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newsagency of the future

Quitting MYKI in the newsagency, another agency line

At my Malvern (VIC) newsagency we advised customers earlier this week that we are quitting offering MYKI public transport ticket recharge services.

We will stop offering all MYKI services including card top-up from the end of March.

For years, offering MYKI services has been loss making, costing us more in time than the government pays.

Most MYKI customers don’t buy anything else, making it hard to justify the service.

We’re a business and need to pay our staff as well as rent and other overheads. MYKI is not commercially viable for us.

We understand this will be disappointing.

By letting you know now you have time to consider other locations for your MYKI services.

Thank you.

Your newsXpress Malvern crew.

This is the only agency service we offer at the business. They were doing it when I bought the business a few years ago and we kept it on so as to not disrupt the relationship with customers, just as we have remained committed to the $400K a year on magazine sales.

While MYKI top-ups offer good shopper traffic, it’s unprofitable traffic. Commission is small and 80% of MYKI customers do the top up and nothing else. Of those who purchase something else with a MYKI top-up, for most it is a newspaper, another small margin product (12%).

A review of gross profit contribution versus labour cost made the decision appropriate. It was made even easier by the decision, finally, by the government that public transport users will be able to use their credit card to tap on and off from early 2026. In the meantime, our MYKI customers have a train station where they can top up a few minutes from out shop.

It will be good to be finally done with this last agency line we have. MYKI customers tend to want to tell us their public transport challenges. They also expect us to resolve issues they have with MYKI and no amount of telling them we are not the company by MYKI time is spend being polite to them.

At this newsagency and elsewhere we are not chasing shopper traffic. While good shopper traffic can make you feel busy, it, too often, does not sufficiently support profitability. We are focussed on efficient business profitability.

Selling high ticket price high margin lines for which the business is known and sought out is more valuable than these micro margin agency lines.

I’ll take being profitable over shop business every time.

In considering all of this we have to let go of the shopper expectation of the shingle. Aussie newsagents can sell anything. Being bound by the shingle in 2025 is unprofitable.

The reaction to our MYKI decision has been one of disappointment by customers. They are grateful for the advanced notice and our convcersations around how unprofitable offering the service is.

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Newsagency management

Why I think convenience, including tobacco, is not the future for Aussie newsagencies

From my perspective, the convenience retail sector, especially when it comes to tobacco and associated products, is a competitive and challenging landscape for Australian newsagencies. This market is dominated by large, national and multinational businesses, possessing substantial financial resources, advantageous supplier relationships, and the competitive edge of streamlined, centralised decision-making.

For an independently owned, local newsagency attempting to compete in the convenience space, particularly with tobacco as a key driver, the challenge is significant. It’s not insurmountable, but it certainly presents a formidable undertaking. The regulatory environment surrounding tobacco is constantly evolving, adding further layers of complexity and cost. Add to that the risk of arson and other attacks and you have a challenging business.

The primary selling point of any convenience store is, naturally, convenience and location. The secondary proposition is value, pricing. However, with the increasing standardisation of convenience offerings, particularly regarding tobacco products, these points of differentiation are eroding.

Recent acquisitions intensify competition in this space.

A newsagency attempting to focus on convenience while situated near a nationally branded convenience store, or a fuel-based convenience offering, will invariably face difficulties. The brand recognition of these national chains carries considerable weight, as consumers have established expectations. Furthermore, the reliance on tobacco sales ties the business to a product with diminishing social acceptance and increasing regulatory risk.

While an independent retailer might attempt to compete on price with a national convenience store, they will lack the capacity to negotiate equivalent purchasing price points, nor will they possess the resources to subsidise prices. They will rarely have the ability to market as effectively as a national chain, particularly with in-store price messaging, especially regarding regulated products like tobacco.

A local shop operating as a standalone convenience business, heavily reliant on tobacco, feels like an increasingly precarious battle.

I see more value in pursuing alternative retail segments, where product differentiation is more achievable, consumer enthusiasm is higher, and repeat business is more assured. In these sectors, margin dollars per transaction are typically higher, competition is less intense, and customers are more likely to travel by choice to patronise your business. Diversification away from tobacco reduces the business’s exposure to regulatory changes and declining consumer demand.

An Australian newsagency, regardless of location, can specialise in higher-margin product categories. While this requires research and investment, the payoff can be considerable and many have already discovered. The outcome can be a more manageable business, requiring less reliance on high foot traffic and a less critical location, while also reducing the reliance on tobacco sales.

This approach, to me, appears more strategic, sustainable, and valuable in terms of overall business worth. It results in a business that is more readily marketed externally and more difficult to replicate, while also being more resilient to shifts in consumer preferences and regulatory landscapes.

Niche specialty retail is less likely to attract competition from national or multinational retailers. The primary competition is more likely to be online, and while this certainly presents challenges, online competitors are more easily analysed and understood.

If your newsagency is successful with a convenience model, congratulations. If you play in the convenience space are re not successful, get out now. There are plenty of us in the newsagency channel who can help.

Footnote: the majority of UK newsagents focussed on convenience years ago as the sales of print media products started to decline. While some have done okay, the majority have not been able to compete with the national retailers who dominate convenience retail there.

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newsagency of the future

Sourcing quality gifts and homewares in Bali

I and some colleagues from newsXpress are back from another buying trip to Bali. Thanks to a new local agent relationship we have sources an even better range oif suppliers to visit with and consider.

This trip was unlike any other in that we got to meet with local makers and manufacturers who supply specialty retail businesses in the US and Europe. We were able to benefit from the work put in by these other retailers in honing in on quality makers.

By switching to a better established and full time local agent we have significantly expanded the range of products we can consider, thereby enabling an expansion of our local Aussie businesses.

In organising this buying trip, newsXpress does not commercially insert itself into the supply relationship. Rather, I encourage the participating retailers to buy direct from makers using the local agent. This maximises the margin for retailers as well as providing more control to them as to shipping timing.

It is interesting seeing Aussie realise that what is available in Bali in terms of range and product quality is nothing like they expected. We didn’t look at all at cheap shit  you may find in a discount variety store. Rather, our focus was on high end ceramics, homewares and gifts you’d find in David Jones and similar, but without the price tag of such shops.

As we traveled to different suppliers we found the makers of some products we see in Australia from name brand furniture and homewares businesses. These name brand designers use Bali production for their products. The quality is excellent with a good attention to detail.

We also got to meet with makers who supply some local Aussie wholesalers to newsagents and similar businesses. It was fun calculating the wholesaler margin on some items.

Trips like this are also useful to take us outside of what is traditionally considered for our businesses, even those newsagencies that have transformed away from what has been traditional. We get to challenge ourselves as to what we could do rather than staying stuck in a world of what customers expect us to do.

