A blog on issues affecting Australia's newsagents, media and small business generally. More ...

Why men’s journals are worth space in your newsagency right now

Young men aged 18 to 40 are buying journals in growing numbers. Not diaries. Structured, guided journals built around habits, daily prompts, and goal-setting pages. They found the category through Stoicism podcasts, productivity YouTube channels, and communities built around self-discipline and mental health. Projects like Better health, Blokes Talk, men’s Shep and more speak top it. Local churches too.

Structured and guided formats now account for 54% of planner sales globally. Gen Z is 35 to 40% of that buyer base — well above where the industry expected them to be. The broader men’s wellness market is forecast to nearly double by 2030. Journaling is a small corner of it, which is exactly what makes it worth trialling. Low cost to test, no specialist range needed.

For a newsagency, there are two buying occasions worth understanding. The self-purchaser is deliberate. He checks paper weight, flips through the layout, and walks past a cheaper option that does not feel right. Matte black, charcoal, leather. Words like “focus”, “discipline”, “morning ritual”. He will pay $45 for a journal that suits him and ignore a $15 one that does not. Get the range right once and he comes back.

The gift buyer does not know the category but wants something that looks considered. A journal and pen together with a simple “Gift for him” sign does the job. She does not need to know anything else.

A small display near the counter — four to six SKUs, one pen, one leather sleeve, clean signage — is enough to find out whether it works in your store.

newsXpress provided its members a full brief on this category a while back, and it goes considerably further than what I have covered here. Merchandising detail, display headers, bundle pricing, paper specifications, what to avoid stocking and why. Built on market data and retail behaviour research. Not a supplier recommendation.

Finding new shoppers is the problem most independents are trying to solve. Categories like this one — real demand, accessible to trial, underserved by most newsagencies — are where that starts. The traditional product mix is not going to bring in people who have never had a reason to walk through the door.

If you are a newsXpress member, the full brief is in your member resources. If you are not a member and this is the kind of support you have been looking for, it is worth a conversation.

And, for what it’s worth, I know of a local retailer playing in this narrow segment and achieving $15,000+ a year in direct sales and more than double that if you consider what is added to the basket during the destination purchase.

It all comes down to whether you do want to attract new shoppers, or whether you are happy with things the way they are.

… Mark Fletcher is the CEO of newsXpress and founder of Tower Systems, a POS software company serving independent retailers across Australia. mark@newsxpress.com.au | 0418 321 338

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Newsagency opportunities

The customer who brought scissors

We had a humour card with a small floppy balloon penis on it. Funny card. Customers loved it. Sold consistently.

Then cards started appearing on the display with the balloon missing. We assumed a product fault — attachment not holding, supplier issue, something in the handling. We chased it down. Nothing explained it.

We checked the security footage.

A woman, late seventies or early eighties. She’d come in, browse, wait until no one was close, and snip. Clean off. She’d done it to several cards before we caught on. Came back and did it again after that.

It’s genuinely funny in hindsight. A dedicated, recurring mission to rid the shop of a balloon penis.

It also points to something that isn’t funny. Some customers believe they have standing to decide what a shop carries. Not by choosing not to buy something — that’s their right — but by removing the choice for everyone else. She didn’t want the card there. So she solved the problem herself, repeatedly, with scissors.

We see other versions of this regularly. Customers who complain about products they didn’t buy. Who tell you directly that you shouldn’t stock something because they find it offensive. Who seem genuinely surprised that their discomfort doesn’t automatically override your ranging decisions.

A retail range isn’t built for the most easily offended person in the customer base. It’s built for the whole of it. That card made people laugh and it sold. One person felt differently and handled it with craft supplies.

Stock what your customers want. Not what survives the most conservative person in the shop.

Back to our snipper. We confronted them and asked that they stop it. They complained. We invited them to shop elsewhere.

While our approach may have lost us customers through word of mouth (we certainly heard the complaint had reached others) we felt better for being true to the retailer we see ourselves as, stocking what more customers like and what we can have a laugh about.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative independent retailers, including newsagents, who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

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Social responsibility

The price increase you most likely haven’t tried yet

If you are like a ship I visited a few days ago, you are likely sitting on hundreds of well-selling products right now where a 50 cent or one dollar increase would go completely unnoticed by customers but would add real dollars to the bottom line by the end of the year. Not a dramatic margin overhaul — just a quiet, deliberate look at what you’re charging versus what the product is actually worth to the person buying it. That gap exists in almost every shop. The retailers who go looking for it find it.

When did you last put a price up just to see what happened?

Not because a supplier raised their cost. Not because the margin report flagged something. Just because you thought a product might be worth more than what you’re charging for it.

Most newsagents never do this. Prices move when costs move. Margin percentage drifts down without anyone noticing, and the business quietly earns less than it should for years.

The products worth testing are the ones customers want rather than need. A card for a specific occasion. A gift that’s genuinely hard to find locally. A collectible that’s selling faster than you can reorder it. For those products, shoppers will often pay more than the current price suggests — you just haven’t asked yet.

Put one price up. Watch it for a couple of weeks. If it keeps selling at the same rate, you’ve found margin you were leaving behind. If it slows, adjust it. Neither outcome is a problem. One earns you more money. The other tells you something useful about your customers.

The retailers doing this well aren’t testing everything at once. That’s not experimenting, that’s chaos. They pick lines with strong, consistent demand and move carefully. Over time those small experiments add up to a margin position that looks nothing like where they started — without a supplier negotiation or a ranging overhaul in sight.

Your POS data already shows you which products are moving consistently. Start there. Pick something with steady demand, nudge the price, and watch what the data shows over the next few weeks.

The worst that happens is you learn something. The best is that you find margin that’s been sitting there the whole time, waiting for you to notice.

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Newsagency management

Selling your lottery business and keeping your shop might be a smart move

More newsagents outside of Western Australia are selling their lottery business. Not because they’re struggling — because they’re thinking ahead. I am seeing this move more and I guess others are too.

Some do it while winding down. The lottery licence has value, selling it separately makes the exit numbers work better than a whole-of-business sale. That’s been happening for years.

What’s newer is the transformation sale. Retailers actively rebuilding what their shop is and who it serves are looking at their lottery setup and seeing floor space, staff time, and capital locked into a product they no longer control.

