Shingadia’s Budgens Southwater: Raising the bar for convenience [Exclusive]

A convenience store that has been running for more than four decades could be forgiven for becoming stagnant. But at Budgens Southwater in a West Sussex’s village, sticking to basics has never been a part of the plan.

Over the years, the store has changed its fascia, undergone major refits and continually reworked its offer to keep pace with how customers shop.

Behind that constant cycle of evolution is the British convenience retail’s well-known Shingadia family.

Speaking with Asian Trader, second-generation retailer Alpesh Shingadia offered a glimpse into what goes behind the till at Budgens Southwater.

“My father Ramesh Shingadia took over the store in 1984 and has been running it ever since," he said. "I joined the business in 2012. Since I’ve been involved, we have undertaken some major refits, including a symbol group switch from Londis to Budgens.”

For the Shingadia family, the move was about more than simply putting a new name above the door.

Alpesh recalled, “The switch helped us in revamping and redesigning the store while changing it operationally as well.

Alpesh Shingadia Alpesh Shingadia

“Our catchment area is quite an affluent one. So, we just felt having a brand like Budgens more suited the area as compared to Londis.”

Apart from decades old heritage and community connection, what makes Budgens Southwater stand apart is its range and offering which includes a perfect mix of mainstream popular brands, new age challenger brands, healthier and sustainable options as well as locally made products.

With around 30 suppliers spanning national and local businesses, Alpesh has deliberately built an offer that goes beyond the familiar names.

That balance between the familiar and the unexpected has become an important part of the store’s identity. Shoppers can pick up the brands they know, but also discover something from a local supplier or a product they may not have seen elsewhere.

Alpesh said, “For me, it’s a combination of having lots of different products that you wouldn’t necessarily find in a corporate store or many other stores, which helps make this stand out a lot more.

“Customers here know that they will find different kinds of products in this store alongside the mainstream ones. They really like to go through different products and try new ones.”

“We offer a level of personal service and community connection supermarkets can’t replicate. We know many of our customers personally, understand local shopping habits, and can adapt much faster to what the community actually wants.”

At Budgens Southwater, the future of convenience is leaning towards fresh day part food and food to go.

From freshly baked pastries and hot food to coffee, dairy and frozen, the store is putting more focus on categories that can drive both footfall and spend while gradually moving away from the traditional reliance on tobacco.

“We over-index in fresh, food to go, and vaping,” Alpesh pointed out.

“Customers increasingly want competitive prices, quality and speed, especially for their everyday essentials. Focusing on these areas helps us stand out and drives stronger basket spend.”

A lot happens behind the scenes to make that food offer work. The bakery starts early, with a team preparing fresh products before the day gets into full swing.

Giving an insight, Alpesh informed, “We have a bakery section in the store, so we had a team come in early in the morning and start cooking the patisseries, the bread, and the hot food.

“So, we've got two hot food towers, a big bakery bread section, and then also the confectionery section. And then obviously adjacent to that we have a coffee machine.”

retailer Alpesh Shingadia

It is an offer that is designed to create a reason to visit, rather than simply another section to browse.“Our freshly made food section is quite an attraction. The amount of bakes we do per day is huge. It is a big football driver, customers know that they can come in for fresh, good quality products.

“The margins is also good in this section. On average hot food, probably about 40 to 50% margin.”

That search for growth also extends to the more traditional impulse categories.

“We are also trying to do something different in our crisps and snacks section,” Alpesh said, adding that due to shrinkflation, the customers are losing interest in mainstream brands like Walkers.

“We've been trying to upgrade our offering by stocking premium ranges as well as some unique lines which customers don’t find in other stores easily.

“We look closely at customer demand, social trends, supplier insight, and sales data when bringing in new products.”

While rising costs as well as crime rate are putting pressure on margins, Alpesh has made technology his true companion in this retail journey.

The store uses Retail AI and Kelsius in its daily functioning.

Earlier this year, the store got electronic shelf labels, not only giving the store an instant upgrade but also a greater control over pricing, promotions, inventory management and staff hours.

“Introducing ESLs by Vusion completely changed the way we operate,” Alpesh revealed.

“It improved pricing accuracy, reduced labour time, and allowed us to react much faster to promotions and price changes. It also gave the store a more modern feel and improved efficiency across the business.”

Looking further ahead, Alpesh has a clear idea of where he wants the business to go.

“Over the next two to three years, I want the business to continue evolving with stronger fresh and food-to-go offers, improved technology, and even greater operational efficiency, while remaining a key part of the local community.”

For someone now firmly at the helm of a family business, Alpesh admits that retail was not exactly where he expected to end up.

“Coming to retail wasn’t always part of the plan. I’ve never really considered it growing up or at university. But somehow things aligned and here I am.

“I have been in and around the store since I was a child but once I took control, I realised I had lots to learn. I am still evolving,” Alpesh concluded.