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newsagency of the future

Appointment retail is not what it used to be, and some retailers are missing out

I’ve been thinking a lot about how we consume media these days, and it’s really changing the retail landscape. Gone are the days when we’d all sit down in front of the YV at a set time, or listen to the radio at a specific hour. Okay so the TV networks thing the nightly news is still a thing when in reality in terms of accessing news it is not a thing or at least not as much of a thing it used to be. Now, we’re all about streaming, podcasts, and YouTube, grabbing our content whenever it suits us.

And it got me thinking, if we’re not tied to appointment-based media anymore, why should we be tied to appointment-based shopping? You know, those traditional brick-and-mortar stores with their fixed opening hours. Like newsagents. It just doesn’t make sense when considering the future.

Too many retailers are missing out on a huge chunk of potential customers by not having a strong online presence. People want the flexibility and convenience of shopping whenever they want, from wherever they are. If you’re not online, you’re basically telling those customers, “Sorry, we’re closed.”

Having a website isn’t just a “nice to have” anymore; it’s essential. It’s about meeting your customers where they are, which is increasingly online. If you want to stay competitive in today’s market, you’ve got to offer that flexibility. It’s all about convenience.

This has all been on my mind for a while. It’s one reason I captured some more thoughts here:

Physical retail is not dead. It is changing though. What I am writing about here is, I hope, food for thought.

There are many of is who support newsagents and own newsagency businesses who can speak to these changes and help you hitch a ride on the changes occurring.

Too many newsagents leave anything to do with online for their business to others to do. Take Facebook posts. Letting someone else do them for you is ridiculous. This results in boring fodder. It see it on many newsagency Facebook pages – posts created in an office far from your shop and with little consideration of your shop. Stop it. It’s a waste of time and money.

Please, consider your online strategy. Are you truly catering to the modern consumer, the one who expects on-demand access to everything? If not, it’s time to make some changes. Embrace the digital age, build a strong online presence, and give your customers the flexibility they crave. You’ll be glad you did, and so will they.

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newsagency of the future

Ryman Design is a good stationery shop – it’s no Choosing Keeping of Goods For The Study though

Stationery is having a moment in retail for sure, specialty, niche, high-end stationery especially – stationery bought by people who collect stationery with little regard for price.

Ryman Design is a step up from the regular Ryman shops in the UK. It feels corporate though, and by corporate I mean safe, bland even. In a country, the UK, with so many excellent high-end stationery businesses, this move by Ryman surprises me. They are good retailers though and I am sure have data backing up their move.

Ryman Design (https://www.ryman.co.uk/ryman-design) is a new retail format out of the UK Ryman stationery business. It’s pitched as:

Ryman Design is the one stop shop for stationery enthusiasts, artists and professionals looking for unique, high-quality products. We want to inspire your creativity and self-expression.

Our goal is to build a loyal community of stationery lovers who share our values of creativity, quality, and authenticity. We want to provide you with the products and resources you need to achieve your goals and to express yourself.

Our vision is to make stationery more than just a product – we want it to be a lifestyle that inspires and enriches the lives of people around the world.

While it is a good stationery shop it does not, for me, reach the bar of high-end stationery seen at Choosing Keeping in London, Goods For The Study in New York and other shops in this specialty stationery space. That said, it’s a better stationery offer for the creative user of stationery than we typically see here in Australia.

Here are some photos for those looking for inspiration:

There is plenty of opportunity in our Aussie newsagency channel to play outside of traditional for stationery. It’s an area where newsagency marketing groups can engage. I know newsXpress is.

High end stationery, collectible stationery – these are opportunities in Australia that we can use to attract new shoppers who will gladly give us their money.

This year already I have seen many specialty stationery stores in this hgh end space overseas that are truly inspiring to embrace change beyond the traditional when it comes to stationery.

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newsagency of the future

Are print newspapers worth it any more?

I read the print edition  Australian Financial Review cover to cover yesterday for the first time in years, for free, in a hotel lounge in Sydney.

32 pages.

No breaking news – how can there be anyway with such an old production method.

Plenty of PR dressed as analysis.

Odd news too, like the story about the Toppi family and Machiavelli restaurant.

Even the business gossip was tired.

It wasn’t bad, it just wasn’t good, or valuable – that’s it, it wasn’t valuable.

At the end I had no feeling of $5 of value from the experience. Again, not that I paid for it.

While it’s unfair to consider the future of daily capital city and national newspapers on this one experience, it is the only such recent experience I have.

Back in the day, I’d read newspapers for news – that is, new information that has been rigorously research and fact-checked. I never read newspapers to confirm my own beliefs or biases. I wanted news, discovery.

The AFR yesterday did not provide news. Stories felt more like reinforcement of held views of the intended audience. The whole product felt like a platform of promotion, to a niche audience. I am surprised some people will pay $5 for it.

The AFR yesterday to me did not feel like a newspaper. On some pages it felt more like a lobbying pamphlet.

Certainly in newsagencies, for years, we have seen the value of newspapers to our businesses fade in terms of traffic and margin dollar generation. Those are reasons smart newsagents place newspapers in low cost space rather than the premium value front of store locations they once commanded.

A problem for us with newspapers is the costs of carrying them: retail space, labour in out of date handling practices dictated by the publishers and, theft.

I suspect many newsagents lose money on carrying newspapers.

Reading the AFR yesterday reminded me of the diminishing value of what was once a vital product category for our businesses. We have to be careful to manage the demise of newspapers in our businesses. Newspaper publishers have been doing this for years – making decisions to deliver a soft landing for when they eventually stop print editions. They put their business needs ahead of all else, we should look more critically at this for ourselves.

We know that print newspapers are dead.  The timing of the death of each will depend on the value of them to advertisers, readers and publishers.

There remain some good and valuable print newspapers out there I am sure. If my experience yesterday was anything to go by, the AFR is not one of them. Who am I to judge though – I don’t feel like I am their target audience.

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newsagency of the future

2024 Newsagency Sales Benchmark: The Gap Widens Between Traditional and Transformed Businesses

A big thank you to all the newsagents across diverse locations (rural, regional, and suburban) who participated in this benchmark study by providing their sales data. Your contribution, facilitated by the Tower Systems newsagency software, is invaluable.

This year’s analysis reveals a stark and growing divide between traditional and transformed newsagencies. The benchmark sales datasets paint a clear picture: traditional businesses are struggling, facing declining revenue and an increased risk of closure. Conversely, transformed and transforming businesses are demonstrating profitability and higher sale values.

