the business affairs of the franchisee.

It’s not only Tatts caught in this. Any business that can be claimed to have a significant amount of influence or control over a downstream business is in the cross hairs.

I think there will be plenty more news and engagement about this in the channel river the next few months.

The challenge is the definition: significant amount of influence or control. It is not as clear as it could be. Some politicians say the Fair Work Ombudsman has overreached. We will have to see how that plays out.

There is plenty of advice online outlining the obligations for franchisors and organisations like Tatts outlets.

For a government that said it would reduce red tape for small business, this legislation is considerably adding to it.

14 likes
Ethics

Support your local newsagent

Ten years ago I funded the production and airing of a TV commercial supporting the newsagency channel. The investment was just over $20,000. I wrote to the associations and suppliers at the time. One supplier chipped in $100.00.

The goal of the campaign was to remind Australians that newsagencies are local, that they are part of the fabric of Australia and to show newsagents that they belong to something beyond their own shop.

While times have changed and the focus of many local newsagency businesses has changed, I enjoyed looking at the ad again.

Here is the ad for those who did not see it at the time:

21 likes
Newsagency management

Mental health awareness in small business newsagencies

Despite all the ads on TV, despite the work of R U OK?, despite the work of agencies like Beyondblue, despite the stories in the media, mental health, especially mental health within the small business community, and especially the newsagency community, is not talked about.

The challenge is that we cannot always see unhealthiness. If someone is physically unhealthy, we can usually see it, but not mental unhealthiness. For sure there are occasional signs like behavioural outbursts that don’t make sense but you can’e be sure and often you don’t want to ask for fear of making it worse.

In small business retail and in our channel there are challenges that can make things worse: bullying landlords, overbearing suppliers, demanding customers, relentless competitors. These and other factors can make someone see the road ahead through clouded eyes. For some of those on the other side, however, how they handle a situation could be driven by how the small business has dealt with it up to then.

I am all for personal accountability and often say we need to own our own situation – we sign our leases, we sign magazine contracts, we go into business. However, we do these things expecting fairness. Too often there are people on the other side of a commercial relationship who do not act with fairness.

Social media is a factor with mental health as it gives everyone a megaphone and the ability to publish an opinion without thinking it through. I know in schools social media is a big focus in mental health awareness, especially around bullying.

It is hard to know the mental health of anyone. That person smiling at you or joking with you could be in a dark place in their mind. This is why it is important we talk and ask colleagues how they are doing and why we all need to help when we think help could be what is needed.

In the workplace, I think being open with each other so that everyone has a shared and open experience. If there are business performance issues, rather than keeping them secret, talking about them could help ease tension: a problem shared and all that…

There are wonderful resources from government departments available. For example, The Victorian Government has a page online on this topic, which includes good practical advice:

  • Make time to exercise each day: For example, a simple daily lunch time walk can help maintain a positive outlook.
  • Practice mindfulness: Mindfulness means being aware of your reactions/feelings/thoughts as you have them. This helps you choose how to manage matters as they arise. Mindfulness is a great tool to help lower stress and anxiety levels.
  • Adopt work/life boundaries: Don’t let work overtake your life. Set some boundaries to ensure you have time for both work and a social life. You might decide not to discuss work from 5pm Friday night to 8am Monday morning because weekends are for family time only.
  • Connect with others: Find someone worthy of your stories – a confidant or mentor you can talk to about your business experiences. Make sure this person is supportive, a good listener and someone whose opinion you value.

This website also lists indicators:

  • Physical signs: For example, a constant knot in your stomach, tense neck and shoulders, feeling nauseous, heart palpitations or chest pains.
  • Changes in behaviour: For example, being unable to sleep, crying regularly, feeling moody or often irritable, increase or loss of appetite.
  • Unclear thinking: For example, not being able to make decisions, not understanding directions, not being able to focus, being inattentive.
  • Feeling sad or anxious regularly: We all have bad days – they’re a normal part of life. This flag needs attention if you begin to notice feeling like this regularly.
  • Disconnecting from others: This may include not joining in social activities, choosing to spend time away from family and friends or stopping hobbies/sporting activities.
  • Feeling overwhelmed: It is difficult to find solutions to problems, and in some instances it feels like they are insurmountable. Problem solving becomes difficult

And it lists useful resources:

  • Business In MindBusiness In Mind is an online resource specifically designed to support business owners who may be experiencing mental health challenges.
  • Beyond Blue beyondblue provides information and support to help everyone in Australia achieve their best possible mental health, whatever their age and wherever they live.
  • The Ripple Effect: A resource for rural communities that addresses suicide in rural areas.(Ph: 03 5551 8587)
  • Sane provides online information, support and connection for every Australian affected by complex mental illness through its website, peer-to-peer forums and helpline. SANE also has a range of factsheets on managing mental health in the workplace. (Ph: 1800 18 7263)

Our approach to mental health as business owners has to be continuous, on-going. It can’t be a one day of the year focus or a stunt. It has to be part of how we run our businesses, everyday.

