Tag Archives: Market News

Government officials took time off from Brexit negotiations last month to launch two crucial initiatives: A ‘traffic light’ scheme from DEFRA proposing retailers add red, amber or green labels to show if their packaging is recyclable. And a ‘calorie cap’ recommendation to limit the size of takeaway pizzas. A pleasant change to worrying about Brexit no doubt but rather missing the point – the need to reduce consumption. Curbing the volume of unnecessary packaging and banning double sausage and egg McMuffins would be a start. Quite how HMG would implement these proposals is not clear. Maybe Brexit will provide an answer.

The LADS must be doing something right.

Meanwhile the quarterly results for the LADS (Limited Assortment Discounters i.e. Aldi and Lidl) show they continue to bite chunks out of the ‘Big Four’ supermarkets. Lidl boosted sales by 10% and Aldi by 15%, partly from new store openings and partly from own-label product lines. The Co-op also did well with turnover up 7%. By comparison Asda and Morrison increased sales by 2.4% but Tesco only managed 0.9% and Sainsbury 0.6%. The LADS must be doing something right.

Variety is the spice of life.

Retail analysts have pointed fingers at the oversupply of supermarket space by the Big Four, problems with suppliers and poor variety. Reducing product lines to reduce prices has been adopted by Tesco to compete with the LADS but I think they’re missing the point. Variety is the spice of life. It‘s what makes a Market successful.

Morrisons offers the best variety in the UK

My holiday comparison between Aldi and Intermarche (France) and Morrisons and Tesco (UK) was an eyeopener. OK, the prices are higher in the EU thanks to exchange rates but the sheer variety on offer in France is far wider. Morrisons offers the best variety in the UK and their sales confirm as much but Intermarche simply crams more product lines into the same floor space.

Note for Market Managers – Variety attracts footfall.

A pallet of engine oil at the end of an Aldi aisle might seem odd but expectation of a ‘Managers offer’ or an ‘own-brand special’ attracts footfall. Maybe it’s time for you to stooge around the competition and offer seasonal specials.

Note for Market Stallholders – Look at refreshing your offer on a regular basis.

In direct response to the challenge of the LADS Tesco launched ‘Jack’s’ last month – it’s new brand of discount store. It used a mothballed store development in Chatteris to offer limited range, no frills displays, short -term discounts and an emphasis on British suppliers. ‘The cheapest in town’ said Lawrence Harvey, retail director of Jack’s – but only locally, not nationally. My suspicion is this is not going to cut it with an Aldi or Lidl shopper who enjoys cheap (if oddly-named) chocolate across the UK.

Retail analysts have reminded everyone of Sainsbury’s Danish experience

Retail analysts have reminded everyone of Sainsbury’s Danish experience. It dipped a toe in the discount pool four years ago when it partnered with Dansk Supermarket Group to bring discounter Netto to the UK in a £25m partnership. It trialled 16 stores at discounted prices but folded the partnership two years later because of an ‘increasingly competitive market’

Do you go for high-volume ‘pile it high, sell it cheap’ sales

And therein lies the dilemma for many Market businesses. Do you go for high-volume ‘pile it high, sell it cheap’ sales with a limited variety you can buy cheaply in bulk, or do you push high-margin niche products for which you have specialist knowledge? My money is on the latter.

Checkouts will soon verify age using facial recognition technology

Finally, those of us fortunate enough to still enjoy youthful good looks will be relieved to learn checkouts will soon verify age using facial recognition technology. ‘Fastlane’ self-service checkout manufacturer NCR has announced a partnership with software company YOTI to integrate a camera and age assessment technology into self-service tills.

No longer will we need to answer tedious questions and produce proof of age when buying age-restricted goods such as booze, fags, knives, fireworks, X-rated DVD’s etc.

Waiting for age approval at self-checkouts is a source of frustration

Robin Tombs, chief executive of Yoti, said: ‘Waiting for age approval at self-checkouts is a source of frustration for many shoppers who just want to get home as quickly as possible. It’s a simple process that helps retailers meet the requirements of regulators worldwide’.

Hmmm… NCR did not confirm whether their tills will breathalyse the shopper to determine if he/she is already plastered (selling to them would also be an offence) or whether it will remove the security tag on your bottle of gin.