The Lottery Corporation’s direction isn’t hard to read. Digital. Direct. Their money is going into moving lottery players onto their own platform. Every campaign pushing customers to the app reduces the long-term value of a retail licence. Newsagents paying attention are moving before the market moves for them.

Selling in that context isn’t giving up ground. It’s freeing it up.

The footprint a lottery terminal takes matters when you’re rebuilding a shop around gifts, collectibles, or homewares. That space earns more doing something else. The capital from the sale funds the change. The staff hours no longer absorbed by lottery transactions go somewhere that actually builds the business.

Buyers are around. Supermarkets adding a service draw. Chemists expanding their convenience offer. Standalone operators shifting the whole thing to a kiosk. For those buyers the licence fits traffic they already have. For the newsagent selling, it’s a clean separation.

This isn’t the right move for every retailer. If lottery is still generating foot traffic that converts into other purchases, the calculation is different. But look honestly at what lottery customers buy beyond their ticket. In a lot of shops the answer is not much.

The Aussie newsagency channel is mid-transition – well, for most retailers at least.

The retailers shaping what comes next are making deliberate decisions about what stays in the business and what doesn’t. Lottery deserves that same deliberate look — not held onto by habit just because it’s always been there.

I haven’t had lotteries in my newsagency businesses for 14 years now. It’s not necessary for success. What I love about not having it, having had it for years, is to not have to deal with what I personally found to be a bullying partner who thought they knew about newsagency retail, when they didn’t.

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Lotteries

Your rent problem started the day you signed the lease

When a retail business hits financial trouble, rent is usually the first thing that gets blamed. The landlord is charging too much. The centre isn’t generating the foot traffic that was promised. The deal that looked reasonable three years ago now feels impossible.

Sometimes those complaints are fair. But more often, the rent problem was created the day the lease was signed — by the retailer, not the landlord.

A rent problem started the day you signed the lease

This video unpacks that hard truth.

Signing a retail lease under pressure is one of the most common and costly mistakes in small business retail. It happens two ways. The first is optimism — a retailer projects the sales they hope to achieve rather than the sales they can reasonably expect, decides the rent is workable on those numbers, and commits. The second is FOMO. A good site comes up, there’s competition for it, and the fear of missing out pushes them to sign before they’ve done the work.

Neither is a business strategy. Both create the same outcome: a cost base the business can’t sustain.

The lease you sign determines your occupancy cost for years. It determines how much revenue you need to generate just to cover the floor you’re standing on. Get that number wrong at the start and you spend the life of the lease trying to catch up.

Before you sign anything — whether you’re starting fresh, expanding, or moving — stop. Get independent advice from someone with no stake in the deal going ahead. Map out a strict budget based on conservative trading figures, not optimistic ones. Understand what the landlord can and can’t control, and know the difference between a shopping centre lease and a high street lease before you commit to either.

Shopping centre leases come with restrictions that high street locations don’t. Trading hours, fit-out requirements, centre levies, exclusivity clauses — these affect your operating costs and your flexibility in ways that aren’t always obvious from the headline rent figure.

The numbers have to work on paper before they can work in practice. If they don’t stack up in a spreadsheet, they won’t stack up in a shop.

…

newsXpress works with members on lease negotiations and landlord issues. I’ve seen what goes wrong and we know what to look for. But this can only help if you seek help before you’ve signed, not after. Once the lease is executed, the options narrow fast.

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retail leases

Buying a newsagency in 2026: the questions to ask and the data to demand

A newsagency can be a good business to buy. Some buyers want a simple, traditional operation. Others see a shop the current owner never evolved and want to create something fresh in it. Know which buyer you are before you look at a single listing, because the business you should buy depends on it.

Thinking about this, a question I am often asked is: what should I ask for when looking at a newsagency? The question itself shows how green many prospective buyers are. So before anything else, get your head around the newsagency business of today. Not the agency-focused model of the past. The businesses worth buying in 2026 make their money from gifts, cards, collectibles and other categories the owner chose, not from commissions someone else controls.

Then get into due diligence. Here is the data I suggest you request from the vendor or their representative:

  • The accountant’s P&L for the last two years. The real P&L, not a spreadsheet created for the sale.
  • A list of add-backs used to calculate the profit figure behind the asking price.
  • Tax returns for the same two years, to cross-check the P&L where the business structure allows.
  • Sales data reports from the POS software for the last two years. This is the key data for verifying the income claim.
  • Sales reports from the lottery terminal, for the same reason.
  • BAS forms to confirm the P&L data.
  • A full inventory list showing purchase price and date last sold for every item, plus invoices you can randomly select and verify.
  • A copy of the shop lease, and of any equipment or other leases you are expected to take on.
  • A list of all forward orders placed on behalf of the business.
  • A list of all employees: name, hourly rate, nature of employment, start date, accrued leave and accrued long service leave.

This is basic information any buyer needs to assess a business. A business for which it cannot be readily produced is not ready for sale. Walk away or wait.

Once you have the data, analyse it yourself. Get professional advice on the legals and the lease by all means, but do not outsource the decision about whether this is a good business. You are the one who will live with it.

To newsagents reading this who plan to sell one day: look at that list and ask how your business would present against it. The time to prepare your newsagency for sale is every day you are in it. I have said it here for years: every day is your payday. Run a smart, lean, profit-focused business and you get a good payday now and another when you sell, because the price you achieve will be based on what the business is making at the time, not on its potential. If a buyer has to do the turnaround, the buyer gets the reward.

I first shared a list like this more than 15 years ago. This is the latest refinement.

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buying a newsagency

Is your newsagency remarkable?

Seth Godin wrote an excellent book — Purple Cow: Transform Your Business by Being Remarkable. It was (is) an excellent book, one I highly recommend. It applies today as much as it did in 2003 when it was published. The book inspired me, and it still does. The message is simple: you’ll notice a purple cow on the side of a hill because it stands out, it’s remarkable. The question for newsagents is: is your business remarkable, does it stand out?

Start with your front window.

Not your floor plan. Not your product mix. Not your loyalty programme. Your window. It is the one thing every person who walks past your store sees, and most newsagency windows are invisible. Not ugly. Not offensive. Just invisible. Generic. Expected. Easy to walk past without registering.

Is your window remarkable?

That is a missed opportunity, and it costs nothing to fix.