The key differentiator lies in diversification. Transformed newsagencies have successfully expanded beyond the traditional “newsagency” model, often with minimal impact on customer perception. In fact, customer purchasing habits indicate strong support for these evolving businesses.

Key Performance Indicators: A Comparative Snapshot

Metric Traditional Newsagencies Transformed Newsagencies
Revenue Down 3% Up 5%
Transaction Count Down 5% Down 3%
Average Basket Value Down 1% Up 8%
Gift Revenue Down 3% Up 11%
Greeting Card Revenue Down 4% Up 3%
Stationery Revenue Down 4% Up 5%
Counter Impulse Sales Down 12% Up 15%
Online Revenue $0 Typically $75,000+ annually
Magazine Unit Sales Down 12% Down 7%
Newspaper Unit Sales Down 13% Down 8%

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These figures highlight the fundamental differences in product offerings, pricing strategies, customer demographics, and overall business approach between the two groups.

While the data provides valuable insights, some of the most compelling examples are difficult to categorise. In the results I have observed newsagencies generating substantial revenue (approaching $100,000 annually) from coffee and related products, clothing, and high-end collectibles. The inconsistent categorisation of these segments across stores makes direct benchmarking challenging, but the overall trend is very clear to see.

Transforming the business away from traditional is profitable and vital.

Transformed newsagencies are even outperforming traditional businesses within core newsagency categories. This success isn’t driven by supplier support or increased compliance with traditional product demands. Instead, it stems from a more dynamic business environment, a positive in-store atmosphere, and a broader customer base.

Traditional suppliers would benefit from actively supporting newsagents in diversifying beyond the traditional shingle.

There is no doubt that transforming a traditional newsagency is hard work. Some do not embrace the opportunity because of concerns over costs. In my experience the costs are not great. The biggest challenge is making the decision to act as in doing this you have to leave tradition behind. There many who purchased newsagencies because of the ease of tradition.

The Path to Transformation

There’s no one-size-fits-all solution for success. Anyone claiming otherwise is mistaken. The first step is understanding your current position through data analysis. Next, develop a tailored plan and execute it with clarity, commitment, and by leveraging the experience of others.

newsXpress, a marketing group supporting newsagents, can assist in this process. We help newsagents navigate this transformation. For more information, contact Michael Elvey (not a salesperson, but a dedicated support team member) at help@newsxpress.com.au or 0400 331 055.

Sincerely,

Mark Fletcher
M | 0418 321 338
https://www.linkedin.com/in/mark-fletcher-tower/

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newsagency of the future

newsXpress launches exclusive $10M opportunity with a beloved Australian brand

My newsXpress newsagency marketing group has launched an exclusive product range opportunity to its members valued at more than $10 million to retailers in the group.

Bring supported by professional public relations and marketing teams with a focus on national, state and regional TV, radio and print media, this newsXpress exclusive is set to drive traffic to newsXpress stores listed in all the marketing.

To be in-store in a few months, newsXpress members have been fully briefed on the products and they are making arrangements to support the opportunity with value-add products to maximise the revenue from the program.

From what I can tell, this is the largest exclusive opportunity for newsagents in a marketing group in the history our channel. It has come about following over a year of work by the newsXpress team working the key stakeholders.

This program will attract new shoppers to the participating newsXpress businesses and the websites they operate.

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newsagency of the future

Here are 3 things you can do in your newsagency that will boost card sales

Growth in card sales is more up to you the retailer than it is up to the card company. This is a controversial view I know – retailers prefer to blame the card companies rather than themselves.

The best way to see if I am right is to make these 3 changes and see if they boost your card sales.

Pitch impulse purchase of cards. If all your cards are in your card department, you’re unlikely to be encouraging impulse purchase of cards.

Create a secondary placement of cards outside the card department, in a spinner or on a stand. Use something you make or source yourself so you 100% control what is on there. Place it near your main entrance. Change the cards every couple of weeks. Start with cards you love on there.

Place two or three cards at the counter. These need to be cards people will buy to have for when they might need them. Change these weekly.

Place two or three relevant cards with your gift displays.

Promote cards. Let people know what you have and why you are grateful to offer them.

Talk about cards you love on social media. One card per post. At least once a week you should have a social media post about cards.

In your front window create an attention-grabbing display promoting cards. Stop people as they walk past with a display unlike anything you’ve done before.

Run a card specific loyalty program. Buy 8 and get your 9th card free, or something along those lines. Keep it simple. Set a date. The goal is top get more people buying cards more often.

Now, here are a couple of additional moves you can make that absolutely will help increase card sales.

Ensure everyone in the shop knows how to put out new card stock and get them doing this when new stock arrives.

Place your own orders. Always have 100% control over what you do order and when. This ownership from the outset will have you more invested in card performance and that is at the core of growth in card sales.

Most of what I have listed here is NOT done by major card competitors of newsagents. Do these things and you differentiate your business and that helps you make more money from cards, for sure.

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Management tip

Now, if you haven’t planned 2025 for your newsagency business, here are some tips

I’m going to keep this simple and achievable. If you don’t have a plan for your newsagency for this year, do these things to get started, right away.

Find out what’s not working: the quietest hours of the day, stock that’s not selling, suppliers who are under performing. Your newsagency software can easily reveal these things to you, in seconds. These things provide you with your starting point, they provide you ToDo list.

What’s not working is stock you’re not selling, stock not sold whatsoever over the last, say, six months. List it and quit it. Getting a fraction of the cost is better that you getting nothing, which is what you’re experiencing today. Quit dead stock urgently.

Suppliers not performing are those shown to have stock that’s moving slowly or contributing the least to your grow profit. One you have the list, consider whether to quit the supplier or, maybe, to at least talk with them and explain the situation. Doing nothing with this information is not an option. Take action based on the evidence you have.

The quietest hours of the day are the most expensive in terms of labour cost. Look at your roster. Roster the business for profit over friendship. Or, figure out steps you can take to make those underperforming hours work better for you. Is there work on the business done in other times that can be moved to them?

These three moves are not a complete plan, they are not even part of a plan. The goal here is to give you thinks you can do today, action you can do today.

Action is what 2025 has to be about in every newsagency business. I think this has to be a year of urgency in our channel and we need to drive that urgency ourselves as no one else is likely to drive it for us.

Now before you say I am being melodramatic, the reality is that lottery purchases continue to migrate online, print media sales continue to decline, rents are increasing as are labour costs. These are known things. They alone are enough of a reason for us to see an urgency for us working on our businesses.

If you don’t have a plan for this year, use the steps here and, hopefully, while doing that opportunities for your own plan will come to you.

What you achieve in, with and from your newsagency in 2025 is 100% up to you. Success will come from change.

