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newsagency of the future

Newsagency Benchmark Report: My Take on November 2025 Sales Trends

I’m pleased to share the latest newsagency sales benchmark results for the Australian newsagency channel, covering performance up to the end of November 2025. For two and a half decades, my approach has always been to analyse data without emotion, sticking strictly to the facts to give you a clear picture of the state of our channel.

This latest report draws on data from a diverse mix of independent shops and businesses across various banners, allowing us to provide a genuinely representative analysis of key trends in turnover, unit sales, and category growth. This evidence-based approach is, in my view, the most reliable way to help newsagents navigate the significant changes occurring in our industry.

Key Insights from the Data

I was particularly pleased to see greeting card sales show a solid performance heading into the busy season. Unit sales are up approximately 8%, which has translated into strong revenue growth of between 12% and 15%. Crucially, Christmas card sales are showing specific strength, jumping 15–20% year-on-year.

We are also witnessing a positive moment in the magazine category. Unit sales are up 1–2%, a shift driven largely by special interest titles, crosswords, and motoring publications, proving that targeted content still holds real value for your customers.

Looking at general retail, the growth in higher-value items continues to impress. Plush items and toys are seeing significant sales increases, up over 20%, and books and giftware continue to perform well for stores stocking these ranges.

The Successful Business Transition

While traditional categories like newspapers and stationery continue to experience declines, this highlights the successful business transition that many of you are undertaking. We have found that while overall transaction counts have decreased by around 5%, the average sale value has risen a substantial 15–25%.

This is a powerful indication that stores are successfully moving away from a high-volume, low-margin model—historically defined by lottery and newspapers—towards a higher-value, retail-focused business.

Refining Your Strategy for 2026

Ultimately, these figures clearly demonstrate that while the newsagency model is evolving, significant opportunities remain for those willing to adapt. By shifting your focus towards high-margin categories and closely monitoring your local customer demand, you can effectively mitigate the decline in legacy products.

I strongly encourage every newsagency owner to review their own data using tools like the Tower software’s monthly sales comparison report. By analysing these figures alongside the benchmarks, you can identify opportunities to pivot your product mix and position your business for a successful 2026.

If you have any questions about interpreting these figures or would like to discuss how your business compares, please feel free to reach out to the newsXpress team, or contact me directly at mark@newsxpress.com.au. Let’s succeed together.

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newsXpress is a marketing group that supports small local independent retailers to thrive. Find out more at help@newsxpress.com.au.

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newsagency of the future

Mumbrella shines a light on magazines, Are Media and newsagents

I am grateful to Mumbrella and James Manning for the opportunity to talk magazines, newsagents and Are Media. What a buyer needs to know about Are Media and the future of magazines canvasses these topics and more. I am particularly grateful for the opportunity to explore why we are seeing some newsagencies close.

The best person to speak about what any new owner of Are Media would need to grasp is Mark Fletcher. The industry blogger, retail newsagent, owner of marketing group newsXpress and retail software developer understands as much as anybody about the place magazines occupy in Australia.

Fletcher said that his former retail software business, where he still consults, has about 1,900 newsagents as customers. Although he couldn’t put a figure on the number of newsagency closures, he did say the rate of closures had increased in 2025.

“When a newsagent can’t sell their business they will often just close it,” he told Mumbrella.

Fletcher has long been an advocate for newsagents to be less reliant on newspapers and magazines. While they still bring valuable foot traffic, newsagents need other attractions.

“If you look at a newsagency that is relying on newspapers, magazines, stationery and lotteries as a big chunk of their income, those businesses are dead, they have no future.”

Fletcher has always been prepared to share learnings from the newsagencies he has owned over the years.

In addition to detailing how his newsagency at Malvern in suburban Melbourne performs, he collates industry data from a number of other retailers.

“Depending on where a retailer is, newspaper unit sales are down about 11% year-on-year. Magazines are having a good year, special interest titles are up 10 or 12%. The weeklies and the major monthlies are down, but we expect that.”

In his own agency, Fletcher reported magazine turnover of $400,000 a year in magazines. “It’s a very strong area for magazines.”

Many newsagents are putting magazines at the back of the shop because they only offer a 25% margin. Fletcher noted that doesn’t help their sales.

“Retailers that are closing are the traditional ones – places that have not transformed their businesses.”

Fletcher says these are newsagents who have not combined traditional newspaper and magazine sales with a broad range of products that offer better margins.

“The biggest categories of growth right now are coffee, books and games of all things — not things like Monopoly — but unusual games which are really having a moment in the sun.”

I am also grateful we got to talk about opportunities we could explore with a new owner of Are Media.

Culling Are Media titles, giving better retail margins

Fletcher said he understands why Are Media keeps a broad range of titles.

“But I would think that somebody acquiring the business would look across that portfolio and ask, is there a rationalisation we can go through here that creates a more efficient mix of products?