A remarkable window does not require a budget. It requires a decision to stop displaying what suppliers provide and start displaying what stops people. Those are different things. A supplier poster tells passers-by what you sell. A remarkable window makes them curious about who you are.

Think about what people do not expect to see in a newsagency window. A single unexpected object on a plinth. A handwritten question that makes someone pause. A display built around a local event, a local team, a local story. Something that changes every two weeks so the people who walk past every day have a reason to glance over.

The window is not an advertising space. It is a first impression. It is the thing that decides whether someone who has never been in before thinks your store is worth trying.

Most newsagency windows say: we sell a bit of this and a bit of that. Some say we sell newspapers, magazines, and lottery. Anybody walking past already knows that. You are not telling them anything they did not know, and you are giving them no reason to stop.

A window that shows something unexpected — something that does not fit the category assumption — plants a question. What is that? What kind of shop is this? I did not know they did that. That question is the beginning of a visit.

This is the lowest-cost, highest-visibility change available to any retailer. No supplier approval required. No capital outlay. No staff training. Just a willingness to put something in the window that people do not expect to see there.

Do it this today. Change it in a week. Yes, I know that’s work. It’s worth it! See what happens to the way people look at your store as they walk past.

Remarkable does not have to start big. It just has to start.

Go for that purple cow remarkable.

…
Mark Fletcher is the CEO of newsXpress and founder of Tower Systems, a POS software company serving independent retailers across Australia. mark@newsxpress.com.au | 0418 321 338

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newsagency marketing

Why newsagencies are leaving Australian shopping centres

I was asked recently why we see fewer newsagencies in shopping centres in Australia. We do, and there are reasons. I made a video on this, and here is the written version for those who prefer to read.

Shopping centres are expensive places to trade. You pay for the space, you pay mandated cleaning costs for the centre, and you pay a marketing levy for promotion that may bring nothing to a newsagency. In one centre, our marketing contribution was around $45,000 a year. We got no measurable value from it. None.

Then there is the lease itself. A typical centre lease includes a permitted use clause setting out what the business can and cannot sell. I can speak from experience here. In one of my newsagencies, in a major Melbourne centre I will not name, we were permitted to sell gifts and toys. We ranged Halloween product. The landlord claimed it was outside our permitted use. We said they were toys and party goods. They responded with a legal challenge, and under that lease, fighting meant paying their legal costs as well as our own. It was not worth it. We ended up exiting the centre.

In a centre, your trade also relies on the centre performing, and that is out of your hands. Majors come and go. Lose two anchor tenants from your end of the centre and your section can be quiet for months while the landlord sorts it out. When that happens, a small business retailer does not get heard the way a national chain tenant does.

If a newsagent told me they were thinking about going into a shopping centre, my first question would be: why? What do you expect to get that a high street location cannot give you? Yes, the high street has less foot traffic. But outside a centre you control what you sell, when you open, your own marketing and your own costs. Inside, the landlord can influence all of it, and they generally want you trading under a brand, looking like a franchise. I do not believe the franchise model has a future in our channel. Cookie-cutter retail belongs to the era when magazines, papers and lotteries were strong. The most interesting newsagencies today look nothing like each other, and that is the point.

Landlords will not love this post. I have held enough centre leases to speak from genuine personal experience, and this is my opinion.

There will be some in our channel who disagree with me. I’d ask them, what’s their skin in the game? Do they have a shopping centre business? Do they own a group that favours shopping centre settings? Do they make money from shoplifts landlords require?

There are plenty of vested interests in contemplating this topic, until you’re out and not reliant on anything shopping centre related. Then, you gain perspective, I think.

If you do see a shopping centre newsagency, support them, because they need it. But the innovation in our channel is happening outside the centres, where a retailer is more free: more flexibility, more control, more of yourself in the business.

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Newsagency management

Do you spend too high time repricing stock in your newsagency?

I see newsagents waste hours on work their software could do in minutes, and repricing is the worst offender.

You know the job. A supplier sends through a price rise across their range, or you decide the plush department needs a margin tune-up before Christmas. Someone sits at the back computer opening one product at a time, keying the new price, clicking save, a few hundred times over. Everyone hates the job, so it gets put off, which means weeks of selling at old prices on new costs.

Or, it could be that you have finally decided to adjust your prices ahead of losing the credit card surcharge you currently have and need to cover costs another way.

The Stock Manager facility in the Tower Systems newsagency software handles this in bulk. Pull up everything from that supplier or department and change the lot together. A range-wide price rise is a five-minute job.

The part I want every newsagent to understand is the gross profit option. When a supplier lifts costs and you only pass on the dollar amount, your margin percentage shrinks without you noticing. Do that across a few suppliers over a couple of years and you have quietly given away points of margin in a channel that cannot afford to give away any. Stock Manager can reprice a whole range to the gross profit percentage you choose. Decide what margin your gift department must make, then make every item in it comply. That is managing, not just retailing.

Pricing is the headline but not the whole story. Details, images and descriptions can all be updated across a range in one go. The bulk tag tools matter if you run a connected Shopify store, because building a collection by opening hundreds of products individually is nobody’s idea of a Tuesday night.

My usual disclosure: I work with Tower Systems, so weigh my words accordingly. But the advice stands whatever software you use. If your system makes you reprice item by item, you are paying for that limitation in wages, and in margin you never noticed leaking away. Ask your software company to show you their bulk editing tools. If they cannot, that tells you something.

One tip from the Tower support desk: back up before any bulk change. Bulk cuts both ways.

Your time is the scarcest resource in your shop. Better spent out the front with customers than out the back keying prices.

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Newsagency management

What good foot traffic in a retail newsagency actually looks like in 2026

Foot traffic is one of those metrics newsagents talk about constantly but rarely define. When someone says their traffic is down, what does that mean exactly? Fewer people through the door? Fewer transactions? Smaller baskets? The same customers buying less?

The distinction matters because the response is different in each case.

Here is what I see in the businesses that are actually performing well right now. Their traffic story is not about volume. It is about who is coming in and what they are buying.

The old model is not coming back

The newsagency of 2010 ran on high-frequency, low-value visits. A paper every morning. A scratchie. A magazine. Frequent visits, small baskets, thin margin.

That traffic is declining structurally. Newspapers are bought online or not at all. Lottery players are being pushed to apps — deliberately, by the people who run the lottery. Magazine readers have moved on. You cannot run a campaign that fixes a habit change.