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Newsagency management

It’s 2025, what can the local Aussie newsagency expect for this year?

With the school year about to start and many now back at work after a summer break, we have an opportunity to turn our mind to 2025.

Hmm, if you’re starting to think about 2025 in your newsagency now, you are coming late to the party. For many, planning for 2025 was well under way six month ago. Never mind. Even late planning is better than no planning.

Let’s start by looking at what we think might happen in 2025 in the context of our Australian newsagency channel.

Newspaper sales will continue to decline. Newspapers will generate less traffic for your business. The financial contribution they make to your profit will fall. I expect over the counter newspaper sales to fall by between 10% and 12% this year.

Magazine sales will continue to fall. While magazines will generate less traffic, the decline will not be as much as newspapers depending on your approach to magazines. Newsagents with a strong commitment to special interest and niche category titles will have a good year. Those who focus only in the top 100 magazine titles will have a less good year. I expect overall magazine unit sales to decline by between 9% and 11% with the majority of that decline to come from the top 100 titles.

Stationery sales will be good, up, in newsagencies that gave a range tuned to local everyday needs as well as a focus on offering stationery for those who love stationery. This is an important distinction. People who buy stationery because they have to focus on convenience and function whereas those who buy stationery because they love it buy because they have found something not often seen elsewhere. Newsagency can play in both of ese spaces well, and thrive. I think stationery revenue can be up 10% if we put our mind to it.

Greeting card sales. As with stationery, people buy greeting cards for different reasons: obligation, guilt, expressing love, to be remembered in the future and because they like the look of a card. Newsagents who do the bare minimum and leave managing the card department to their card suppliers will have a flat year, maybe a decline – not because of the card company but because of the disinterest by the business owner in this vital category. Newsagents actively engaged with cards, those who pitch cards as an impulse purchase and those who understand and lean into the different reasons for buying cards, they will have a good year – I expect growth of 5% to 10% in card sales.

Gift sales. This is open land for harvesting, good land, fertile, ours for the taking – as long as we approach gifts as if this was the only category on which we could rely in our business. If we stock the kind of gifts a supplier says are perfect for a newsagency, the year won’t be so good. If we stock outside that quaint expectation and play outside what our businesses are known for, it could be a good year. I know newsagents expecting 25% growth in gift revenue this year, and more.

Online. This is the biggest opportunity for it’s us reaching people who will never set foot in our shop. In one of my own shops where our website is barely eight months old, we’ve already done $25,000 in online sales in 2025, with nothing spent on marketing. I know of a newsagent mature in online who has done $40,000 this year online. What we achieve is only constrained by our imagination. No, budget is not a factor, not from what I see.

2025 is a year of opportunity for our Australian newsagency channel. What we achieve is up to us. If we do nothing outside of what has been usual for us, we hold our business to the trajectory of 2024 and prior. If we change our approach, if we have a 90p degree turn, if we open some new does, if we fundamentally reset our shop with little consideration of what some expect of an Aussie newsagency, 2025 can be a year of terrific grow, wonderful profit and a feeling of achievement.

What have you got planned for 2025?

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Management tip

How AI tools in newsagency software are helping newsagents run more successful businesses

Since mid 2022, newsagency software had offered embedded AI tools to help newsagents in a range of ways. Tower Systems was first with this and continues to innovate with enhanced facilities that target saving time, enhancing decision making and revealing the unknown abut a business using the software.

Newsagents can choose whether they use the AI tools or not in their software. Here are some ways newsagents are using the AI tools in newsagency software already:

  • Discovering potential in-store theft.
  • Uncovering guaranteed sales opportunities from missed inventory purchases.
  • Knowing what stock to target that has sat unsold for too long.
  • Generating SEO tuned product descriptions.
  • Generating appealing and SEO tuned longer form product descriptions for online sales.
  • Capturing product images and other details without having to manually load these.

A key difference with the AI tools is that the retailer does not had to think, oh, I should go looking for this information. The AI tech., pushes the insights, the opportunities, cutting the time involved by the retailer. It presents the opportunity along with the data to back up the advice / recommendations.

Retailers are time poor and they don’t know what they don’t know. The AI tools never tire and they are always on and available with advice and insights.

I have seen retailers save hours each month. I’ve also seen some make thousands extra in sales as a result of leveraging the insights from the AI tools.

AI facilities are real and available for newsagents. They are a game changer. I say that based on what’s out there now. What’s coming in the next couple of weeks is a generational leap in AI tools for newsagents that will take the benefits to a whole new level. I have been playing with them and they are exciting.

Ai is not something to ignore, not something to think it’s in the future and not practical for today. Too many small business retailers are already making money using these AI tools. They are an opportunity for getting ahead faster, making more money, achieving more with less. It’s exciting.

The integration of AI within newsagency software signifies a pivotal shift in how retailers operate. By proactively identifying theft, uncovering hidden sales potential, and optimising inventory management, these tools empower newsagents to make data-driven decisions, enhance efficiency, and ultimately increase profitability.

The future of newsagency software promises a new era of automation, intelligence, and unprecedented success for retailers who embrace these transformative technologies.

These AI tools are key to the newsagency of the future.

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newsagency of the future

Vela APX Announces the Acquisition of Tower Systems

On November 1 last year, I sold my newsagency software company, Tower Systems, to Vela APX, a division of Vela Software Group and Constellation Software Inc (CSI). Fro that date, vela has been in full control of the business and, as Tower customers have experienced since, it’s business as usual: software updates are flowing, customer service is as accessible and helpful as it has always been, and I remain with the company, doing what I was doing.

I am grateful to the thousands of newsagents who have chosen Tower over the decades since 1981 when I started the company. This has been a good channel to me, one I hope to serve for many years to come.

Newsagents were the cornerstone of the Tower Systems business for many years and while the company today operates successfully in sixteen specialty retail markets, newsagents remains a marketplace of considerable value and importance.

As the company serving many more newsagents with its software (57 new newsagency customers in the last 12 months alone) than any other company, Tower appreciates the leadership role and leans into it with care and respect. In our Tower newsagency software there are facilities newsagents can leverage to expand the reach of their businesses, to make them more relevant in a changing marketplace.

2025 will be an exciting year in newsagency software. I say this knowing work already done over the last year and more that is soon to become available.

While the acquisition was finalised on November 1 last year and announced confidentially to Tower customers on that date, it could not be publicly announced until a range of tasks had been completed as required by the public company acquiring the business.

Now, here is the official announcement from Vela:

January 21st, 2024 – Melbourne, Australia – Vela APX, a division of Vela Software Group and Constellation Software Inc (CSI), is pleased to announce the formation of Tower Systems, following the acquisition of assets from Tower Systems International Pty Ltd. This acquisition strengthens Vela’s portfolio and enhances its capabilities across independent retail in Australia and New Zealand.