23 likes
Newsagency challenges

ACCC will not oppose Fairfax / Nine merger

The ACCC has announced today that it will not oppose the merger of Fairfax and Nine. In the announcement are some interesting points worth highlighting:

“Media markets are highly dynamic. The shift to online and the huge reduction in hard-copy classified advertising revenue have changed the media landscape irrevocably,” Mr Sims said.

“The impact of some of these changes is demonstrated in the approximate halving of advertising revenue from Fairfax’s digital and print mastheads in the last five years,” Mr Sims said.

“The ACCC recognises there will likely be changes to the way Fairfax and Nine operate in future, either due to the changing media landscape more generally or due to the merger itself. However, we reached the conclusion that if such changes do occur, they would not be, to a significant extent, caused by the merger lowering the level of competition,” Mr Sims said.

I remain of the view that Fairfax will be the first Australian newspaper publisher to quit seven day publication of a capital city print newspaper. Fresh management eyes, which will come with the merger, will, I expect bring this day closer. My suspicion is that News Corp. has the new that they will not even contemplate such a move until after Fairfax, even though the numbers for some of their titles make such a move sensible.

Newsagents need to be aware of this and already well advanced in business decisions in a world without the daly newspaper hitting the shelves. There is no downside in being prepared, in attracting shoppers for products other than newspapers.

5 likes
Media disruption

Is Blueshyft good for newsagents?

Since the CEO of Blueshyft is a precious petal and sensitive to criticism and so there is no doubt, what I write here is my opinion, nothing more, nothing less.

I have been asked by newsagents over the last few days about whether Blueshyft is worth considering. This has come about because of an email sent by XchangeIT promoting Blueshyft to newsagents.

The email from XchangeIT sent to newsagents endorses and promotes Blueshyft. However, because it is from the magazine company controlled XchangeIT, some newsagents are understandably skeptical and asking about the pitch. Remember, XchangeIT costs newsagents money for a small margin product service that small business retailers in some other channels get for free.

I have never been a fan of Blueshyft, because it is an agency offering that leeches off existing traffic and, occasionally, bringing in agent only traffic that rarely converts to reasonable GP business.

As I have written many times previously, I see no future for agency lines in retail businesses. While our channel began as agents, we have moved beyond that – this started in 1999 with deregulation.

The XchangeIT email claims Blueshyft are totally committed to supporting the newsagent industry. I have not seen any evidence of this. Indeed, I think their technology approach, aided and abetted by XchangeIT, is the opposite. They bloat newsagency software stock files thanks to a less than ideal approach to tracking virtual inventory. Despite suggestions of more current tech approaches, there has been no interest in acting in the interests of newsagents in terms of data management from what I have seen.

While the Blueshyft works, I think is distracts from the future of retail.

Blueshyft is an agency service that primarily serves existing customers. While there may be some new traffic, basket analysis shows that rarely is that traffic valuable beyond agency.

The question of whether Blueshyft is good for a newsagency business really depends on how you see your business: retailer or agency.

A retailer will focus on attracting shoppers through different, good margin, product. They will do this to seek out new shoppers, to build long-term relationships. Their shop will be configured to provide an experience and a service level commensurate with the value of items sold and the time shoppers will engage with these items in-store.

An agency business will be focussed on convenience, convenience of location and convenience of service. Speed will be key for shoppers and the business. Range of agency service will also be key. This type of business will usually identify more like a convenience store than a newsagency go today and the future.

While some argue that foot traffic for agency business can be converted to retail sales, such claims are usually made by non retail business owners.  If we look at newsagency basket data we can see agency lines such as lotteries, phone cards, phone recharge, betting account top up and newspaper sales as all predominantly not benefiting beyond the meagre commission paid.

Is Blueshyft good for newsagents? It’s up to each newsagent to make their own decision. You need to decide what is right for your business today and into the future. I appreciate there are some in the channel who are happy being agents. I support their position even though it is not for me.

11 likes
Newsagency challenges

3M promotion helps us sell more stationery

The 3M Win a Ford Mustang competition is a terrific opportunity to promote and sell stationery. Any retailer can participate with the key being that your receipts detail the 3M products purchased, which is easy in your newsagency software. Customers can enter through the 3M website (click here to see) – there is no paper entry form or other process for retailers to follow.

There is a lot to like about this promotion, including the $10.00 minimum spend on a receipt requirement to be eligible to enter.

Here are the 3M brands that are being pitched through the promotion:

 

4 likes
marketing