“Newsagents make 25% gross profit from every magazine title, but pretty much anything else in their business outside of lotteries has a 50% margin. Any new Are Media owner would have to look at the magazine commission structure.

“At present newsagents can’t control what they get. If you trusted a retailer enough to give them control over what titles they got and the quantity they got, you would see sales increases.”

Too often news outlets, I’m looking at you ABC news, Nine Media and News Corp, fail at basic journalism when writing about newsagents. James Manning did a terrific job here exploring the reality newsagents and print media folks face and talking through opportunities that could benefit all.

The reality is: engagement with print has changed and continues to change. Why people buy newspapers and magazines has changed. Whereas in the past people would buy newspapers and weeklies as their first source of news (hard and soft), today, such purchases are more likely to pass the time since the first source was available in their hands long before the print product started running off the presses.

Now, special interest magazines have never carried news as such, or at least news associated with urgency or timeliness. I think this is one reason sales remain strong for them. The other reason, of course, is that people are buying what they love and in engagement with special interest categories is rooted in passion.

I hope Are Media finds a good home that respects the committed and talented people in the business. If I was the new owner, that’s where I’d start – with the people, exploring with them new opportunities that leverage their expertise.

Now if you’re a newsagent and reading this – first up on getting this far. Second, don’t give up on magazines, don’t act to kill them off. rather, leverage what;s working and the success of others to find ways for magazines to be more valuable to your business.

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magazines

At what point are newspapers not profitable

Talking to a newsagent yesterday, more days than not they sell 2 copies of a daily newspaper. Allowing for labour, retail space and other costs, you have to wonder why bother with this level of loss making.

The numbers for retailers will vary based on retail occupancy cost. The question for everyone days to be: at what point is a newspaper not worth caring in the shop?

This is a critical strategic question that newsagents are grappling with.

The core economic challenge of low-velocity staples, like newspapers

The scenario outlined is a classic example of a product line’s viability erosion. When a product is sold, its profitability isn’t just the sticker price minus the wholesale cost. A more accurate calculation involves:

  1. Direct costs: The wholesale price of the newspaper.
  2. Allocated overhead:
    • Occupancy cost: The retail space is a business’s most valuable asset. That newspaper stand or shelf space occupies square footage that has a specific cost per day. If it’s in a prime location (like the front of the store), its opportunity cost is even higher.
    • Labour costs: This is often overlooked. It includes the time spent receiving the delivery, setting up the display, handling the transaction, and, critically for newspapers, managing the complex and time-consuming returns process for unsold copies.
    • Capital cost: The money used to purchase the stock (even for just a day) is capital that could be used elsewhere.

When sales volumes drop to such low levels, the gross profit from those two sales (which is typically minimal on newspapers) is almost certainly eclipsed by the daily allocated costs. This turns a traditional staple product into a consistent financial drain.

The strategic question: why bother?

If it’s a clear loss-maker, the decision to continue stocking the product moves from a purely financial one to a strategic one. Retailers often continue for several complex, and increasingly debatable, reasons:

  • As a “Destination Driver”: The primary historical justification. The newspaper was a “destination” product, an item that drove guaranteed daily foot traffic. The business model relied on this customer coming in for their paper and also purchasing a high-margin greeting card, a magazine, or a lottery ticket. The newspaper was a loss-leader that generated profitable, ancillary sales.
  • Customer habit and loyalty: A small-business retailer, especially one embedded in a local community, builds long-term relationships. There may be a small cohort of elderly or long-time customers who expect the paper. The retailer may choose to absorb the loss simply to retain the loyalty of these patrons, fearing that if they go elsewhere for their paper, they will also move their other, more profitable purchases.
  • Brand identity: For a business named “XYZ Newsagency,” there is a powerful brand-identity component. Removing newspapers can feel like a fundamental betrayal of the business’s name and purpose.

The tipping point: when is it not worth carrying?

This is the central question, and the answer is different for every retailer. The decision to delete a product line like newspapers is reached when the strategic justifications no longer outweigh the financial losses.

This tipping point often arrives when:

  1. The opportunity cost is quantified: The retailer calculates that the same physical space could be dedicated to a product with a better sales velocity and a higher margin (e.g., gifts, collectibles, coffee, and more), and the potential profit from that new line is greater than the total profit from the customers who buy the newspaper.
  2. The “Destination Driver” Fails: The retailer observes that the newspaper customer is no longer buying those ancillary products. They are simply buying the low-margin paper and leaving. At this point, the product is no longer driving traffic; it is simply serving traffic at a loss.
  3. Labour costs become untenable: The time spent managing the administrative burden of returns and distribution becomes so significant that it physically pulls staff away from more profitable activities, such as customer service, merchandising, or managing online sales.
  4. The customer base dwindles: Eventually, the small number of loyal customers who demand the product either moves away, stops purchasing, or transitions to digital, at which point the retailer is absorbing a loss for almost no tangible benefit.