Facial recognition

In retail today we take many things for granted and forget someone had to invent them.  Machine-readable barcodes – the basis of stock control and EPOS – were the brainchild of Alan Haberman in the 1970’s but 40 years before then the late Sylvan Goldman, owner of ‘Humpty Dumpty’ grocery stores in Oklahoma invented the ‘greatest ever development in the history of merchandising’ – the shopping trolley.

Until the 1930’s grocery stores had always been ‘serve-over’

The USA has always been a consumer-driven society eager to embrace new ideas. Until the 1930’s grocery stores had always been ‘serve-over’ and the issuing of self-serve baskets to reduce staff costs was relatively new. Goldman had a lightbulb moment when he realised self-serve sales could be doubled with ‘Trolley-carriers’ to overcome the weight of a basket.

Shopping trolleys were a flop when introduced in 1937.

In a later TV interview Goldman recorded how Shoppers resisted the idea. Women said: ‘I’ve pushed enough baby carriages. I don’t want to push any more’ whilst Men said ‘Are you saying I’m a wimp? Do you think I can’t carry a pesky little basket?’ – or something like that. Shopping trolleys were a flop when he introduced them in 1937.

The design evolved from two loose baskets in a folding, wheeled frame

But he had the strength of his convictions. He spent a small fortune on newspaper and radio advertising to make them fashionable and hired attractive young girls to walk around pushing his new invention. Staff were trained to spot people struggling with baskets and to place them in his wheeled carrier frame – which also carried a second basket so they could carry on shopping. The design evolved from two loose baskets in a folding, wheeled frame into todays single large-capacity fixed basket in a stackable frame. And trolleys in the USA are BIG – about half as big again as those in the UK.

Goldman also experimented with less-successful techniques

Goldman also experimented with less-successful techniques.He tried to emulate Henry Ford and attached baskets to a track along which customers shuffled collecting produce as they went. But that was a stinker. When anyone stopped to read a product label everyone else stopped. Oh well, back to the drawing board….

Goldman tried to understand Shopper psychology, kept experimenting and wasn’t frightened of change

The point is that Goldman tried to understand Shopper psychology, kept experimenting and wasn’t frightened of change. He persisted and soon overcame Shoppers’ reluctance and patent his idea before dying as a very wealthy man indeed. The Yanks are good at innovation.

Todays big retailers are still looking for a lightbulb moment but I’m sorry to say few Markets match them

Todays big retailers are still looking for a lightbulb moment but I’m sorry to say few Markets match them. Take product lighting for instance. A whole industry has evolved around product lighting – different wavelengths and different focusses for different products: meat, fish, vegetables, fabrics and jewellery. And it works – well-designed lighting increases sales by about 25%. A Draper no longer needs to take a Customer outside to show them his sample – specialist lighting brings daylight into the stall. Nowadays product-specific lighting is cheaper than ever. The exposed fluorescent tubes of many Markets should be history.

Unintended ‘impulse purchases’ are driven by lighting and presentation

Research has confirmed a well-lit and laid-out shop convinces Shoppers to buy 50% more than they intended when they walked in. Unintended ‘impulse purchases’ are driven by lighting and presentation and Supermarkets ensure the most alluring sensations – flowers and produce – stand at the front in a ‘decompression’ zone to relax Shoppers as they arrive. The basics – dairy produce and bakery – are positioned at the back to draw shoppers past the shelves and many US stores employ friendly ‘greeters’ to open the door and say Hello. It may sound a bit naff to us Brits but one of the most successful Stallholders I know does the same. He simply stands out in front of his stall in a nice fresh uniform and says Hello to Dan and Doris. They love him.

ASB on private premises is a civil not a criminal offence

A friend recently introduced me to a Superstore manager relaxing in our local after a hard day at the checkout. He complained about the early-morning task of evicting rough sleepers from shopping trolley shelters in his carpark. In bad weather they are a cosy alternative to a draughty doorway with the added bonus of skip diving for food in his waste bins. I was sympathetic. Market Hall entrances seem to attract similar ASB (anti-social behaviour) despite deterrents such as ‘Mosquito’ ultrasonic transmitters (audible only to under-25’s) and ceiling-mounted sprinkler bars which discharge after closing hours. I’m told both are reasonably effective and a lot cheaper than a security guard. But as a Landlord don’t expect any help from PC 49. ASB on private premises is a civil not a criminal offence and when Landlords do take action they can expect complaints about infringing peoples human rights. Hmmmm…..