Tower Systems provides Australian-made and supported Point of Sale (POS) software designed specifically for independent and specialty retailers. With tailored solutions for sectors such as jewelers, garden centres, bike shops, pet stores, and more, Tower Systems empowers local businesses to streamline operations, enhance customer experiences, and grow sustainably. The company also offers integrated services such as eCommerce website development, inventory management, and accounting integrations, ensuring a comprehensive solution for retailers. Backed by a dedicated support team and decades of industry expertise, Tower Systems is a trusted partner for small businesses across Australia and New Zealand.

Mark Fletcher, founder of Tower Systems commented: “I am grateful to have found a happy and strong home for the Tower Systems community of team members and customers and to have done this at a time of my choosing. I am also thankful for the opportunity to continue to serve the business as it evolves in its service of local independent small businesses. Our mission remains: to help local indie retailers thrive.”

Gavin Williams, General Manager of Tower Systems, expressed excitement about joining the Vela Software Group, “We’re excited to join the Vela Software Group, a move that builds on the dedication and talent of our team. This partnership will help us grow, innovate, and continue providing practical solutions that make a real difference for the Retail businesses we are proud to serve.”

Mark Schmutter, Group Director at Vela APX, echoed this sentiment in saying “We are thrilled to welcome Gavin, Mark and the Tower Systems team to the Vela Group. Their expertise in providing real solutions for independent retailers helps to strengthen our position in these markets both in Australia/New Zealand and with our other business unit servicing similar customers in the UK. Tower’s agility, innovation and flexibility, combined with Vela’s network of expertise and resources, will allow them to thrive and continue evolving with their customers.”

This acquisition reinforces Vela’s “connected autonomy” model, providing Tower Systems with the agility to innovate while benefiting from the broader support and resources available within the Vela Group.

For more information on Tower Systems and Vela APX, please visit velaapx.com or contact us at vela_m&a@velaapx.com.

For those interested, here’s what I shared on Facebook today about this:

Tower Systems, a company I founded in February 1981 ( originally as Fletcher DP Services – what a name!), was sold in November 2024 to a subsidiary of a Canadian public company (Constellation Software). I’d been approached many times over the years, but this time felt right, even though selling wasn’t easy.

It was better to place the company, its team, and its customers in good hands now than to risk needing to find a buyer under different circumstances later.

I am grateful to the many who have been part of the Tower team over the years, both those who stayed for decades and those who passed through. This eclectic mix made our work uncommonly interesting, fun, and valuable.

Having my daughter Laura in the business was a joy. Her counsel and support over the last few years and especially the last few months as I approached the decision to sell has been invaluable.

In 2009, the company had a near-death experience, nearly being wiped out. I lost everything I thought I had. The following 14 years have been our best, a testament to the crew from those years, many of whom are still with the company today. We got through it by taking things one step at a time, and by realising who cared.

It’s been an odd time since the sale on November 1, 2024, finding memories of the first days filtering up along with other memories of embarrassment, excitement and joy. I am also reminded of opening the envelope in December 1973 to read my high school results, discovering I had failed. While school is important, the number you are given is not necessarily a measure of your capabilities.

My first job ever, four years with the CSIRO, is what set me on a path in computing and having worked in a newsagency while at High School taught me about business. The two experiences were at the heart of starting Tower in 1981.

I’ll stay on with Tower Systems for two years. I still have, and love, the newsXpress business that serves 200 awesome local Aussie newsagency businesses as well as the associated websites: www.mintcoinshop.com.au, www.myornaments.com.au and www.hugsandlove.com.au.

In the meantime, a short play I wrote, Shirley, is being produced next month for the first time ever – in Chapala, Mexico of all places, by Bravo Theatre (https://thebravo.org).

28 likes
Newsagency management

Plenty of takeaways from the National Retail Federation Big Show in New York

I am grateful for the opportunity to spend four days last week attending the NRF Big Show in New York, the largest retail / tech conference and trade show in the world.

While this was predominantly a big business focussed event, there was plenty offered that was independent and small business relevant. I’ll share more detail of that in the businesses in which I serve over the next few weeks. Here are some overall comments abut this terrific event.

The NRF Big Show 2025, organised by the National Retail Federation, attracted around 40,000 attendees and featured around 450 speakers across 200 sessions. The trade show hosted around 1,000 companies. It was a conference and trade show about tech in retail, for retailers.

This year’s theme, “Game Changer,” highlighted the pressing challenges and transformations within retail and urgent need for innovation and adaptability in a rapidly evolving landscape.

Artificial Intelligence (AI) was the hot topic in presentations and on vendor stands. Only a few companies on the trade show flow did not include AI in their key pitch. From the small and niche to the large, AI was the headline. Those without it felt out of date.

The question for Aussie newsagents has to be: how are you using AI to your advantage today?  There are plenty of opportunities already, opportunities that are proven and that you can trust.

AI driven inventory management was an often-covered topic. I sat in sessions on several different businesses (Dicks Sporting Goods, GAP clothing, Freedom Furniture (Australia), Men’s Warehouse, Academy Sports & Outdoors and more.

They covered how AI tools helped them cut inventory management labour costs, improve stock turn, make beneficial dynamic pricing decisions, have less out of stocks and increase sales by giving in-store associates easy access to information.

I had a retailer badge for the show and engaged often through a retailer lens. Here are retailer specific takeaways from my notes:

  • Change is faster than ever.
  • Retail staff need easier access to decision support tools.
  • Most shops don’t need a back office.
  • We should be able to cut inventory by 25% and achieve double-digit sales growth.
  • What you can sell should not be restricted by your type of business.
  • More suppliers are going direct.

This conference and trade show is unlike anything you’d see in Australia. The sheer size brought to the floor businesses and discussions we’ll not see or hear here for a long time. This is where I found opportunity for myself and those I serve.

On AI in running a newsagency business: it’s here, available now and has been for a couple of years. If you’re not using it, you’re falling behind, you’re less competitive.

Now, to round out this brief note, here are a few of the 200 photos I took:

12 likes
Newsagency management

More newsagents add websites in pursuit of online sales

More newsagents have launched websites to reach new shoppers. They have used Tower Systems to create the POS software connected websites. Here are some of the new websites connected with newsagency businesses:

What you’ll notice is that none of these present as newsagency businesses online. This is a conscious decision, made to attract shoppers based on purchase intent rather than shingle preference.

Being online is more critical than ever. It is the best way to attract new shoppers, leverage existing inventory, retail space and labour as well as top plot a fresh and profitable path forward for the business.