The question for each retailer is no longer How do I sell more newspapers? but How much am I paying to keep this product line, and is the benefit it provides in foot traffic and loyalty still worth that price?

In more newsagencies than not these days newspapers are loss-making for the retailer.

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Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents keen to evolve their businesses for a bright future. You can reach him on mark@newsxpress.com.au or 0418 321 338.

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newsagency of the future

Why Coles’ Big AI News is Great for Independent Retailers (Like You)

You might have seen the news this week that Coles is rolling out an enterprise-wide partnership with OpenAI. When I saw that story, my first thought wasn’t about the competition. It was: “This is fantastic news.”

This move by a retail giant validates what Tower Systems has been focused on for some time, for newsagents and the other small business retailers it serves: AI isn’t just a gimmick for the big end of town; it’s a genuine “competitive game-changer” for independent, local retailers.

It’s levelling the playing field. And the best part? You don’t have to wait. While Coles is just announcing their plans, local, independent retailers are already using powerful AI tools every single day. I made a video this morning about this:

For a long time now, Tower has been embedding AI tools from OpenAI, Google Gemini, and others directly into its point-of-sale software. It’s not about “future tech”; it’s about practical tools that solve real problems for small business owners.

In the video, I discuss how our customers are already using AI to:

  • Save hours of admin by automatically analysing and importing virtually any supplier invoice, with no special setup required.
  • Market smarter by generating unique product descriptions and blog posts that speak in their business’s authentic voice.
  • Boost profitability with plain-English reports that identify what’s not selling, what’s overstocked, and even potential theft, long before it becomes a major issue.
  • Prevent lost sales by getting alerts on popular items you’re about to run out of.

As I mention in the video, I rely on these and more AI tools in my own retail shop – to save time, make better-informed decisions, and run a smarter, more efficient shop.

This technology is here, it’s accessible, and it’s already making a fundamental difference for local businesses. The Coles announcement is a great signal for the entire retail sector and all who serve it that AI is no longer an option, AI is an essential part of modern retail.

Watch the video to see my full breakdown of what this means for local small business retail and how you can leverage this power in your own independent business today.

As you can probably tell, I’m excited about AI. It makes accessible to small business retailers opportunities for more effectively competing – as plenty are already finding. It’s a terrific opportunity for efficiency and growth.

And, when you’re researching AI, get to the facts. Some software companies say they have AI tools, when they don’t. It’s important you see for yourself what’s available today as this matters.

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Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents keen to evolve their businesses for a bright future. newsXpress has an established package if advice and support for newsagents when it comes to AI. You can reach him on mark@newsxpress.com.au or 0418 321 338.

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Newsagency management

I Was Wrong. We Sold Out. The Humbling Reminder That We Are Not Our Customer.

I have a confession to make.

I feel a bit foolish, and that’s not always a comfortable feeling. But this time, I’m glad I do. It means I had a wonderful reminder I probably should have remembered sooner.

For the last couple of years, we’ve been refining our product mix across at our www.mintcoinshop.com.au website that’s connected to one of my shops. We’ve developed a good sense of who our customers are and what they like. Or at least, we thought we did. We’d been intentionally saying ‘no’ to certain products, especially coin designs that seemed a bit… “out there.”

This policy was put to the test recently when we saw a new range of Halloween coins from Europe.

My immediate reaction was a hard ‘no’.

I looked at them and thought they were gimmicky. They felt “risqué” for our brand. I was convinced they would never appeal to our core audience of serious coin collectors. My internal narrative was all about protecting our reputation, maintaining our curated standard, and not wasting money on stock that wouldn’t move.

This was my bias, fully at work, masquerading as ‘good business strategy.’

I was just about to send the ‘pass’ email to the supplier when I remembered a classic retail truth hit me: We are not our customer.

My personal taste is irrelevant. My assumptions about what a ‘serious collector’ enjoys are just that, assumptions. Who am I to say that someone who appreciates a rare proof coin doesn’t also have a sense of humour and a love for Halloween?

So, we changed course. We took the risk. We ordered some of each design.

Last night, with a healthy dose of skepticism, I drafted a simple marketing email. I sent it out at 10 PM, figuring we’d see what happened by morning. (I even used what I call “deflection framing” in the copy, which is a whole other story, but it was my way of subtly bracing for a non-response).

This morning at 7 AM I checked the results.

We were completely sold out. Every single coin.

I’m thrilled, of course. But I’m also kicking myself. I’m glad we took the risk, but I feel foolish for not taking it sooner. How many other opportunities have we missed over the last two years because our personal preferences got in the way?