Shopping trolleys are more germ-laden than well-used public conveniences

My Superstore manager’s problem is staff morale – confrontations and clearing cardboard and other errrr…remains left behind in smelly corners. To cap it all his Company Health & Safety Manager now quoted research confirming shopping trolleys are more germ-laden than well-used public conveniences. Research commissioned by the ‘bag-for-life’ company Reusethisbag and a separate study by the University Hospital of Marburg, Germany (no less) suggests trolleys host several hundred times more E Coli and Salmonella than a well-used WC. Think about that the next time you see a child chewing on the trolley handle. Cash machines and self-service fridge doors have the same problem. And you don’t want to know about the grab handles in a London Underground carriage.

There are Companies which rock up with a highly-visible ‘trolleywash’ unit, sterilise the trolleys and sanitise the shelters at the same time

But of course someone in the USA quickly spotted the business opportunity. There are Companies which rock up with a highly-visible ‘trolleywash’ unit, sterilise the trolleys and sanitise the shelters at the same time. Customers love ‘em. It’s one less thing they’d never thought about and now it’s one less thing to worry about.  My Supermarket friend suggested this to HQ but was told the cost would come out of his bonus. Instead he slips a few bob to his Carpark Carwash blokes and they do it for him instead. Good thinking.

 

car wash

Epsom Ladies day, 1stJune was extra scary this year. The usual scrummage of hats and high heels at the bars turned nasty when the Visa credit card system crashed. A lot of ladies were less than impressed and bar staff had to be rescued by security.

It came as an unwelcome wake-up call for many retailers

The problem was Europewide according to Visa which blamed a hardware failure rather than a Russian cyber-attack. The problem was not the Ladies or the Merchant accounts but a Visa computer which fell over and could not send back authorisations. Visa had it sorted by Saturday lunchtime but it came as an unwelcome wake-up call for many retailers. The vast majority of high-value sales are electronic, either in-store or online but few seemed to have an in-store backup plan, apart from cash. Forlorn staff standing outside a store waving ‘Cash only’ placards does not inspire Consumer loyalty. Long delays built up at the Severn Bridge toll and the London Congestion Charge system ground to a halt. It all came as a unpleasant surprise and warning of just how vulnerable Consumers are in a cashless society. My enterprising garage owner rose to the challenge. He dug around in his storeroom and emerged with a big smile and a ‘Click Clack’card voucher machine.

Markets are – somewhat reluctantly – embracing EFT (Electronic Funds Transfer)

Markets are – somewhat reluctantly – embracing EFT (Electronic Funds Transfer) i.e. credit and debit cards but they have a long way to go to match mainstream retailers. Visa failure meant queues quickly built up at ATM’s, some of which also failed so if you already take plastic or plan to do so (recommended) this may be the time to consider a backup plan for your hardwired terminal. I was surprised so few High Street retailers could offer an alternative. I-Zettle, Square, Google Pay, Paypal or Apple Pay are all options instead of cash. They could be worth investigating – there are plenty of options at increasingly-competitive rates. Some also incorporate the £30 contactless service.

Where have all the Bank branches gone?

A second problem faced retailers on Monday morning – how to pay the cash into their bank account. Where have all the Bank branches gone? The British Bankers Association says log-ins for online banking have grown to about 9.6 million per day whilst ‘over the counter’ transactions have fallen by 6% in the last year. More than 600 bank branches closed in the UK last year with many small towns in rural areas losing all their banks. Commuter towns have also been affected. Customers are more likely to use branch banking near their place of work whilst at work.

High Street Bank branches have shrunk from about 11,000 to 8,000 over the last 10 years and more closures are expected. Newcomer Metrobank has bucked the trend by opening 40 branches with a further 60 expected by 2020 but they are in conurbations.

Loss of Bank branches is particular problem for rural communities

Loss of Bank branches is particular problem for rural communities as many host a large proportion of home businesses. Basic banking is still available at 11,500 Post Office branches but they’re also downsizing as Postal services move online. To assist, the much-troubled Royal Bank of Scotland has introduced a ‘Bank on Wheels’ for rural areas with some success and ATM manufacturers are developing unattended ‘lobby service’ Mini-banks.

