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BUSINESS THROUGH INNOVATION “P&C retailers should implement a simple digital checklist which can be updated in seconds and deployed to the entire workforce instantly.” Considerations and inspiration for retailers as life and business returns to some type of normality. DBy Nicholas Rider. uring the COVID-19 pandemic, petrol and convenience stores have adapted their operations to ensure the safety of their staff and customers, while providing their usual services. Restrictions have eased in most areas, but the need remains for strict health and safety measures, innovation, and continuing to serve the communities in which the stores operate. In a white paper, ‘Retail recovery: Hygienic innovations, post-COVID-19 retail solutions and the new normal for bricks-and-mortar stores’, marketing solutions company Point Retail reminds us that despite the uncertainty and anxiety surrounding COVID-19, retailers by nature are adaptive and resourceful. “The main obstacles that challenge today’s world of retail may well last for some time to come,” the white paper said, “and the implications on consumer behaviour could last a lifetime.” Point Retail says it believes the first step in adapting to the current market reality is to accept that the retail environment is unlikely to return to its previous state, and to start investing in this new normal. The white paper lists changes in consumer behaviour to which retailers will need to adapt: • Increased concerns and anxiety about health and safety in public spaces. • Reluctance to touch and feel products and samples in-store. • Efforts to save money due to diminished income or job security. • Different ways of spending their time shopping in-store and online. • Adopting a more ‘omni’ approach to interacting with brands. • Increased appetite for new and exciting ideas and ways to engage with brands. UCB CEO Darren Park notes that while the convenience channel has “endured difficulties” due to the pandemic, it has also had an opportunity to demonstrate how it serves its local communities. “For many, our stores are the only shop in town, or for others a short walk away from where they live,” he told Convenience World. “Being open 24/7 demonstrates the essence of our industry, which is convenience. We’ll be there for you when others can’t or aren’t, and doing our best to keep you on your journey or satisfy that mission.” While the road ahead may not be entirely clear just yet, AACS CEO Jeff Rogut says the convenience industry has a “knack for innovation and adaptation”, so will be ready regardless of what occurs. “Leading operators have always been committed to investing in the development of their own products and promotions, and getting these investments right will prove even more critical in the future,” he said. “There may be an opportunity for brands to develop enhanced points of difference, perhaps investigating new partnerships and collaborations to encourage more destination visits from shoppers, to complement the pure convenience offer.” ACAPMA CEO Mark McKenzie says the channel’s “single most important innovation” during the pandemic has been the move by many retailers to increase their online presence for convenience sales, supported by home delivery. Beyond the pandemic, he believes the industry is likely to see increased focus on non-fuel products, supported by digital sales channels and home delivery. “With more than 7,300 outlets strategically positioned in every local community across the nation, there’s an opportunity for service stations to become a digitally enabled version of a 21st century corner shop – one that’s friendly, good value and safe,” TO PAGE 16 JUL/AUG, 2020 CONVENIENCE WORLD 15