It’s a powerful lesson in the dangers of “managing for average.” So many businesses I see manage for average, they manage for results they can be sure of – often denying their business the opportunity of even better results, with a risk for sure, but with that risk comes education and that’s the cornerstone of growth.

It’s easy to get comfortable. It’s easy and safe to keep doing what we’ve always done. If we do, we’ll probably keep hitting our targets. We’ll do fine.

Fine is the enemy of better.

Chasing “safe” means we might miss reaching for something exceptional. Our comfort zone is a place where new opportunities rarely grow. This little experiment proved that the real risk isn’t trying something we think won’t work; the real risk is letting our biases stop us from finding out for sure.

I’m sharing this because it’s a reminder I needed. That feeling of being wrong, of being foolish, is a sign of growth. It means you’re pushing past your assumptions.

It leaves me with one big question for myself, and for you: What are you saying ‘no’ to right now, simply because you don’t get it or don’t like it?

That might be the very thing you should try next.

Final note: Right now, for newsagency businesses, that I have written about here matters. We are at a moment in time where we must play outside our small sandpit, where we must take risks in order to attract new shoppers. This is urgent for each of our businesses and vital for the channel and all who rely on the channel. I can’t stress this enough and the urgency with which we must act.

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Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents keen to evolve their businesses for a bright future. You can reach him on mark@newsxpress.com.au or 0418 321 338.

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newsagency of the future

Opinion: NewsQuake from NLNA is rooted in the past

I’ve been asked my opinion about the NewsQuake services launch by NLNA this week. Well, here it is, and it is my opinion. If you’re interested in newsQuake, do your own research, make up your own mind.

NewsQuake pitches parcel pick up, money transfer and bill payment services to newsagents.

These services have been available to and through newsagents for many years.

They are agency services, meaning newsagents receive a commission or service fee that is fractional in terms of the transactional value to the shopper.

The pitch to newsagents is that offering the services drives new traffic. While that may be true, looking at newsagent basket data for decades, I see no evidence that agency business translates into meaningful retail product sales.

There are reasons people paying a bill, picking up a parcel or sending money don’t buy other products in the shop visit:

  1. The visit is a destination visit, for purpose, anything else is a distraction.
  2. The visit is annoying, so they are not of a mindset for a happy product purchase: they are sending money to someone who is not good at saving, they are paying a bill they are not happy with, they are guilt ridden over the online purchase they are there to pickup.
  3. They don’t see you as a shop. Rather, you are a depot, and that’s how they think of you.
  4. The visit is a counter visit, they have no reason to look at the body of the shop.
  5. Your headspace in dealing with them is that of an agent who is aware their value to you today is a few cents and not one of a retailer serving a customer who could spend $350.00 on beautiful gifts.

The other experience with agency business those of us who have offered them in the past is that your agency customer is likely more demanding in terms of attention and transaction time than you are compensated through commission.

Those of us who did Bill Express all those years ago will have stories of customers arguing with you about a bill they are paying, for which you receive a few cents, wanting you to fix a billing issue and not accepting that you cant – all the while a customer with a $250.00 gift purchase is waiting to pay you.

There is a disconnect between the agency shopper and the retail shopper.

I think it’s worth thinking about who makes money out of each bill payment, parcel pickup and money transfer transaction. In each case I suspect there are at least three businesses making margin on the transaction. In my experience from offering these services in the pack and unpacking where margin dollars fell, the retailer always made the smallest margin while carrying the highest labour cost. I can’t speak to this being the case with NewsQuake.

The News Corp. news story about NewsQuake was nice. News Corp. is a commercial partner of NewsQuake though. That was reflected in the puff piece. I smiled at a dinosaur of a company promoting this dinosaur group of services.

Good on NLNA for trying something. My suggestion to them tis to come up with ideas that are actually relevant for newsagents in 2025 and beyond. It’s not NewsQuake in my opinion.

The future of each Australian newsagency business can be found in trading outside the traditional shingle, away from agency products. Your future is in you being an innovative and proactive retailer. This is something I covered at length in my Lotterywest presentation: https://www.youtube.com/watch?v=7ELmh8Grzd8

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newsagency of the future

Has the pace of decline of over the counter newspaper sales increased in 2025?

The data I’ve seen from a range of Australian newsagencies suggests the answer is an unequivocal yes: the pace of decline of over the counter newspaper sales increased in 2025. While the dataset is small, it points to an accelerated decline in 2025, a trend that should be an urgent wake-up call for every newsagent. And, it’s not as if this is the first such wake-up call for Aussie newsagents.

Looking at data from several capital city newsagencies, unit sales of newspapers are down a staggering 13% year-on-year so far in 2025. That is a significant increase in the rate of decline compared to previous years.

Data Don’t Lie: Newspapers vs. Magazines

(Note: data data is technically the plural of the Latin word datum)

To understand how serious the situation is, we need to compare it to other categories. In the same businesses I’ve analysed, magazine unit sales have declined at the same pace or even slower than in previous years.