Markets need to widen their services

The Charity Age UK has pointed out how older customers reluctant or unable to go online are suffering. The Federation of Small Businesses is also campaigning on behalf of small businesses and In response HMG has promised additional prior consultation by the end of this year but the writing is on the wall. Small wonder then that Supermarkets have been offering EFT, checkout ‘cashback’, ATM’s and Sub Post Office concessions for years. How many Markets do the same? Markets need to widen their services..

TSB lost some 12,500 customers as a result of an IT systems crash in April

Visa was not the only one with online problems. At least it was not suffering the ‘online assault’ described by TSB Chief Exec. Paul Pester to the Parliamentary Treasury Select Committee. He confirmed TSB had lost some 12,500 customers as a result of an IT systems crash in April. During that month it attempted to transfer 1.3 BILLION customer records from TSB’s previous parent company, Lloyds to it’s new Spanish owners Sabadell. But TSB was ‘overwhelmed’ by fraud attacks during this ‘system migration’ which generated 10,600 fraud alerts, 2,200 attempts at cyberfraud and up to 1,300 TSB customers suffering actual financial loss. Mr Pester and TSB Chairman Richard Meddings could not apologise enough to the 94,000 customers who had lodged complaints. MP’s on the Committee could be seen shifting uneasily in their seats and thanking their lucky stars they didn’t have to clear up the mess.

Sainsbury’s announced it is trialling a new ‘relaxed checkout lane’ in its store at Prestwick for people who suffer from dementia

Meanwhile Sainsburys continue to grab headlines following their proposed Asda merger news. The Supermarket announced it is trialling a new ‘relaxed checkout lane’ in its store at Prestwick for people who suffer from dementia. It’s being run in conjunction with charity ‘Alzheimer’s Scotland’ and bosses hope it can be rolled out across the country. Staff have received extra training to help sufferers and the checkout lane has been de-cluttered, but now with images which represent coins and their value.

Very commendable I’m sure but actually old news. Market stalls have been offering enhanced service to disabled Shoppers for years.

 

 

Supermarkets suffer the same problems as market traders – but on a grander scale. This includes underestimating how long it takes to generate turnover and profit sufficient to cover borrowings. We’ve all seen the enthusiastic but inexperienced start-up who lasts 6 months before the savings run out and he does a midnight flit leaving unpaid rent and suppliers behind. ‘Turnover is for egotists but profits are for realists’ is a classic saying – and a classic argument for cheaper bank loans and more tax breaks. Hopefully George Osborne will consider both now he doesn’t need to worry about re-election.

It took Aldi 25 years to generate enough turnover to become the UK’s sixth largest retailer

It took Aldi 25 years to generate enough turnover to become the UK’s sixth largest retailer. This was confirmed by first-quarter figures showing they’ve secured 5.3% of the retail grocery sector. That puts them ahead of Waitrose (a mere 5.1%) but still a long way short of Tesco at 28%. But every little helps.

What a pity they’re German, not British

At the same time Aldi announced ambitious expansion plans with another nine London stores in 2015 and a nationwide target of 1,000 by 2022. Contrast this with Tesco who ditched 40 + planned openings in the UK plus more abroad before posting a £6.4billion pre-tax loss. The fact that Aldi is both foreign and privately-owned simply rubs salt into the wound. It is not subject to corporate shareholder pressure for increased profits, year-on-year so could take it’s time to understand an overseas market. What a pity they’re German, not British.

It cost Tesco £1.2billion in write-offs when they pulled out in 2013

Asda retained their second place at 17% whilst Sainsbury held on at 16% but is suffering the same fall-out from overseas expansion that characterised Tesco under former Chief Executive Phillip Clarke. Tesco thought the best way to maintain turnover profits was overseas so launched their all-new ‘Fresh ’n Easy’ brand in blue collar USA. But they underestimated just how ‘mature’ US consumers are and that car workers in Detroit don’t understand self-service checkouts. It cost Tesco £1.2billion in write-offs when they pulled out in 2013.