Tower Systems has team of skilled Shopify web developers, all working from in Victoria. This matters since many web developers actually outsource development to offshore businesses.

Tower offers a one stop shop service whereby we offer specialty retail POS software and beautiful Shopify websites connected to this POS software. The connection is safe, fast and seamless. The Shopify websites we develop are made specifically for each retailer customer, to their needs, meeting their requirements, populated with data that is collated through the integrated POS software.

Being a Shopify website developer and a POS software developer in the one business and being Australian based business positions Tower well to serve the needs of local Australian retailers. Being so engaged with the newsagency channel is a reason Tower has helped so many newsagents attract new shoppers through their websites.

The Tower Systems Shopify website development for small business retailers is done on a fixed price basis.

By embracing e-commerce and leveraging Tower Systems’ newsagency and web development expertise, newsagents can unlock a world of new opportunities. From seamless website integration to a focus on targeted customer acquisition, Tower Systems empowers newsagents to thrive in the digital age. Isn’t it time your newsagency joined the growing number of successful online retailers? Contact Tower Systems today and let them help you chart your course to a prosperous future.

Take a look at the websites we have listed here. They are for newsagency businesses. They are unique, fresh, engaging and relevant. They put a fresh face on these newsagency businesses, and that’s vital in 2025.

9 likes
newsagency of the future

Are newsagents dying?

Are newsagents dying? No, newsagents are not dying. Australia has somewhere around 2,500 newsagency shops and while some have closed in recent years, the size of the Australian newsagency network is strong, good, and healthy.

I am writing about this today because I see people asking Google and elsewhere Are newsagents dying? I figured publishing an answer would be helpful.

Newsagents are changing. Many do not look like a newsagency any more. They offer non newsagency traditional products and services like high end gifts, clothing, camping goods, pet supplies, books, baby clothes, coffee and more.

Smart Aussie newsagents saw the decline in the sale of print media and the migration of some products like lotteries to online and evolved. I know of newsagents today making two thirds of their revenue selling items you’d not have seen in a newsagency a few years ago. Are newsagents dying? No, not at all. Engaged newsagents are thriving and loving serving their local community.

Less smart newsagents continued to run traditional newsagency businesses. These tend to be the ones closing.

Here’s evidence that newsagencies are not dying: Aussie newsagents sell close to half all magazines sold in shops, a third of all greeting cards sold in shops and a growing percentage of gifts sold in shops and a decent chunk of stationery. Add to this the growing value of categories relatively new to the channel and online sales to Australian newsagencies. I know of newsagents doing hundreds of thousands of dollars a year in sales online.

In regional and rural Australia especially the Aussie newsagency is not dying as these businesses evolve to be more than the newsagency you might remember from the 1980s or before. Today these newsagencies are coffee shops, toy shops, gifts shops, bookshops and fashion shops. These Aussie newsagencies in regional and rural Australia are vital retail in town. Are newsagents dying? No, not at all.

While the local Aussie newsagency offers familiar categories like stationery, cards, magazines, papers and even lotteries, it’s the new areas that new shoppers are coming to see: collectible coins, collector cards, higher end gifts, unique games, locally made personal care and grooming products, the latest books and tasty coffee.

Just because a business identifies as a newsagency it does not mean they identify as what you think a newsagency is. The local Aussie newsagency today could be a shop offering anything at all. The name, or the shingle, is less relevant than ever.

Are newsagents dying? No. More proof of this is the number of new newsagencies opening. At Tower Systems, the supply of software to more newsagents than any other software company, new newsagency openings in the last year have been strong. These are new rooftops.

The local Australian newsagency is not dying. It’s changing is all, and these changes are good, they help sustain bountiful life for the local Aussie newsagency.

The modern newsagency is a vibrant shop in its local community and attracting plenty of shoppers from out of town, evolving to meet the changing needs and desires of their customers near and far. They’ve become destinations for unique finds, from quirky gifts and stylish clothing to locally crafted goods and delicious coffee. This diversification not only ensures their survival but also enriches the local retail landscape, offering residents a convenient and engaging shopping experience.

Are newsagents dying? No, they have a bright future.

I’ve been working with newsagents as a supplier since 1981 and as a newsagent myself since 1996. Sure there has been change and some closures. Bigger than these things is the changes delivered by newsagents themselves. They embrace change and everyday demonstrate a resilience for which they can feel proud.

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newsagency of the future

The biggest risk to any independent retail business in 2025 is sitting still.

This year local independent retail businesses, like Aussie newsagents, face a confluence of challenges that further threaten traditional business models and viability. These challenges stem from economic pressures, evolving consumer behaviour, rapid technological advancements, and a complex regulatory environment.

There are the ramifications of post-pandemic economic recovery, characterised by persistent inflation and rising costs, which have led to diminished consumer spending power and declining sales in discretionary items such as printed media and gifts.

Newsagents with lotteries have the challenge of the migration to online purchase as well as the ever present supplier challenges (outside of WA).

The ongoing shift towards digital news consumption continues to erode the market share of physical newsagents, compelling many already to have reconsidered their operational strategies in order to remain relevant. This will continue in 2025, at a faster pace.

Regional disparities amplify these challenges, with newsagents in economically robust areas faring better than those in regions with high insolvency rates, particularly on the East Coast of Australia.

Smart newsagents have diversified their offerings, including online services and specialty non-traditional products, to mitigate the impacts of declining revenue from traditional sources. The industry has already witnessed a reduction in the number of newsagents, this will continue in 2025.

With labour and retail occupancy costs set to rise by 5% this year, newsagents are having to find ways to achieve more from existing resources. This brings us back to the importance of diversification and the importance of online. I have seen online add 10% and more in revenue to a retail business. I have seen newsagents diversify and add 20% of revenue.

Diversification and online are the top focuses retail newsagents need to have in 2025, even those who are online already and those who have dioversified already.

What you did last year is not enough for 2025.

The biggest risk to any independent retail business in 2025 is sitting still.

Despite these hurdles, the industry presents opportunities for adaptation and growth. Newsagents can leverage a predicted recovery in consumer confidence to enhance customer relationships and service offerings in 2025. By embracing technology, bringing in shoppers for what you’ve not been known for previously and aligning with changing consumer values—such as the demand for local products and sustainability—Aussie newsagents may find pathways to not only survive but thrive in an increasingly competitive market.

What happens in your business this year is up to you.

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newsagency of the future

Happy New Year

Happy New Year. Thanks for stopping by.