In one newsagency, while newspaper sales have declines by 13.5% this year, magazine unit sales are down  7.9%. If I remove sales spikes from that data, the magazine decline drops to under 7%. The gap between the newspaper crisis and the magazine slowdown is stark.

The situation for international newspapers is even more dire, with a decline of over 50%. While this could be a data categorisation issue, it more likely signals that these titles are in the most serious trouble of all.

From Profit Centre to Community Service

For generations, newspapers drove our businesses. They created valuable, reliable foot traffic. Today, that is no longer the case.

The gross profit contribution from newspapers now rarely covers the labour, space, and administrative costs of carrying them. For many, it has become a community service rather than a commercial imperative. Any newsagent still relying on newspapers for either their business purpose or their revenue needs to urgently reconsider that position.

Your Action Plan: Making Business-First Decisions

While offering newspapers may feel like a community obligation, we are businesspeople who must make commercial decisions. The newspaper publishers are theirs, you can see it in the products they give us to sell, where genuine news can often be hard to find.

It’s time to reflect this new reality in your own business.

  1. Relocate Your Newspapers: Move newspapers to a low-cost position in the shop, away from the prime real estate at the front door and counter.
  2. Minimise Your Costs: Streamline every process for managing newspapers. Handle returns, ordering, and merchandising in the most time-efficient and least costly way possible.
  3. Stop External Promotion: Cease any active promotion of newspapers outside your business. Your marketing dollars and efforts are better spent elsewhere.
  4. Re-evaluate Your Signage: Reconsider any “Newspaper” brand signs on your shopfront. They may be creating customer expectations that no longer align with the future of your business.
  5. Set Your Exit Point: For every title, determine the point at which it is no longer viable for you to carry it. Be prepared to make that call.

The Writing is on the Wall

It is only a matter of time before a major Australian capital city daily stops being published seven days a week. We’ve seen this movie before. Back in 2009, the Seattle Post-Intelligencer moved to a digital-only model. While the move was challenging, the title survived and exists today: SeattlePI.

The print medium is challenged, but the shift is bigger than that. How, when, and why we consume content, including news, has fundamentally changed. Our businesses, originally created for the distribution of news, are at the heart of these changes.

Newspapers are far less important to our businesses than ever before. It’s time our business decisions reflected that.

Our future is not news.

Our future, your future, is 100% yours to set, without the boundaries of legacy media. But that’s a topic for another day, including a discussion around what to call your business. Watch out, I’ll have something more on this very soon.

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Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents keen to evolve their businesses for a bright future. You can reach him on mark@newsxpress.com.au or 0418 321 338.

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newsagency of the future

The future of your newsagency is in your hands: it’s time to transform

The world of retail is constantly evolving, and for newsagencies, the pace of change can feel relentless. Traditional revenue streams are shrinking, and it’s easy to feel like you’re fighting a losing battle. But I’m here to tell you that there’s a vibrant and profitable future for the Australian newsagency – it just might not look like the one you’re used to.

In a recent industry presentation, I broke down the current state of our industry and, more importantly, the incredible opportunities that are waiting for those who are willing to adapt and innovate.

But first, the reality we’re facing

Let’s not sugarcoat it. We’re seeing some challenging trends in the traditional pillars of the newsagency business. In 2025, we’re looking at:

  • Magazine unit sales are down by around 9% year-on-year.
  • Newspaper sales have dropped by 11%.
  • Stationery revenue has seen a 3% decline.
  • Tobacco and convenience candy sales are “pretty much dead.”
  • Parcel service revenue is flatlining or declining.

These numbers paint a stark picture, but they don’t tell the whole story. While these areas are in decline, others are experiencing phenomenal growth.

Where the growth is: a path to a thriving newsagency business

The key to a successful future is to shift your focus to where the customers are. And right now, they’re looking for products that cater to their passions and hobbies. Here’s where we’re seeing significant growth:

  • Toys: Up by 15% year-on-year.
  • Cards: A solid 8% growth.
  • Games: An impressive 18% increase.
  • Jigsaws: A resurgence in popularity with a 10% rise.
  • Plush Toys: Another strong performer at 15% growth.
  • Gifts: A healthy 9% increase.

The demand is out there. Consider the millions of online searches each month in Australia for terms like “Pokémon,” “Minecraft,” “Lego,” “Barbie,” and “Hot Wheels.” These aren’t just fads; they represent passionate communities of consumers eager to spend.

From agent to retailer: a fundamental shift in mindset

For too long, we’ve operated as “agents” for suppliers. It’s time to reclaim our role as “retailers.” This means taking control of our stores, curating our product selection, and creating an experience that draws customers in.