Sainsbury’s venture into the unsophisticated retail economy of Egypt went dramatically wrong

Maybe Sainsbury’s new CEO, Mike Coupe should have considered this last year when he took over from long-standing predecessor Justin King. Sainsbury’s venture into the unsophisticated retail economy of Egypt went dramatically wrong when the Egyptian Courts charged JK with some (admittedly very dubious) allegations of embezzlement. Unfortunately Sainsbury had got into bed with a local developer who then went bust which cost them a modest £111million in write-offs after 18 months. But the ex-partner continued to pursue Sainsbury for alleged embezzlement so when Mike took over he travelled to Egypt to appeal against a guilty verdict. He very sensibly caught the return flight before the outcome of his appeal was announced which was just as well because he was sentenced to two years in Cairo Clink in his absence. There’ll be no more Egyptian sightseeing holidays for Mike unless he wants to do it in handcuffs.

This is not what one expects from a FTSE100 Company

The amazing thing is that investors learnt about this from the media, not from a Shareholder announcement. This is not what one expects from a FTSE100 Company and must rank alongside JK’s 2007 denial of Sainsbury colluding with suppliers to rig dairy product prices. Until two months later that is, when he announced a £26million out of court settlement with The Office of Fair Trading to avoid prosecution. Hmmm…….

Taking your eye off your home turf and forgetting what you do well may be a big mistake.

It seems the bigger you get the more confident you are that size alone will enable you to do a better job than the locals, even if you choose the right partner. Taking your eye off your home turf and forgetting what you do well may be a big mistake. Tom Jones (yes, THAT Tom Jones) was top of the bill in Las Vegas for 40 years before being offered a lucrative partnership in a new Hotel development. He’s no fool when it comes to business and turned it down, saying: ‘What do I know about running Hotels – I’m just a boy from the Valleys who can sing a bit’ which was not unusual.

The ‘Big Four’ Supermarkets are now faced with an inquiry by the Competition and Markets Authority

The fallout of all this is going to get worse says Begbies Traynor, the corporate insolvency practitioners. They suggest 1,400 wholesalers face imminent collapse as price wars escalate and buyers cut out the middlemen and deal direct with producers. After all, someone has to pay for the ‘£1 deals’. More worryingly they predict a bleaker picture still when Aldi and Lidl capture up to 20% of market share as predicted. They point out that: ‘The majority of Aldi and Lidl’s packaged stock is own-brand sourced from overseas, so struggling UK suppliers could find themselves squeezed even further’ – particularly if Sterling continues to strengthen whilst the Euro goes South. To add to Sainsbury problems the ‘Big Four’ Supermarkets are now faced with an inquiry by the Competition and Markets Authority (successor to the OFT and Competition Commission). This was triggered by a so-called ‘super complaint’ lodged by ‘Which?’ magazine alleging they systematically mislead shoppers by reducing pack sizes without reducing prices and make seasonal offers where the ‘previous higher price’ only applied out of season etc etc. I can’t help thinking this will only restate the bleeding obvious and result in a few adjustments to the Pricing guidelines and Groceries code of practice.

Mind you, a bit of adjudication in favour of shorter payment periods for suppliers would be welcome. Tell me about it.

LYLM

Today is the start of the 2015 Love your Local Market Fortnight - a celebration of our market culture that happens every year in May.

1172 markets are taking part this year, putting on events all over the UK to promote all that’s best about shopping and trading at the market. LYLM is also all about entrepreneurship and since it started in 2012 the markets industry has pledged over 10,000 pitches to new traders.

It all started in 2012 amidst fears for the future of our High Streets, when the idea of a National Market Day was proposed alongside the government’s High Street Review. The idea for Love Your Local Market fortnight was born …… and four years later it is going strong.

Market day still holds a special place in the hearts of people from all walks of life

Markets have a long-standing place in the towns, cities and villages of the British Isles. They were the cornerstone of every major settlement throughout our history, with people bringing in goods to trade from surrounding settlements in order to feed themselves, but also the citizens of the conurbations they visited. Market day still holds a special place in the hearts of people from all walks of life, as a place to shop but also to socialise, meet up with acquaintances and catch up on some gossip.

Today’s markets are seeing something of a revival in fortunes

Today’s markets are seeing something of a revival in fortunes. With shoppers wary of long supply chains, emphasised in the 2013 horse meat scandal, we are turning once more to our butchers, bakers and other more traditional outlets, tempted by the assurance of provence in the goods we are buying, but also to see a friendly face and to support our local businesses. Love Your Local Market has been devised to herald the changes and to make shoppers aware of what is on offer on their doorstep.