The businesses I respect have stopped trying to. They are building something different.

What the better businesses are doing

The stores growing right now attract less frequent but higher-value visits. A customer who comes in three times a year to buy gifts, cards, and a collectible is worth more to the business than one who comes in five days a week for a paper and nothing else.

That requires a different shop. The product mix has to give people a reason to come in when they are not running an errand. That does not happen by stocking what your rep suggested. It happens when you look at what your customers actually respond to and build around that.

Seasonal traffic compounds

Newsagents who take seasonal execution seriously — real displays, a genuine reason to visit around Mother’s Day, Father’s Day, Christmas — see something interesting. The spike visits convert. A customer who comes in for a card and finds a gift range they like comes back.

That repeat visit did not come from advertising. It came from having something worth discovering. You earned it.

The number worth watching

Stop asking whether your traffic count is up or down. Ask whether the traffic you have is getting more valuable.

Check your average transaction value over the past year. Look at whether repeat customers are growing as a share of your total. Ask yourself whether the people coming through the door are browsing or just transacting.

If those numbers are moving the right way, the business is in better shape than the foot count suggests. If they are not, the problem is almost certainly in the product mix and presentation — not in how many people walk past the window.

Volume is a vanity metric. Value is what you actually manage.

… Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative independent retailers, including newsagents, who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

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Newsagency management

A Sunday thought: back yourself

I spend a lot of words on this blog telling newsagents what to do. Cut this category. Chase that one. Review your card range. Watch your roster costs. Plenty of advice, week after week.

Today I want to say something different.

Back yourself.

You already know your shop better than anyone. Better than your suppliers, better than any consultant, better than me. You know which customers come in on pension day. You know which lines move and which ones sit there gathering dust while you tell yourself they will come good. You know, honestly, what you would change if you stopped putting it off.

That knowledge is worth more than you give it credit for.

I have been around this channel for decades, and the retailers I have seen thrive were rarely the ones with the best location or the deepest pockets. They were the ones who trusted their own judgement and acted on it. They tried things. Some failed. They tried something else. They did not wait for a supplier, a landlord or an industry body to save them, because nobody is coming to save any of us. That sounds bleak. It is actually liberating.

If you have been thinking about dropping a category that no longer earns its space, you are probably right. If you have been eyeing a product area that excites you, something you would enjoy selling, that enthusiasm is data too. Customers can tell when a shop owner loves what they sell. It shows in the displays, in the buying, in the conversation at the counter.

The shops growing in this channel right now do not look like the newsagencies of twenty years ago, and thank goodness for that. Every one of them got there because an owner decided their own instincts were worth acting on.

Doubt is part of running a small business. Anyone who tells you they have never lain awake over a decision is lying. But doubt is not a reason to stand still. It is the toll you pay for doing something that matters.

So here is my Sunday encouragement. Make the change you have been sitting on. Start small if you need to. Measure it. Adjust. You have survived in one of the toughest corners of retail, through structural decline, a pandemic and everything since. That is not luck. That is you.

Back yourself. You have earned the right.

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Social responsibility

What’s your newsagency marketing group done for you so far in June?

What newsXpress has delivered to members so far in June

We are halfway through June, so here is a look at what newsXpress has delivered to member businesses in the last two weeks. Our job is simple: help members find new shoppers, grow basket size and improve gross profit.

Here’s a new video I did this morning: https://youtu.be/rXdXbr2rvC8

A free Father’s Day traffic driver

Every member store has received a MasterPro 13″ indoor/outdoor electric pizza oven, free. We bought the stock, paid the freight, packed the boxes and shipped them. Marketing collateral came with it.

The oven retails around $450. Stores can run it as a prize draw for card shoppers in the lead-up to Father’s Day. A prize like this gets people in the door and gives them a reason to buy cards from you rather than the supermarket.

All up including the price, in-store collateral and delivery in-store, newsXpress has invested $100,000 in this promotion.

The retail benchmark report

We sent members our benchmark report covering January through May, built from data supplied by 33 opt-in stores. Each store can see how it compares against state averages, the group overall, and categories including greeting cards, stationery and magazines.

One owner called it a kick up the bum. That is the point. Several stores spotted their average card price sat below the group benchmark and have started shifting space to premium cards.

We also produced an anonymised version for suppliers, so they can see how newsXpress stores perform and stock us better.

Category insights and new inventory

Members received a 21-page report on one of the strongest traffic-driving categories in our shops. It covers current performance, what we expect for the rest of the year, and our read on 2027.

On the product side, we secured access to the Royal Australian Mint’s Steam Giants collection and the Dawn Service coin program. Newsagencies have always done well with train and military history customers. These coins suit that shopper, and your local competitors will not have them.

We also introduced new journaling ranges with humour built in. They support the move away from low-margin agency lines toward gift shoppers.

Two more preferred suppliers

We added two preferred suppliers this month, taking the total to 153. More than 100 of them do not deal with regular newsagencies. That is a product mix the shop down the road cannot copy.

One-on-one help

Over the past fortnight our team has worked with two members on lease and landlord negotiations, answered HR and award questions, helped members under financial pressure manage creditors and cash flow, and represented members in lobbying on credit card surcharge reform and the move to payday super.

Is your marketing group doing this?

All of the above happened in two weeks. Five new members joined newsXpress this month.

If you want help turning your shop into a profitable gift and lifestyle business, email help@newsxpress.com.au.

What’s your newsagency marketing group done for you so far in June?

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newsagency marketing

To the newsagents standing still

I get it. Standing still feels comfortable. It’s what you know. You don’t have the money to do anything else. You don’t know what else to do anyway. So, you stand still, smile, take payment, wish them a good day and stand still waiting for the next customer. You do what you have to do to keep the doors open and toe lights on. And you do what suppliers tell you because you like having a plan,. But it’s all about standing still, because that’s where you’re comfortable.

The problem is the world is not standing still with you. Plenty in the newsagency channel aren’t standing still with you.

Newspaper sales fell 13% last year. Magazine revenue is contracting year on year. Lottery players are being pushed online — not by accident, but deliberately, by the people who run the lottery everywhere except WA. These are not temporary dips. They have been heading this way for years, and there is nothing on the horizon that reverses them.