Experimentation is key. You don’t have to overhaul your entire store overnight. Start small. Dedicate a small “experimental fund” to bring in new and unexpected products. You might be surprised at what resonates with your customers. I’ve seen newsagencies have success with everything from high-end giftware and coffee to books, homewares, and even niche categories like haberdashery and sensory products.

Transforming your space and engaging your customers

Think about the environment of your store. Is it a welcoming and exciting place to be? Or is it cluttered and stagnant?

  • Declutter: Get rid of dead stock. Anything that hasn’t sold in the last six months is taking up valuable space and tying up your cash.
  • Change your displays: Keep your store fresh and interesting by regularly changing your displays. Don’t be afraid to get creative with your fixtures.
  • Engage with your customers: A simple, friendly welcome can make all the difference. Create a space where people want to spend time, not just make a quick transaction.

Know your numbers and take control

Ultimately, the success of your business comes down to financial accountability. You need to be looking at your profit and loss statements regularly, not just once a year when you see your accountant. If your business isn’t making money, you need to be the one to drive the change.

The future is bright

The Australian newsagency is not dead. It’s evolving. By embracing change, focusing on growth categories, and taking control of your business, you can build a profitable and sustainable future.

If you want your business to change, you have to change. Let’s make every day our payday.

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Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents keen to evolve their businesses for a bright future. You can reach him on mark@newsxpress.com.au or 0418 321 338.

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newsagency of the future

Innovative local retail

Every year I get to travel with retailers from newsXpress to look at innovative and inspiring local independent retail. This video explores two shops in Edinburgh, Scotland. Each offers products that would easily work in local Aussie newsagencies and each pitches their products in ways we could.

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Local independent retail is vital for local towns. Newsagents are these businesses – if we innovate and offer appealing shops to visit.

Newsagents who operate traditional businesses focussed primarily on lotteries, magazines, papers and cards are not the innovative businesses to which I refer here. No, innovative newsagents are those selling products outside what is usual for our channel, products people talk to others about, products people will travel an hour to two to buy.

Innovative newsagency businesses are those offering experiences in-store that are fresh, enjoyable and memorable.

A pathway to running these types of businesses is to look at what others are doing. These overseas retail study trips are key to that. Often, it is the shops you discover along the way that are truly inspiring, the shops from which we learn the most.

Translating what we see overseas to the Australian context is not about copying these shops item for item. It’s about adopting their strategic mindset. It’s about having the courage to reduce your reliance on low-margin traditional products to make space for something new and exciting. It’s about identifying a passion, whether it’s puzzles, games, crafting, or local gourmet foods, and committing to being the best local source for it.

This transformation requires a shift from being a passive stockist of goods to an active curator of a collection. It involves visual merchandising that inspires, staff training that empowers your team to be passionate advocates for the products, and a marketing approach that highlights your unique offerings.

For those who can’t make the trips, we create videos like this one with snippets of inspiration. Often, for those interested, this is followed-up by one-on-one discussion as to what can be done to improve the business in ways we see happening in some amazing local indie retail overseas.

These conversations are where the inspiration from a video can be forged into a practical, actionable plan tailored to your specific location, your customer base, and your personal interests. We can explore how to source new products, how to manage inventory for niche categories, and how to use your shop’s physical layout to create a more engaging and profitable experience. The journey from a traditional newsagency to an innovative retail destination is a significant one, but it is a journey that secures not only the future of your business but also reinforces its vital role as a cornerstone of your local community.

I hope the video is interesting and useful for you.

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Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents keen to evolve their businesses for a bright future. You can reach him on mark@newsxpress.com.au or 0418 321 338.

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newsagency of the future

Journalists need to do better when reporting on retail performance

What is it with news outlets today? A shop closes and they run a story about doom and gloom for retail relying on what the owner of the shop closing has said. reading the articles, journalists appear to do little journalism.

Of course someone closing their business will tell you their side of the story. Of course it will have a bias.

A search on line this morning brought up six stories in recent months of newsagencies closing. Often, headlines scream gloom.

“Supermarket delivery trucks and road closures” Newsagency closing doors amidst dire retail landscape

The stories offer little evidence to support their claims. Let’s take a look at the state of retail today, the state of newsagencies. before I look at a good sample size of the channel in my next post on this topic, I want to look at my own shop. It’s in a high street setting. It doesn’t have lotteries. I have owned it now for three years.

In the three months to yesterday:

  • Total revenue (excluding online): up 15%.
  • Average sale value: up 30%.
  • Cards: up 11%.
  • Collectibles: up 1,350% (off a low base).
  • Gift: up 118% (off a modest base).
  • Magazines: down 3% (off annual $400K in sales)
  • Newspapers: down 5%.
  • Plush: up 252% (off a good base).
  • Stationery: down 35% (we are reconfiguring our offer).
  • Toys: even.

This business is run on a frugal budget with a tight roster, no capex and no external marketing.