Lead partners, The National Association of British Market Authorities (Nabma) bring nearly 100 years of experience to the campaign and are keen that this knowledge is shared with as many markets as possible. Also embracing the 21st Century the organisation runs roadshows across the country in the lead in to the campaign each year, to give market organisers ideas towards their events, and to arm them with social media advise so they can reach a new generation of shoppers.

Quarterbridge are proud to be supporting the campaign

Quarterbridge are proud to be supporting the campaign as one of the #MarketBiz15 companies featured during the LYLM fortnight. We have played an active role in promoting LYLM in many of the markets we have helped and seen first hand the positive results it delivers.

http://loveyourlocalmarket.org.uk/

 

Danny Alexander, Chief Secretary to the Treasury has announced a review of the business rates system and inviting contributions from all parties. Quarterbridge has made representations on behalf of market traders, stallholders and owners. We’ve highlighted inconsistencies in application and how recent changes have created an unnecessary administrative burden on councils.

When the rateable value is calculated it should, theoretically reflect periodic occupation and varying trader attendance from week to week.

The existing system of business rates is based on the estimated rental value of comparable premises which are occupied with exclusive possession by a tenant for 365 days per year. This rarely applies to markets – particularly open markets which don’t occupy a building and for which comparable evidence of rental value can rarely be found. When the rateable value is calculated it should, theoretically reflect periodic occupation and varying trader attendance from week to week. But in reality this does not happen and the market owner is left with a charge to recover through the rents he charges but which has very little relation to the true value of the space.

The administration is unnecessarily complex and in any event often worthless at collecting tax

The system is particularly inappropriate for market halls containing fixed stalls. Stallholders do enjoy ‘exclusive possession’ of their stalls 365 days per year but in recent years the Valuation Office has moved away from a ‘single assessment’ of a whole market hall to individual assessments of stalls within it. This is a retrograde step. Previously it was easy for management to query the assessment and apportion it back to stallholders pro rata to the space they occupy within the building. Nowadays the system requires the individual measurement of each stall and the creation of dozens of new rating accounts for a council to administer. There are also inconsistencies in application between regional valuation offices – sometimes the management facilities are charged in addition and sometimes they are apportioned into the stall assessments. The administration is unnecessarily complex and in any event often worthless at collecting tax because individual assessments fall into the band qualifying for small business rates relief.

Under the individual assessment scheme stallholders have to submit individual applications for small business rates relief

Under the individual assessment scheme stallholders have to submit individual applications for small business rates relief which creates yet another burden of administration for their local council. In practice many managers make the applications for relief on behalf of their stallholders to keep total occupational costs down and often end up supplying the VO with floor areas for the calculations. Turkeys don’t like voting for Christmas or doing someone else’s job.

Markets halls and open markets should be assessed on a ‘profits-generated’ basis

The Quarterbridge view is that simple-to-administer single assessments for market Halls should be used and both markets halls and open markets should be assessed on a ‘profits-generated’ basis at the financial year end, using trading accounts and online self-assessment. This will remove a whole raft of administrative costs and make the system fairer all round.

If you’d like to make your views known to HMG and see the terms of reference for the review, then go to http://www.ow.ly/LwMDy

Act now and have your say

Responses have to be received by 12th June which ain’t far away so get weaving.

Tesco’s plans to close 43 ‘Express’, ‘Home Plus’, ‘Metro’ and ‘Superstores’ by mid-April has been well publicised, as has their proposal to scrap another 49 NEW stores planned for the UK. The Company has also scrapped plans for 13 new stores in Hungary, but it’s not clear whether the sites will be ‘land banked’ as it’s called or sold-off, and if so on what terms.