A business standing still in a declining channel is not holding steady. It is losing ground at a pace that can feel like nothing, until one day the numbers make it impossible to ignore.

I have watched this play out many times. The newsagents who came through it well mostly started moving before they had to. Not a full overhaul. Not a rebrand. Just one deliberate change made while they still had cash flow and mental space to think clearly. Then another. Then another.

The ones who waited until the numbers forced their hand had a much harder time. Less room. More pressure. Fewer options on the table.

Here is what I also know. Most newsagents standing still are not standing still because they are complacent. They are standing still because nobody has shown them a credible first step that fits their situation. The advice they get is either too vague to act on or comes attached to a supplier wanting an order.

here’s the thing:

If you have floor space allocated to a category that is declining, measure what it is actually earning per square metre. Not what it used to earn. What it earned last month. If that number is low, you have a decision to make about what replaces it — and there are categories with real consumer demand that most newsagencies do not stock yet.

If you have not looked at your average transaction value in the past six months, look at it. If it is flat or falling, your existing customers are not buying more. That is a product mix problem, not a foot traffic problem.

If you do not know which 20% of your range is generating 80% of your margin, finding that out is the most valuable hour you will spend this month.
None of this costs money. It costs attention.

You do not have to change everything. But changing nothing, in a business where the core categories are structurally declining, is a decision with consequences. It just does not feel like one because the consequences arrive slowly.

If you want a conversation about where to start — specific to your store, your situation, your numbers — reach out directly. No pitch. No agenda beyond helping you find a way forward.

…
Mark Fletcher is the CEO of newsXpress and founder of Tower Systems, a POS software company serving independent retailers across Australia. mark@newsxpress.com.au | 0418 321 338

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newsagency of the future

Beyond the hype: why I travelled to Singapore for SuperAI

Today, I am at Marina Bay Sands in Singapore for the opening day of SuperAI, Asia’s largest AI conference. Over the next two days, some of the most influential people working in technology will be here. Actually, it kicked off yesterday with some side sessions that were terrific.

I want to be clear about why I made the trip.

This was not tech tourism. It was not about watching demos of products that will not ship for three years. It was a practical decision driven by a straightforward observation: for anyone running or supporting a small business retail network right now, understanding where AI is headed has stopped being optional.

The conversation has shifted

What made SuperAI worth the flight is that this conference has moved on from where most AI events still are. Frontier lab demonstrations and theoretical research discussions are elsewhere. Here, the focus is on real-world deployment — how organisations are running AI tools at scale, what is working operationally, and what the actual results look like on the ground.

In local retail, we are already seeing tangible results. I am in my shop. Plenty others are too.

Automated invoice processing is saving small businesses hours of manual data entry every week. AI-driven inventory insights are surfacing patterns that would never appear in a standard report. These are not pilot projects. They are running in shops now.

But we have barely started.

What I am here to find

Being here gives me a clearer view of what is coming before it arrives. Three areas I am focused on across the two days:

  • Inventory autonomy — how autonomous agents are predicting stock trends, managing supply chain variability, and cutting dead stock without requiring specialist skills to operate
  • Accessible data insights — how complex business analysis is being simplified so a local shop owner gets deep, actionable information without needing a data analyst to interpret it
  • Operational efficiency — which tools are removing friction from back-office administration so independent retailers spend less time on screens and more time on the floor

Why this matters for local retail

The tools demonstrated at events like this do not stay at the enterprise level. They filter into the software platforms small businesses use every day. The gap between what a large retailer can do with data and what an independent newsagent or gift shop can do is closing faster than most people realise.

Being here on day one means seeing what is coming before it lands. That lead time is the point. The goal is to bring what is genuinely useful home and turn it into something practical for local businesses — not eventually, but as soon as it is ready.

… Mark Fletcher is the CEO of newsXpress and founder of Tower Systems, a POS software company serving independent retailers across Australia.

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2026

What we can learn from The Lottery Corporation Investor Day in Sydney

The Lottery Corporation held an Investor Day in Sydney last week and I am grateful for insights someone who attended shared with me. Here are takeaways that could interest newsagents who sell lotteries.

1. DIRECT TARGET: CONVERTING RETAIL CUSTOMERS TO DIGITAL

The absolute biggest priority for The Lottery Corporation (TLC) is converting unregistered retail shoppers into registered digital users. They said this in Sydney and they have said publicly elsewhere. The hiring decisions announced last week also speak to this.

The Gap: TLC currently has approximately 8,600,000 active players, but only 4,300,000 are registered. That’s what they are chasing. Some retailers see these folks as their customers. TLC sees them as their customers.

The Strategy: TLC intends to identify these in-store customers, transition them into app users, and market directly to them to increase playing frequency and retention.

Retail Impact: This represents a deliberate strategy to shift the customer relationship away from the physical counter and directly onto TLC’s own digital platforms.

2. RETAIL NETWORK FRICTION & STRUCTURAL CHANGES

The balance of power is shifting, which is expected to cause what some call a “tricky period” of tension between TLC and independent retailers.

QR Codes: The introduction of new QR codes on physical tickets is seen by  newsagents as a direct mechanism for TLC to poach their foot traffic and data.

Cap on Outlets: TLC is freezing the expansion of its physical retail network. That is a huge message on where TKLKC sees retail. Growth will no longer come from opening new outlets; instead, the focus is entirely on extraction, productivity, and quality over quantity from the existing footprint.

The Margin Shift: For TLC shareholders, this migration is highly lucrative: every 1% of turnover that moves from physical retail to digital adds roughly $6,000,000 to TLC’s EBITDA.

3. GAME REFRESHES AND PRICE INCREASES

TLC is taking a more active approach to game management, price increases, and margin optimisation than previous management.

Set for Life (S4L): A major refresh is launching in September 2026. Ticket prices will increase from 60 cents to 70 cents, introducing additional cash payouts while keeping the top prize at $20,000 a month for 20 years.

Oz Lotto: This is officially under review and is expected to be the next major game overhaul.

4. THE YOUNGER COHORT PUSH

TLC is repositioning itself from a traditional lottery operator into a “digitally led entertainment business.” A key focus of this transformation is capturing younger adults. TLC plans to introduce more social features, syndicates, subscription models, and AI-driven personalised recommendations to attract younger sports-betting demographics who are hunting for “lottery-style” high odds.