When I bought it, the business was a traditional newsagency with an element of convenience retail. Today, the focus is on smart gifting with a skew to pop culture.

The single most valuable move in the first year was to switch out the card company that had been in control for more than a decade. The positive impact on card sales and profitability was immediate.

What we are doing in this business is something I see replicated in many newsagencies around Australia. It is certainly not unique.

Journalists should look at this and consider this and similar evidence before writing about retail being in a dire situation or that newsagencies are declining because print media is declining.

We make our own success in local small business retail. People have money and they are spending. This may not be the same cohort that spent with you last year, but they are there. Our job as retailers to find them, to appeal to them.

If you read stories about newsagencies closing and find yourself agreeing with them, stop and think about an alternative, positive, narrative you can create for your business.

12 likes
newsagency of the future

Does AI scare you as a retailer?

This is a question we put to local small business retailers using the Tower Systems software. That led to us hosting a free workshop last Friday in which we explored the question and plenty more about AI and its use today in POS software in retail.

In the discussion we talk about how retailers, including newsagents, are using AI in their businesses and we show several examples of this.

POS software embedded AI tools absolutely help you save time, cut mistakes and make more profitable business decisions. I know because I use them myself.

AI use in business, especially small business, is a hot topic. Thursday I recorded an interview for the ABC Am program and Friday I recorded an episode of a podcast for a specific channel of small business retailers in Australia (not newsagents), in which AI was a hot topic.

There is no avoiding it. The smart move is to learn and embrace. The video of the discussion Friday shares insights around protecting your IP and some easy to access tools that can enhance your business performance.

I know of plenty of newsagents using AI tools today to save time, support better business decisions and to provide business performance insights that otherwise might have taken hours or days to do the old way.

I know of newsagents who have cut external accountant and consultant fees by using AI to do the analysis work for them, to find weaknesses in the business performance data, to lay out a pathway for improving the business.

These are real uses of AI tools in Aussie newsagency businesses today. Anyone can access them. The Tower software has terrific AI tools embedded in the software. You can also use excellent AI tools outside of any software.

Personally, I think we are in an exciting moment in time with AI. It’s scary too, for sure, given the bad than can be done with AI. I have no control over that though, and it cannot be regulated now. My interest is in what I can do today to run a more successful business. AI tools are key here. The video I share in this post is barely a start in the conversation about what you can do in your newsagency with AI tools.

Our goal in the discussion Friday was  to transparently discuss and answer questions as part of our mission to help small business retailers be aware of AI tools for retail and to show how AI may not be what they think of it as being.

Are retailers using AI today? for sure!

Is AI safe? Yes, as safe as any tool used properly.

Can small businesses use AI to compete? Yes, AI tools help small business retailers do more with less and to more quickly analyse their performance in ways that big businesses only used be able to.

Is AI changing? Yes, rapidly. What our POS software with AI today is very different to just a few months ago.

For small business retailers who are hesitant about using AI, this discussion directly addresses common fears and misconceptions. We transparently answer questions and show how AI can be a powerful, safe tool.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents keen to evolve their businesses for a bright future. You can reach him on mark@newsxpress.com.au or 0418 321 338.

5 likes
newsagency of the future

Free offer: for newsagents with a website and those considering one

I’ve been deeply immersed in the world of online retail for over a decade. From building websites for my own newsagency businesses – individual shops, online-only stores, and multi-shop single-category sites – to guiding the web development efforts at Tower Systems, the software company I founded, I’ve gained extensive experience. Through my work at Tower, I constantly leverage search, traffic, and other data to help retailers attract more shoppers online. I also have access to insightful, paywalled data on website traffic and keywords, giving me a unique edge.

Now, I’m extending that expertise to you. My goal is simple: to help more newsagents make money online. This starts with creating websites that are easily found, trusted, and enjoyed by visitors. Data play a vital role in achieving these goals, and thankfully, there’s plenty of good data available to inform actionable advice.

Here is what I offer, for free:

1. If you already have a website:

Email me your website URL at mark@newsxpress.com.au. I’ll review your current traffic data, analyse your website’s performance, and examine your social media presence. I’ll also take a look at some of your competitors’ online strategies.

What you’ll receive is a clear, actionable “To-Do” list of steps you can take yourself to improve traffic and convert more visitors into paying customers, ultimately growing your online revenue.

2. If you’re considering a website (or don’t know where to start):

Email me at mark@newsxpress.com.au with your initial ideas for a website. I’ll research relevant keywords and analyse the traffic potential your competitors are already getting.

You’ll receive valuable evidence and insights to help you make informed decisions about the type of website that’s right for your business. If you’re completely new to this and have no idea where to begin, feel free to email me about that too – just tell me a bit about your shop.

Also, know that your website does not have to be connected in any way with what you sell in your newsagency today. In fact, I’d encourage that.

Why am I offering this for free? 

