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BUSINESS THROUGH INNOVATION FROM PAGE 15 Mr McKenzie said. He says the biggest impact COVID-19 has had on the P&C channel is the downturn in fuel revenues, with declines of up to 50 per cent for petrol sales and 26 per cent for diesel sales across the country, due principally to people not using their vehicles as regularly during the lockdown. “This meant that many petrol- convenience retailers turned their minds to how to maximise convenience sales, given that many people were shopping locally,” Mr McKenzie said, adding that some stores were reducing their operating hours to cut costs in the face of revenue declines. Mr Rogut says fuel will continue to be a “major driver” for the channel, but the influence of technological advances, such as electric vehicles and other environment-driven innovations, may change the nature of fuelling. Given this scenario, he says food and beverages will remain the future of convenience, recommending that retailers leverage recent improvements in quality and freshness, complemented by a health and wellbeing focus, delivered with an authentic social conscience. The industry can also expect cashless transactions, Mr Rogut says, adding that these were already increasing before the pandemic, which has accelerated their expansion. “Other technological advances, such as unstaffed stores and the use of robotics in some areas, may further influence the future of convenience,” he said. “With our help, operators will need to continue to anticipate customer needs and develop their offer to satisfy these.” Monitoring confidence, engagement and expectations Businesses need to capture regular feedback from customers and employees so they can act to lift the confidence of shoppers in their stores and keep staff engaged when they come to work, according to experience management company Qualtrics APJ (Asia Pacific and Japan). The company’s Head of Customer UCB REFOCUSES AND REDEFINES UCB’s top priority, says CEO Darren Park, has been and remains protecting its members and their shoppers. “UCB acted with significant speed to offer our members a range of tools and materials, such as social distancing materials, Perspex safety screens and daily COVID-19 related information updates by both eDM \\\[electronic direct mail\\\] and video,” he said. Rather than labelling these activities “achievements” (“like winning a sporting match”), the sense of achievement, says Mr Park, comes from seeing members, UCB and external support partners such as ACAPMA working together, complimenting each other’s skills and responsibilities. “UCB has used this period to refocus on driving many process improvements that will support UCB and our members on the growth plan out of COVID-19. Along with these improvements, I’m proud to see UCB member business growth programs, such as click and collect, launched to all UCB members who wish to participate.” Mr Park, however, warns that this isn’t over yet, saying “COVID-19 remains a live issue”. He adds that UCB will take “great care” in reviewing its response and what it can do better when the organisation has a fuller picture. For now, UCB will drive business initiatives such as click and collect “harder”, and will use its business intelligence tools to understand new behaviours seen in member stores and how these can be activated to create “enduring” member trade partner and UCB benefits. 16 CONVENIENCE WORLD JUL/AUG, 2020