2024 has been a year of resilience and adaptation. While headlines focused on the cost of living, my experience (and that of many other retailers) tells a different story. Consumers are prioritising experiences that bring them joy, and that’s showing in our channel. Sales of puzzles, games, and collectibles are strong, growing, as people seek entertainment at home. The rise of online shopping has also been a boon for Aussie newsagents. We’ve seen fantastic growth in online revenue, with some newsagents adding over $150,000 this year.

If your newsagency isn’t experiencing this same success, you’re not alone! There are many resources available to help.

The Aussie newsagency community is here to support you.  Reach out to me at mark@newsxpress.com.au and let’s chat about your business and what you’d like to achieve.

Have an awesome 2025!

3 likes
newsagency of the future

AI tech is moving at a rapid pace – there are opportunities for newsagents

Okay, the background is not ideal and the voice is not as natural as I’d like BUT AI generated videos and scripts have come a long way in the last few months. This lady loves cards and newsagencies.


I’m not planning on using the video publicly except here. I am sharing it to show what can be created in a couple of minutes using the latest in AI video generation. This AI world is evolving rapidly, at a pace faster than even AI experts predicted a few months ago.

There are many ways in which AI will play into opportunities for small business retailers, like newsagents. In the Tower software, for example, several AI options were released two years ago to help newsagents create better product descriptions faster.

AI-generated videos can reduce the need for professional videographers and editors, saving significant costs. AI can compile and showcase customer reviews in video format. AI can quickly produce eye-catching video ads for special occasions and promotions.

Recent advancements in AI video generation have been nothing short of revolutionary. Models like RunwayML Heygen and Stable Diffusion have pushed the boundaries of what’s possible, enabling users to create stunningly realistic videos from simple text prompts or even existing images.

One of the most exciting developments is the ability to animate still images, bringing them to life with fluid and natural movements. This has opened up new possibilities for creative expression, allowing artists and designers to animate their artwork in ways that were previously unimaginable. I made a video with a photo of me and was shocked at what it could create from one still image.

Another significant breakthrough is the emergence of AI-powered video editing tools. These tools can automatically identify and remove unwanted objects from videos, enhance video quality, and even generate entirely new video content based on existing footage.

Now, in all of this, there are opportunities for local small business retailers to not use AI and be genuinely human, to be real. The challenge is that this new AI tech will flood platforms with content, making your human content harder to notice.

The skill to consider developing right now is smart promoting iof AI tools so that the content generated for you is from part of you and reflects you in one way or another, a part of you that speaks to the message of your business.

5 likes
newsagency of the future

How a no-frills POS software connected Shopify website has added $4,000 a week to my newsagency in the last 4 weeks

A few months ago, I embarked on a small experiment: building a website for a local suburban Melbourne shop, my newsXpress Mount Waverley shop,  on a tight budget and following the advice I give to other retailers.

The goal was to test the waters: to see what could be achieved with minimal investment, to see if the advice provided, when followed, is financially valuable.

Starting with a modest product range, the website quickly began generating sales. As I discuss in this video, which was shot late last week, in the seven weeks to filming, this simple online store has raked in over $18,000 without any additional marketing spend or inventory investment.

In the last week sales have surged further, the website has delivered over $5,000 in revenue in seven days. Not one sale has been to an existing customer. On top of this, the website has driven excellent growth in in-store shopper visitors: they find the product on line, find out where we are, and they shop in-store.

This video takes you behind the scenes on what we have been able to do through the Hugs and Love website integration with our Tower Systems newsagency POS software into the Shopify website.

The Hugs and Love website (www.hugsandlove.com.au) is a prime example of how seamlessly integrating Tower Systems POS software with Shopify can streamline online sales and fulfilment processes for local businesses. This powerful combination allows businesses to efficiently manage their inventory, process orders, and fulfil purchases both in-store and online. By leveraging the strength of these two platforms, local shops can:

  • Expand their reach: Attract new customers and increase sales beyond their physical storefront.
  • Simplify operations: Streamline inventory management and order processing, saving time and reducing errors.
  • Enhance customer experience: Offer a convenient and efficient online shopping experience.

The experience with this website has been valuable in helping us see what is possible in the shop.

I am always telling retailers who are creating their first website to launch early and launch often. Where we started with Hugs and Love in terms of products is different to where we are at today. We quickly discovered opportunities, and we leaned (hard) into them. This has been a key factor in making money. It has also provided a runway into 2025.

I see newsagents, and other retailers, make mistakes with their websites, big mistakes, expensive mistakes. Keeping it simple and developing on a frugal budget is best. Having as much control yourself as possible is key too. 

The most important advice that the Hugs and Love experience has reinforced is that a good website is a good plan B. It provides you opportunities outside of the shop you know, in case you want an option away from the shop.

Now, here’s the pitch: what I’ve done with www.hugsandlove.com.au is bring together the newsXpress retail experience and the Tower Systems newsagency software experience to create a solution that could work in any newsagency regardless of location or size. As I said, it’s a pitch. It’s also an explanation of how you can make money: take the Tower tech, the newsXpress expertise, a frugal budget and some of your time and you can achieve a return on investment that is likely to be better than the return you are getting from your shop today.

When we consider the newsagency of the future, one option is that it is this, it is playing away from the boundaries of your four walls and the expectations and restrictions of the newsagency shingle. It is about harvesting shoppers far away from your business, learning form the data they share and turbocharging your business growth with almost no additional capex, labour investment or space investment – delivering bonus net profit to your bottom line.

I’d be happy to talk one on one with any newsagent on this 0418 321 338 or mark@towersystems.com.au) , to take you further behind the scenes or to verify any of the information I have provided here.

12 likes
Newsagency management

Unfair treatment of small business retailers by shopping centre landlords in Australia and how you could help

I have been assisting a newsagent over the last two weeks in their lease negotiations. Their landlord, a well-known national business, is insisting on an annual rental increase of CPI + 2% and a similar increase on their mandatory marketing fund contribution. For this particular landlord the increase being sought in new lease agreements is more than in recent years – a consequence of the Covid years I suspect.

The landlord refuses to consider that a significant portion of what is sold in a newsagency, even a newsagency that has transformed from the traditional, comes from products over which the retailer has little or no control on the sale price. Indeed, plenty of products in any Australian newsagency have experiences price suppression over the last five years, making newsagents worse off in real terms.

While the person representing the landlord locally appears to have no wriggle room on the annual increase, they have some capacity on the base rent. It’s not enough though to make this tenancy viable from my perspective, especially when you take on board the restrictions in the lease permitted use clause.

Through the retailer, I have provided the landlord with comprehensive data on product price history to support the request for a fairer approach to the annual rental increase as well as evidence of a typical ‘newsagency’ today to expand what is covered in the permitted use clause. They appear to be unswayed by the evidence presented.

