What Franchise Issue 21.1

ndependent convenience retailers are under pressure from all sides: margins are tight, categories are shifting, and shoppers expect more than ever. For many, franchising offers a practical route to growth, bringing the weight of trusted brands while allowing retailers to keep their entrepreneurial edge. At Retail’s Best Convenience, Food & Franchise on 6th November at the Radisson Blu East Midlands Airport, over 100 leading multi-site convenience and forecourt operators will connect with key suppliers, franchisors, and a curated selection of exhibitors in an exclusive evening event designed to spark collaboration and business growth. To explore why independent retailers make such strong franchise partners, and how franchising supports diversification and expansion, What Franchise spoke to several key figures attending the event about how they’re shaping the sector. Independent strength So, why do convenience store owners make such strong franchise partners? “Because we’re already proven retail entrepreneurs with the assets franchisors need to scale fast,” explains MoizVas, founder of Retail’s Best and partner at theVAS Group, which operates a portfolio of convenience stores and forecourt sites. “We operate prime, high-footfall sites with staff, EPoS solutions like MADIC, compliance and customer service already in place, so launches can happen in months,” he continues. “A franchise elevates quality, variety and consistency while complementing existing dayparts. The risk profile is better too: the core store remains profitable while the food offer grows.” Vas highlights the efficiencies independent stores bring to franchisors: fit-outs can align with planned refits, community trust accelerates trial and repeat visits, and rich local sales and footfall data helps fine-tune menus, pricing, and promotions. “In short, franchisors aren’t starting from scratch – they’re plugging into well-traded local businesses with the appetite and capability to grow.” Iceland’s franchise partnership with Alliance Supermarkets in the Channel Islands, announced at the end of 2024, is a clear example of how independents are harnessing the scale of big-name brands to grow. Alliance, which operates five stores across Jersey and Guernsey, rebadged its first site in time for Christmas and earlier this year opened the first FoodWarehouse outside the UK in Guernsey. For Alliance Supermarkets’ Operations Director, Keiran Poole, the collaboration highlights how independents can keep their local identity while gaining the backing of a household name. “Partnering with Iceland Foods through their International & Partnerships team has been a transformative step for Alliance Supermarkets in the Channel Islands,” he reports. “From the beginning, Iceland’s flexible franchise model aligned perfectly with our high-footfall convenience store environments and our commitment to delivering quality and value to our communities.” Poole points to Iceland’s adaptability and support as central to the rollout. “Their team worked closely with us to ensure a seamless integration into our existing infrastructure, allowing us to maintain our local identity while enhancing our offering with a trusted national brand,” he says. “This collaboration has not only strengthened our business but also reinforced the importance of trust, local reputation, and shared values in franchise success. Iceland is more than a franchise – it’s a committed partner in growth, innovation, and community impact.” Mike Fitton, Head of Franchise at Southern Cooperative reinforces this operational perspective. Southern Co-op runs around 190 company-owned stores alongside a growing franchise business, including 77Welcome convenience stores, 47 Cobra Coffee licensed Starbucks® outlets, and has just launched its first franchise withWenzel’s, a national bakery chain. “Independent convenience store operators make for excellent franchise partners,” Fitton points out. “They already have the location, the customer base, and deep community connections.WhatWelcome gives them is the best of both worlds: the flexibility to stock local products, set prices to suit their market, and bring in extras from the Co-op’s ethical range, while also I “It’s not just about running a profitable business; it’s about being part of a brand that people genuinely connect with and trust” 64 WHAT FRANCHISE Issue 21.1