Raj Samani is the focused type. He is director of retail at the Premier Wholesale (UK) cash and carry depot in Harrow, supplied by Landmark, and there’s only one thing on his mind: ‘am2pm’.
This is the name Premier Wholesale (UK) has given to its initiative to create a group of loyal and regular customers.
Premier Wholesale (UK) started in 1983 when the Samani family bought their first retail store in north west London. Since then stores have come and gone, as has a brief foray into petrol filling forecourts. What has emerged from the 22 years in retail is a 17,000 sq ft depot with a turnover of £30m and a recruitment strategy, run by Samani, that is helping to push this figure up all the time.
Samani says: “Through the Landmark Hothouse principles we are working to develop our own retail club, to give retailers a more professional look and a sense of being part of something big.”
The ‘am2pm’ Lifestyle scheme has 80 stores signed up, with the aim of growing to 150 by April. Expansion for Premier is key. Stores outside its core areas of north and west London and Hertfordshire are on the agenda. Membership is free, but regular custom is expected. Several members have been ousted because they “weren’t behaving like am2pm members”.
Benefits include a delivery service, drop shipments, fascias and imagery, store appraisals and planning, promotional activity and a loyalty scheme.
Samani hopes the scheme, operating almost like a mini symbol group around Harrow, will pull up the standards of independents in the area without suffocating them. “It’s all about giving them flexibility, but also getting them to show loyalty to us. It’s a balancing act.”
Samani is keen to point out that although the retail club is the priority at present, the C&C is not being neglected. Aroon Samani, Raj’s brother and MD of the company, takes care of depot operations. But Samani admits that the way the market is moving, becoming a symbol group of sorts may not be such a radical suggestion. “We have no thoughts of doing that now, because with the sizes of retailers we have it’s best to do the ‘am2pm’ with the C&C. But 10 years down the line it could be a possibility.”
Availability at the depot is high, something that Samani is pleased with but is determined to constantly improve. Other initiatives that Samani may adopt include a radio advertising programme and a greater focus on fresh lines and food-to-go. But beyond anything else, Samani thinks that communicating with customers is essential. He says: “If you can know your customers and what they want, and then deliver it, that’s what will make you survive.”
This is the name Premier Wholesale (UK) has given to its initiative to create a group of loyal and regular customers.
Premier Wholesale (UK) started in 1983 when the Samani family bought their first retail store in north west London. Since then stores have come and gone, as has a brief foray into petrol filling forecourts. What has emerged from the 22 years in retail is a 17,000 sq ft depot with a turnover of £30m and a recruitment strategy, run by Samani, that is helping to push this figure up all the time.
Samani says: “Through the Landmark Hothouse principles we are working to develop our own retail club, to give retailers a more professional look and a sense of being part of something big.”
The ‘am2pm’ Lifestyle scheme has 80 stores signed up, with the aim of growing to 150 by April. Expansion for Premier is key. Stores outside its core areas of north and west London and Hertfordshire are on the agenda. Membership is free, but regular custom is expected. Several members have been ousted because they “weren’t behaving like am2pm members”.
Benefits include a delivery service, drop shipments, fascias and imagery, store appraisals and planning, promotional activity and a loyalty scheme.
Samani hopes the scheme, operating almost like a mini symbol group around Harrow, will pull up the standards of independents in the area without suffocating them. “It’s all about giving them flexibility, but also getting them to show loyalty to us. It’s a balancing act.”
Samani is keen to point out that although the retail club is the priority at present, the C&C is not being neglected. Aroon Samani, Raj’s brother and MD of the company, takes care of depot operations. But Samani admits that the way the market is moving, becoming a symbol group of sorts may not be such a radical suggestion. “We have no thoughts of doing that now, because with the sizes of retailers we have it’s best to do the ‘am2pm’ with the C&C. But 10 years down the line it could be a possibility.”
Availability at the depot is high, something that Samani is pleased with but is determined to constantly improve. Other initiatives that Samani may adopt include a radio advertising programme and a greater focus on fresh lines and food-to-go. But beyond anything else, Samani thinks that communicating with customers is essential. He says: “If you can know your customers and what they want, and then deliver it, that’s what will make you survive.”
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