To me, the big note here are the tight focus on migrating shoppers to digital – evidenced by the QR code move, new hires, freezing new outlets and absolute clarity in the business about the commercial value of the transition.

COMPLAINING IS A WASTE OF TIME.

TLC is a public company with one requirement – to drive shareholder value.

In my opinion, complaining about what they are doing will not improve the situation of any retailer, investing money in lobbying them will not deliver a lasting benefit for any retailer.

If I was representing lottery retailers or if I was a lottery retailer, my focus would be on lobbying TLC for permission to place other products in the lottery area – to support retail and provide a smoother path to the transition TLC is seeking.

The best thing a TLC lottery retailer can do is to urgently recalibrate the business to bring shoppers in for products outside of lottery products, do the bare minimum to satisfy the franchise agreement and create a business that is strong without any lottery revenue.

If you have lottery products are feel you will lose your business as they migrate lottery customers to digital, you have to act today to improve your business. Nothing else matters.

If you’re in Newspower, Nextra or The Lucky Charm, ask what they are doing about this. I say this as what I have been sharing here on this is part of what I share with newsXpress members.

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Lotteries

Newspower’s EOFY email — what it says and what it doesn’t

Newspower sent another marketing email early this week, this time with an end-of-financial-year offer. Join before 30 June and receive $1,000 in supplier credit and four weeks of Facebook advertising campaigns.

A number of newsagents forwarded it to me. As with their earlier email, it is tidy and upbeat. And as with that email, I think it is worth reading carefully.

This is my take, my opinion. Do your own research and draw your own conclusions.

The $1,000 offer

The headline is $1,000 credit with a preferred partner supplier. The email adds that this represents “value of over $2,000 profit.”

That profit claim is doing a lot of work. It assumes a margin that is not stated, on product that has not been chosen, in a store whose circumstances are unknown. There is no category example, no margin calculation and no basis given for the figure.

The terms and conditions clarify that stock must be ordered by 30 September 2026. So the credit is tied to a supplier you choose, ordered within a fixed window, for product you then need to sell.

That is not necessarily a bad deal. But “value of over $2,000 profit” is a marketing line, not a financial analysis.

The question I have about the free stock offer is: will it attract new shoppers. To do this, of course, the products need to come from retailers who do not traditionally supply newsagency businesses. This suppliers are very important to newsagents right now.

Four Facebook campaigns

The offer also includes four one-week Facebook advertising campaigns to “maximise sales of the products you choose.”

Facebook advertising can work. The question is always how well. There are no numbers here: no reach estimates, no cost-per-click benchmarks, no examples of what previous campaigns delivered.

A week-long campaign for a single product line is a small window. Whether it moves stock depends heavily on the product, the local market and the creative. None of that is addressed.

The “300 members” figure

The email states that “approximately 300 independently owned newsagents” are already on board.

That is the first time I have seen a member count from Newspower. It is useful context. It also raises a question: how many newsagents have left?

Retention is often a more honest signal of group value than recruitment numbers. The email does not mention it.

The last number I had from research a couple of years ago was 500 retailers. If it’s gone from 500 to 300, that’s a thing.

More customers, more profit, more time

The five “More” promises — customers, profit, information, time, support — are presented as outcomes of joining.

Each one is reasonable as an aspiration. None of them come with a number, a timeframe or a case study. “More customers” through community promotion sounds good. What does it look like in practice? How many members have seen measurable foot traffic increase?

“More time” through social media and business listings management is a genuine value proposition if it is executed well. But the email gives no indication of quality, consistency or how the content is tailored to individual stores.

The dedicated Business Manager

Support through a dedicated Business Manager is listed as a benefit.

This can be valuable. The key questions are how many stores each manager looks after, how often they visit or call, and what their brief is when a store is not performing.

None of that is in the email.

Low-cost joining

“Joining is quick, simple and low-cost” is the close.

What is the cost? The email does not say. For a pitch built around financial benefit, the absence of a membership fee — or at least an indication of one — is a gap worth noting.

The broader point

An EOFY deadline creates urgency. That is the point of it. But urgency is not a reason to skip due diligence.

If you are considering this offer, the questions I would ask are: What is the full membership cost? What are the terms around the supplier credit? Which suppliers are included? What do current members say?

The email is designed to get you to reply with your name and phone number. That is the first step in a sales conversation, not the end of one.

Ask the harder questions before you get there.

…

I own newsXpress, a business that competes with Newspower.

11 likes
newsagency marketing

Why Lottery Retailers Are Challenging the New Lottery QR Codes

I made this video this morning because I keep getting asked about it — what the QR code on lottery tickets actually means for newsagents and why so many retailers are quietly frustrated.

The short version: it is a channel shift strategy. Print a QR code on an in-store ticket, point the customer toward an app, and over time that customer stops coming to the counter at all.

Watch the video. I cover the commission economics, the foot traffic problem, and why the contract terms make the whole thing harder to swallow.

The numbers

A $126.00 entry sold over the counter earns the retailer around $15.50 in commission. The same entry sold digitally keeps that with the corporation. Their infrastructure cost is essentially fixed whether they process ten transactions or ten thousand. Every customer shifted online is pure margin gain for them.

That is not a coincidence. That is a strategy.

The foot traffic problem

Lottery customers are habit customers. They come in on the same day every week. While they are there, they buy other things. Point them toward an app and that habit breaks. The cross-sell opportunity goes with it.

The contract makes it worse

Most lottery agreements require retailers to maintain prime counter space exclusively for lottery branding — no competing products, financial penalties for non-compliance. So retailers carry the cost of that space while the supplier uses it to redirect their customers elsewhere.

What to do

I said it in my post earlier this week and I will say it again here. Do the minimum required to hold your contract. Then build your business so it does not depend on lotteries. If losing lotteries tomorrow would threaten your viability, that is the problem to solve — not whether the QR code is fair.

This is urgent, I think.

WA is the exception. The government-owned model there works differently and the retailer relationship is genuinely more cooperative. In the eastern states under private corporate frameworks, the direction of travel is clear.

If you want to talk through how to restructure your range and reduce reliance on restricted categories, contact me at 0418 321 338 or mark@newsxpress.com.au.

12 likes
Ethics

Be Careful What You Buy Right Now

I want to say something plainly to newsagents who are buying new ranges over the coming weeks, whether at trade shows or through rep visits.