Talking about the situation with a leasing consultant last last week, they commented that they, too, had noticed a toughening of position by several major national landlords in their negotiations with small business retailers.

I mention this today to people who stop by here, newsagents, suppliers and landlords, to encourage them to understand the pressure newsagents, especially those in major shopping centres, are under.

I ask that suppliers consider this when setting your product prices and determining the gross profit your wholesale model permits for retailers. Your decisions impact the capacity of newsagents to pay the lease cost hikes set by landlords.

I ask that landlords treat newsagents differently to other retailers who do have more control over their priced. Plenty of suppliers will back up what I have shared here.

I ask that newsagents actively consider the value of being in a major shopping centre. The value has diminished over the years. Better opportunities outside exist in many situations. If you are not happy with a lease, don’t sign it. If you have any concerns whatsoever about your capacity to fulfil the obligations of the lease, don’t sign it. If your lawyer on reviewing the lease recommends against it, don’t sign it. There are many other options.

With overheads (insurance, power etc.) up by 10% and more and the retail award expected to increase close to 5% again this year, newsagents are having to increase their sales by more than 5% and increase their overall business gross profit by one or two points to not fall behind let alone move ahead.

In my work with the newsXpress group of 200 newsagents, the key focus right now is about:

  1. Maximising the gross profit on every item over which they have price control.
  2. Maximising shopper visit efficiency (from a deeper basket each visit).
  3. Maximising shopper value: bringing the shopper back sooner.
  4. Maximising stock turn and thereby maximising return on inventory investment.
  5. Maximising return on labour spend: by working on operational efficiency.

Back in the day, when our channel was a government protected monopoly, these things did not matter. Opening the shop door in the morning was all we needed to do to thrive. There was plenty of business to cover parts of the business that were not performing well.

Today in newsagency businesses, every supplier, every product, every staff member must perform. There is no slack to cover failure. (Suppliers take note.)

Also today, newsagents must play further afield, further away from what has been traditional for newsagents. Fashion, coffee, greenlife, licenced product and online are all areas of tight focus for our community. We especially like exploring products people might never consider offering in a newsagency.

It’s hard work every day. It’s what we signed up for, all of us in retail and in this channel.

21 likes
Magazine subscriptions

Ditch the notion of the newsagency as a hub of the local community, warm fuzzies don’t put money in your bank account

It’s nice talking about the local Aussie newsagency as a hub in the local community. It warms the heart. Aww.

I can’t think of a community hub that is commercially successful, and commercial success matters since owning a newsagency is a commercial pursuit above a community activity.

Profit matters, every day. Profit is what pays people, pays off your loan(s), pays suppliers, puts food on your table, educates your kids and gives you a nest egg for future happiness and comfort.

A community hub is likely not as focussed on profit as those who rely on your business might like.

The newsagency as a community hub spin is put about in the media and at some newsagency channel functions because it is an easily understood feel good. It’s not practical tho. In fact, I think pitching the local Aussie newsagency as a community hub is ignorant and lazy. In recent months I have heard a few people who are not newsagents themselves make the pitch, because they want the feel good story some in the media unquestioningly publish.

I heard a supplier representative make the community hub pitch – a supplier that sets newsagent margin way too low and themselves not respecting what we bring to the table.

I heard a representative of an association talk up newsagents as a hub of the community when asked about the future of the Australian newsagency. They had nothing else to offer other than the cliche.

Our channel deserves better than this.

The best local Aussie newsagency is one focussed on profitability, a business with a plan for growth in new shoppers, deeper baskets and above average gross profit percentage. It’s a commercial business that puts the needs of the business and those who rely on it ahead of any local community needs.

Now, none of this suggests you should not be engaged with your local community. Of course you should be engaged. But, community engagement is not your reason for being in business. You’re in business for the financial reward, as everyone who relies on your business for income will / should want.

The type of community engagement that could work is hosting a community noticeboard, supporting local community organisations and being seen out in the community.

One type of community engagement that I think is a waste of time and money is being the retailer of last resort by stocking items that no one else in town carries. The only stock you should carry is that which is profitable for you to carry. Another type of community service that I think is a waste is opening for more hours than is commercially sensible.

Every decision you make in and for your retail business should be in pursuit of maximising the profitability of the business as that profitability is the foundation of the value derive from the business each day and when you decide to sell. Seeing your business as a community hub first and foremost most likely denies you the opportunity if maximising profit.

16 likes
newsagency of the future

Overthinking a website for your retail business can be a mistake, and here’s why

Here’s a quick video I did yesterday morning showing why it’s wrong to overthink your website when planning for it. I see too many retailers, including newsagents, overthink their website, wanting everything to be perfect, thinking they know exactly what people will buy.

We created www.hugsandlove.com.au for one of my own shops in suburban Melbourne. It took less than two weeks to go from idea to being live. We’ve spent nothing on marketing and we have quadrupled the product range since launch. We have been deliberately frugal in our investment in the website and lazy in terms of chasing sales – to show others what they could achieve even being time poor.

Also, we did not add any tech skills to the business to make the website happen.

In this video I step you through some of the transactions and explain how seeing these helped us evolve the website. I hope some find it useful.

How you approach creating and running a website for your shop is 100% up to you. This video is my experience for this website and this shop. It’s one of ten websites we have created over the years for my shops. Again, the goal was to mirror something any newsagent could do.

We are at a point in retail where having a website for your business is as essential as having a fax machine was decades ago – every business had one.

As I note in the video, this quick and dirty website of ours for this suburban shop will add $50,000 in retail sales in the first year. I can see that doubling the next year with small effort. $50,000 in sales is close to $25,000 in GP, for no additional labour or retail space overhead. That’s good for business. Double it and you’re at $50,000 hitting the bottom line profit of the business.

These results are coming from shoppers the business cannot easily reach by opening the front door of the shop. Every retailer would be happy for this type of growth on top of what the physical shop is achieving.

I know of newsagents doing hundreds of thousands of dollars a year online. This is the financial opportunity anyone can chase. It starts with your first website and leaning into what it shows you.

11 likes
Newsagency management

If you are considering a website for your newsagency

I am hosting a free workshop on Zoom for anyone considering a website for their business. We’ll explore keyword data and what it means for website traffic generation. We’ll also look at different websites newsagents have for their business. Anyone is welcome. It’s not a sales pitch, nor is it newsagency software specific. Information shared will be useful for you to action right away. I will also cover some of my 0wn website failures and what they taught me.

Here’s the link to join in: https://us06web.zoom.us/j/84836347652?pwd=ZYjW3LdaBg1MjLC9bL5YcWUfPGEabX.1 Meeting ID: 848 3634 7652 Passcode: 633738

6 likes
newsagency of the future
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