He seemed oblivious to the relief of independent retailers in Bilston Market Hall and on the High Street and those locals who’ve stared at this derelict site for the last 14 years

The announcements provoked outcry amongst MP’s protesting at the effect on their constituencies. One of the most strident was Pat McFadden MP (Labour, Wolverhampton South East) indignant at Tesco’s decision to scrap development of the former Royal Hospital site in Wolverhampton. He seemed oblivious to the relief of independent retailers in Bilston Market Hall and on the High Street and those locals who’ve stared at this derelict site for the last 14 years. He proclaimed the news from Tesco was a ‘betrayal’ and proved the Company ‘could not be trusted’. No-one can accuse Pat of jumping to conclusions – he’d taken 14 years to work that out. Nor did the news have the earthshaking effect he’d hoped for amongst dispirited locals. No member of the Hungarian National Assembly was available for comment.

Provided your pockets are deep enough there is nothing to prevent you from buying premises ‘just in case’ and very little to prevent you from leaving it derelict thereafter

But Pat’s comments DID highlight a major flaw in the UK town planning system – how all supermarkets (not just Tesco) ‘land bank’ future development sites, then leave them derelict. This practice has been criticised by the Competition Commission as an underhand means of preventing competitors from expanding into their business – which is of course exactly the intention. Provided your pockets are deep enough there is nothing to prevent you from buying premises ‘just in case’ and very little to prevent you from leaving it derelict thereafter. Effective legislation to prevent land banking does not exist so supermarkets and housebuilders continue to buy-up sites as soon as a new Local Plan is released which zones areas for future development. As the Commission has pointed out, if a developer can snap them up quickly and on the cheap – often by an initial payment plus top-up bonus once it is built-out – then that effectively blocks the competition. Between purchase and build-out the planning authority is largely powerless to prevent the site being left derelict and has to tell anyone applying for a similar use: ‘Sorry – there’s another site already allocated for that use’. That’s why draft Local Plans generate so much interest from developers.

There has been talk about forcing developers to relinquish land-banked sites under threat of Compulsory Purchase Order, or forcing them to put the land to ‘beneficial use’ – but who will pay for it?

This problem has not been helped by the Dept. for Communities and Local Government (DCLG’s) shiny new National Planning Policy Framework (NPPF) introduced in 2012. Secretary of State for Communities and Local Government, Eric Pickles MP (Conservative, Brentwood & Ongar) has been widely-criticised for replacing 1500 pages of national planning policy built-up over 40 years with 50 pages devised in 40 months. The new slimline NPPF is accused of being far too pro-development and lacking a means to counter land-banking – frustrating local planning authority efforts to phase development to a rational programme. There has been talk about forcing developers to relinquish land-banked sites under threat of Compulsory Purchase Order, or forcing them to put the land to ‘beneficial use’ – but who will pay for it? Not local government for sure. To compound the problem local planning authorities are under pressure to meet DCLG targets for more homes for our expanding population. Landbanking means green fields are often built-out It will be interesting to see whether Tesco hold onto or sell-off their cancelled development sites. Councillor Roger Lawrence, leader of Wolverhampton City Council, said: ‘The Council has done everything it its power to support Tesco to proceed with their plans, and I and senior council officers will now be seeking urgent discussion with Tesco about how to take forward the development of this key gateway site.’ Well, unless Wolverhampton CC make some outrageously expensive taxpayer-funded concession there’s not a lot they can do to force Tesco into action. And if Tesco do sell-off then you can bet they’ll slap a restrictive covenant on the title deeds to frustrate any competitor from acquiring the site in the future.

A 23% drop in Waitrose operating profits has meant bonuses have been cut for the second consecutive year

Another group which is far from happy are the 94,000 staff who own John Lewis and Waitrose. Traditionally some 45 – 50% of trading profits have been paid-out as bonuses to the ‘partners’ each year but a 23% drop in Waitrose operating profits has meant bonuses have been cut for the second consecutive year, from 15% to 11% of annual salary. This was despite the upmarket grocer increasing like-for-like sales by 1.4% and gaining market share against its rivals. The boss of Waitrose, Mark Price, said the Company is battling against shoppers ‘moving away from a single, weekly out-of-town shop to multiple smaller purchases from convenience stores and online’.

Tesco is trying to rebuild its fraught relationship with suppliers.

Finally, after it’s £260 million false-accounting scandal (booking ‘supplier discounts’ before receipt) Tesco is trying to rebuild its fraught relationship with suppliers. The Company is waving the magic wand of a friendly online Tesco Supplier Network to help 5,000 suppliers communicate with their Buyers and each other – complaints included. Given their rough treatment of suppliers in the past the rumour has it few are likely to let bygones be bygones. The magic wand is seen as a big stick in disguise.