Some suppliers in this channel have not caught up with what is happening. They are pitching stock sourced at last year’s prices. That stock is arriving in Australia with this year’s freight costs baked in. The margin you think you are buying is not the margin you will actually get.

FOMO is the oldest sales tool there is. A rep will tell you this range is selling hard in other stores, that you will miss the season if you do not order now. Some of that will be true. Most of it cannot be checked in the room, which is the point.

Ask for evidence before you commit. Which stores are performing with this product? What does the sell-through data look like? What happens if it sits on your shelf? Vague answers mean the pitch is not ready to become a purchase order.

Here is something worth remembering: every sales person who walks into your store has a target. Your order helps them hit it. That is their interest in the transaction. Whether the product sells through in your store is entirely your problem once the invoice is signed.

Freight costs have shifted significantly. Products sourced offshore last year are landing now at higher costs. Some suppliers have absorbed that. Others have passed it on quietly through margin compression or reduced pack values. You will not know which category you are dealing with until after the sell-through.

Buy tight. Buy what your customers are already asking for. Buy what you are confident will sell within sixty days. Do not buy on a rep’s enthusiasm, on manufactured urgency, or on the hope that your store will perform the way another store did.

Your cash flow runs your business. Guard it.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative independent retailers, including newsagents, who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

6 likes
Newsagent suppliers

Is The Lottery Corporation Quietly Quitting Its Retail Partners?

Folks at The Lottery Corporation will deny it. But the lottery giant’s recent moves look less like coincidence and more like a coordinated push to pull shoppers away from retail counters and into its own online ecosystem. For newsagents and lottery agents who spent decades building these customer relationships, it is not a comfortable pattern to watch.

The QR code addition to in-store tickets is the obvious one. TLC calls it a convenience feature, players can check results or store tickets digitally. But scan the code and you land on a website or app with a clear pitch to create an account. That is a customer acquisition funnel. The foot traffic belongs to the retailer. The digital asset goes to TLC.

Once a customer registers online, the local newsagent is out of the loop. TLC owns the data, the transaction history, and the direct marketing channel. The retailer spent years cultivating that customer. TLC collects the benefit.

The margin picture

Pricing tells the same story. In-store tickets show the base price and retail commission as separate line items. Online, only the total appears. The commission breakdown vanishes.

TLC’s ASX reporting explains why that matters. When a customer buys direct through the app or website, TLC absorbs the commission that would otherwise go to the agent — around 9% to 10% per transaction. Scale that across millions of converted players and the retail network starts to look like a cost rather than a channel.

What this means for newsagents

Retailers are carrying rising costs everywhere. Rent is up. Wages are up. Lottery traffic matters precisely because it drives cross-sell into gifts, collectibles, and stationery — the categories with real margin.

When TLC systematically converts those customers, it erodes the economics of the very stores that carry its products. Online syndicates get offered as a consolation, but they do not replace a long-term retail client. A serious conversation about channel conflict is well overdue.

My advice

There is no upside for the lottery category except in WA where the state government retains ownership and is proactive in support for the channel and its role.

  1. Do the bare minimum to retain your contract.
  2. Build out your business so it is not reliant on lotteries.
  3. If your business would not survive losing lotteries, make point 2 above your top priority.
  4. Lobby your state politicians as they control the lottery licence.

Ultimately, TLC’s digital push forces brick-and-mortar agents to fund their own replacement by supplying the foot traffic TLC is actively converting online. Until retail partnerships are genuinely protected, newsagents are left holding the bag while the lottery giant pockets the margins. Unless, of course, you put your business first.

24 likes
Ethics

Why a stocktake matters more than ever for newsagents in this year, 2026

The newsagency channel is in transition. Most newsagents know this. The question is not whether to change, but how well-equipped you are to make the right changes for your specific business.

That is where a stocktake comes in — and why skipping it this year is a more costly decision than it might appear.

Accurate stock one hand data is critical to your success over the next year.

Your data is the map

If you are thinking about evolving your product mix — reducing reliance on print, building out gifts, collectibles, plush, or other higher-margin categories — you need to know exactly what you have and how it is performing. Not roughly. Not from memory. Accurately.

A stocktake gives you that. It makes the map honest.

Too many newsagents will not  do a stocktake this year, and this will hurt them.

Without accurate stock on hand data, every category decision you make is a guess. You might think a range is performing because it looks busy on the shelf. The data might tell a different story. You will not know until the numbers are clean.

AI insights are only as good as the data behind them

The  Tower Systems newsagency software surfaces AI-powered insights in the software (yes in the software – no, you don’t have to safe a report as a PDF and use AI externally, this is IN the software)  to help retailers make better decisions. Which lines to reorder. Which to cut. Where margin is quietly leaking.

Those insights depend entirely on accurate stock data. Feed the software bad data and you get bad insights. Feed it clean data and it starts to work for you in ways that genuinely change how you run the business.

A stocktake is not a software task. It is a business decision.

The transition question

Newsagencies that are successfully evolving share a common trait: they know their numbers. They know what is selling, what is not, what is tying up cash on a shelf and going nowhere.

That knowledge does not come from instinct. It comes from data. And that data starts with a stocktake.

If you are planning to shift space from magazines to gifts, you need to know what the magazines are actually contributing — not what you assume they are contributing. If you are considering a new product category, you need to understand the dead stock risk in your existing ranges first.

Accurate stock data does not make the decisions for you. But it means the decisions you make are grounded in reality.

June is the right month

With EOFY on June 30, the timing could not be better. A stocktake done now gives you clean data for your end of year reporting, a clear picture of what to carry into the new financial year, and a foundation for the category decisions ahead.

You do not have to count everything at once. Count a section a day. By June 30 you will have numbers you can trust.

The newsagency businesses that thrive through this transition will be the ones making decisions from accurate data. The stocktake is where that starts.

4 likes
Newsagency management

When business stress becomes something more serious

Some calls stay with you.

A little while ago I spoke with a newsagent who was in a lot of pain. The conversation started with a business issue, frustration about staff, worry about the value of the business they had built over many years. But it moved quickly into something deeper. The anger was intense. The distress was real. And it became clear that this was not really a conversation about business at all.

Now for clarity, this call was from someone in an independent newsagency business.