At the risk of sounding London-centric, the changing face of London markets is providing an astonishing example of how good markets successfully adapt to their constraints and circumstances.

Recently, I have been hearing success stories emanating from the East End Chatsworth Road Market in Hackney, London E5 (It used to be Clapton in my day). A traditional street market, the linear High Street includes rows of lock up shops fronted by market stalls, catering for the newly mixed demographic of different ages and ethnicities.

I speak somewhat informatively as from the age of eight, I had to work on my father’s Chatsworth Road stalls every Saturday and during school holidays in what was at the time a largely poor neighbourhood where the most exotic products to be found were Fry’sTurkish Delight bars, more accurately described as FTD – misshapes.

Chatsworth Road was of fundamental importance to the local community, selling everything from live eels to white goods

The market and fronting shops were always exceptionally busy as locals performed their daily shop and I can’t remember  there being any form of supermarket back in the late 60’s and early 70’s within walking or bus journey distance. Chatsworth Road was of fundamental importance to the local community, selling everything from live eels to white goods.

If I am honest, I feel more nostalgic now with fond memories of how life used to be and have forgotten the freezing cold winter days: flashing out at six in the morning and sweeping up at six at night, but life was straight-forward and honest and my parents earned a decent living from the market.

It appeared as though the retail core had been sucked clean out of Hackney

During the 80’s I worked as a civil engineer in London and would occasionally take a nostalgic drive to Chatsworth Road and was shocked by the desertification of the area. It appeared as though the retail core had been sucked clean out of Hackney by the supermarkets: shops were boarded up and to all intents and purposes, the market had disappeared. However, the sun now shines once more over Chatsworth Road as it has learned to provide the good folk of E5 with what they want and cannot find in the big five – multi-ethnic variety, professional service, tremendous food, cafe culture and above all, unadulterated honesty, a theme which transcends the generations.

Chatsworth Road is just one example of successful and organically developed market regeneration

Chatsworth Road is just one example of successful and organically developed market regeneration in London, of which there are many more. The notion of delivering what people want will filter through other British towns and cities, further underpinning the great British Market renaissance.

 

With thanks to I Love Markets for kind permission to use their images in this article.

 

I Love Markets celebrates London’s markets and all of the wonderful things that can be found within them. We believe that to discover the heart of London, you need to discover London’s Markets. No market is the same and we want to help you discover the unique experiences that each one has to offer. Find the latest news, markets and events at www.ilovemarkets.co.uk

Colchester market

Two years ago Quarterbridge was appointed by Colchester Borough Council to undertake a complete study of the town’s Charter Market, incorporating assessments of location and operational management, providing a complete overview and to make recommendations on how the Council could improve the market.

Key recommendations included reunification of a disjointed market and relocation to a prime footfall area

Our report delivered several recommendations, key amongst them was the reunification of the currently disjointed market and relocation to the prime footfall area of Colchester High Street. Whilst we undertake this type of report several times a year, this particular project was made that bit more interesting and was particularly close to our heart as our head office is based in Colchester.

The relocation is now proceeding with the launch of the New Charter Market in Spring

Colchester Borough Council understand the importance of the market to the town and since the presentation of our report we have worked closely with the council to assist in making our joint goals of a relocated, re-energised and much improved new Charter Market, come to fruition. Through budget allocated as part of the New Homes Bonus, the relocation is now proceeding with the launch of the New Charter Market in Spring this year. We have provided detailed on-going assistance on financial planning, the tender process for new stalls and ground anchors, trader liaison, operational documentation and guidance.

‘The new Colchester Market will create a strong focal point for the town, with a more modern feel’

Councillor Nick Barlow, Portfolio Holder for Street and Waste Services said: “Colchester has a strong market tradition and we know other towns such as Lincoln and Bury have experienced a positive impact on the reputation of their towns. The new Colchester Market will create a strong focal point for the town, with a more modern feel. The introduction of electricity will be a huge boost for existing stallholders and will allow the market to attract a wider range of stalls moving forward. These changes also unlock the potential for evening markets in the future.”

We look forward to continuing to work with the excellent team at Colchester Borough Council and enjoying the new market… right on our doorstep!