I have been around this industry for a long time. I have spoken with thousands of newsagents and small business retailers. Most are resilient, resourceful people who carry more than they let on. Running an independent retail business is genuinely hard. The commercial pressures are real, changing communities, shifting supplier relationships, rising costs, an industry that looks different today than it did ten years ago. That weight accumulates.

Sometimes it becomes too much.

In this particular conversation, I mostly listened. Not because I had nothing to say, but because the person on the other end of the phone did not need advice. They needed to be heard. After about twenty minutes, the intensity eased a little. I later reached out to a family member who I felt was better placed to help.

I am not a counsellor. I have no medical training. There is a limit to what any of us can do when someone we are not close to is struggling. But I do think there is value in talking openly about this,  because I suspect the experience I had is not unusual, and because some people reading this may recognise something of themselves or someone they know.

If you are finding things hard right now, not just commercially, but personally, please talk to someone. Your GP is a good first call. Beyond Blue (beyondblue.org.au) offers support specifically for people experiencing anxiety and depression, including a dedicated program for small business owners. The Black Dog Institute (blackdoginstitute.org.au) is another strong resource. If things feel urgent, Lifeline is available 24 hours a day on 13 11 14.

If you are worried about someone else, a fellow retailer, a supplier contact, someone in your network who seems to be struggling, trust that instinct. You do not have to fix anything. Sometimes a phone call that says “I noticed, and I care” is enough to help someone take the next step.

Listening is a good start.

4 likes
Social responsibility

A New Online Jigsaw Store in Australia Worth Knowing About

A new Australian jigsaw store has launched, and it’s worth a look.

jigsawsaustralia.com.au is run by newsXpress Pty Ltd and stocked with a broad selection of puzzles — landscapes, botanicals, art prints, nostalgic designs, and options across a wide range of piece counts. It’s a dedicated jigsaw store. Not a gift shop with a few puzzle boxes near the register.

For newsagents and gift retailers, the category is worth paying attention to. We created the website as an add-on too our existing retail business. It’s a separate site as jigsaws are a unique niche attracting folks from their own community. Jigsaws can get lost in a more general website.

Jigsaws have sold steadily for years, and the customer base is broader than it looks. Younger buyers pick them up. Families grab them for school holidays. The gift angle is strong — a jigsaw is something people actually think about before buying, which puts it ahead of most gift options at a similar price point.

Part of what keeps the category going is what jigsaws actually do for people. Research consistently links regular puzzling to cognitive engagement — it works both hemispheres of the brain at once, drawing on spatial reasoning, pattern recognition, and memory. For older adults, that kind of low-pressure mental activity is particularly useful. It’s also something people will do for two hours without realising how long they’ve been at it.

The physical benefits are less talked about but real. Handling puzzle pieces requires fine motor control and hand-eye coordination. For people managing arthritis or recovering from an injury, the repetitive, gentle movement is helpful without being demanding. It’s one of the reasons occupational therapists have pointed to jigsaws for years — not as therapy in any heavy sense, just as something useful that doesn’t feel like work.

That combination — good for you, genuinely enjoyable, easy to give as a gift — is why the category holds up when others don’t.

jigsawsaustralia.com.au is clean and easy to navigate. The range is solid and will keep growing. If you’re in the gift space or want a reference point for talking about jigsaws with your customers, it’s worth a bookmark.

If you are looking for jigsaws for gifts, check us out at: https://jigsawsaustralia.com.au/.

1 likes
Gifts

Is the Are Direct decision to move magazine distribution customers service offshore good for newsagents?

The Are Direct announcement yesterday feels like money saving for the company ahead of benefits touted by the company. I have some thoughts.

Of course the owners of Are Direct can do what they like with the business.

It is frustrating that the many consultations with newsagents over many years have never resulted in newsagent beneficial change.

There are plenty of newsagents who feel they could sell more magazines if they had absolute control over what magazines they received and had an easy, online, method for managing this.

6 likes
Newsagency management

Officeworks is offshoring jobs gives local newsagents and stationers an opportunity

Officeworks has told staff at its Western Sydney customer service centre that their roles are being made redundant, replaced by a call centre in Manila. Technology support roles are moving to Bengaluru. Hundreds of jobs, offshore, in three phases.

The company cited rising costs, increasing competition, and changing customer expectations. It is a rational commercial decision for a large retailer focused on keeping prices low.

It is also an opening for local newsagents and local stationers.

Act now if you want to make more from stationery. Leverage this story.

Officeworks competes in stationery. So do newsagents and local stationery businesses. The difference has always been that a newsagent and stationer can offer something Officeworks cannot — a local person, in a local shop, who knows their customers by name and can actually help.

That difference just got bigger, thanks to Officeworks.

When a customer calls Officeworks with a question, they will now reach Manila. When they walk into their local newsagency, they get a conversation with someone who lives in their community, understands their needs, and will sort out the problem on the spot.

That is not a small thing. For many customers, it will matter.

Now is the right time to lean into stationery. Not by trying to match Officeworks on price — that is not the game to play — but by doubling down on the things a big retailer cannot replicate. Local knowledge. Personal service. A curated range chosen for your specific community rather than a national planogram.

Newsagents who position themselves clearly as the local, human alternative to the big box experience will find customers who are ready to listen.

Here are 5 tips for newsagents who want to leverage the Officeworks news:

  1. Share it locally. Post about it on your business Facebook page today, now! You do not need to be negative about Officeworks — just note that your service is local, personal, and always will be. Let customers draw their own conclusions.
  2. Put stationery front of house. If your stationery range has drifted to the back of the shop, move it. Visibility signals that you take it seriously. Customers who are reconsidering where they buy stationery need to see it when they walk in.
  3. Train your team on the range. Local service is only an advantage if your staff can back it up. Make sure everyone on the floor knows your stationery offer well enough to have a genuine conversation about it with a customer.
  4. Talk to your regulars. Your existing customers are your warmest audience. A casual mention at the counter — “we’ve actually got a great stationery range if you ever need anything” — plants a seed with people who already trust you.
  5. Review your range. This is the moment to look at what you stock and whether it reflects your community. A range chosen for your specific customers will always outperform a generic one. Talk to your newsXpress business development manager or your stationery supplier about what is working in similar stores.

Officeworks made the case for you. Use it.

Footnote: for plenty of newsagents everyday stationery is a done thing. That’s okay – the opportunity here is not for you.

5 likes
Stationery
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