This service is genuinely free. I am not trying to sell you anything. I’ve offered similar analyses to Tower Systems customers, most of whom are outside the newsagency channel. Each project has broadened my own knowledge and helped me refine this service.

So, why the free offer? The health of the Australian newsagency channel matters deeply to me. I care about our industry, and this free service is simply another way I can give back and help newsagents run thriving retail businesses in today’s digital landscape.

The more newsagents selling online with successful websites the better.

A Word of warning: The Truth Matters

What I’ll share with you will be the unvarnished truth. I won’t sugarcoat it. If you’re serious about making money online, understanding the real picture is crucial.

Please email me at mark@newsxpress.com.au.

Footnote: Each analysis takes time. Plus I have a day job. I will get to your request as soon as I can.

18 likes
Newsagency management

The future of the Australian newsagency relies on newsagents being retailers and not agents

While the Aussie newsagency channel was created in the 1800s to be agents of media outlets, today, in 2025, newsagents with growing businesses are achieving this by being retailers. There is no growth in agency business. There is a ton of growth in retail.

Given the diversity among the 2,800 newsagency businesses in the channel, it is impossible to guide a course that fits all.

The future of your newsagency business is entirely dependent on you. I appreciate that to some who bought their business because they wanted to be an agent offering easy to manage services or because they did not see themselves as a retailer this may seem daunting. Don’t be put off. I have seen plenty transition their businesses from agency-focussed to retail-focussed on the back of minimal retail skills.

If sales in your newsagency are flat or declining, you need to act for if you don’t act, one day in the future you will see closing as the only option.


The future success of Australian newsagencies hinges on three critical areas: product selection, business narrative, and sales approach.

The traditional model, reliant on newspapers, magazines, lotteries, convenience items, tobacco, and discount variety products, is no longer viable. Similarly, suppliers, particularly print media businesses, offer little support for the channel’s future.

Instead, newsagents must embrace a shift towards premium and unique offerings, prioritizing value over low price points and strategically managing margins. The principle of “find a need and fill it” is crucial for evolving local businesses.

I see there key pillars for success, there are others, these three are the key:

Products

Focus on products uncommon to the newsagency channel. This includes items such as:

  • Clothing
  • High-value gifts (e.g., $300 and above)
  • Non-remainder books
  • Cookware
  • Collectibles that draw customers from a distance
  • Toys – not crap but higher end, good brands.

Your list could vary depending on location and interest. For example: pets, outdoors, haberdashery. There is no limit here.

You are looking for products not currently supplied through traditional newsagency channels. While everyday items like stationery and greeting cards will remain, their success depends on smart curation and pricing to manage inventory burden. For example, selling stationery to passionate enthusiasts offers a greater opportunity than simply catering to basic needs. The scope of what you can sell is limited only by your imagination.

Narrative

Develop a compelling business story that explains the “why” of your business. This narrative, nurtured through product selection, in-store merchandising, social media presence, website content, and your personal engagement, builds trust with customers. An evolving narrative, adapting to you, the times, and your community, is essential. In today’s immersive retail environment, a strong narrative transforms a simple product into a desirable experience.

How You Sell

The ability to sell online is paramount. Without an online presence, businesses lack crucial insights into market dynamics and customer behavior. The future of the Australian newsagency is about individual businesses becoming smart, engaged, and creative. This will lead to a diverse, rather than cohesive, channel where each newsagency strives for local and online success.

…

For newsagents unwilling to embrace change, the traditional model is unsustainable, leading to a reduction in the number of newsagency locations. However, for those ready to adapt, support is available within the channel to ensure the relevance and success of these vital local retail businesses. While the name of the shop is less important than its perceived identity, a locally relevant name is what I recommended. The future is not a single, clear prediction, but rather a collective effort of individual businesses innovating and adapting.

Change starts with you, with your decision to change your business, cliché as that sounds. Often when working with newsagents who have decided to change I have found a good place to start is by decluttering. Get rid of anything in the shop that you don’t use, don’t need or that does not add value to the business. Take a look at your stock, especially what you have not sold any of for at least six months. Why keep it?

Start by decluttering and while you’re doing this start to think about what you want the business to stand for, to be known for. A good second step to help you get focussed on change is to take every magazine off current fixtures, clean the fixtures, and place magazine back – but with careful consideration as to where to place each title. Create a magazine display that makes sense. Typically, this single action of relaying your magazines will boost sales by up to 10%. A goof third step to take is to take everything off the counter and then rebuild with products you think people will buy on impulse.

These three physical steps of decluttering, a magazine relay and a counter rebuild are good starting points to help focus your attention. In the overall process of redefining and rebuilding your business they are small steps yet vital.

Your current business data will provide insights as to moves you could make. Greeting card sales by caption along with magazine sales by category can wonderful inform of opportunities.

If I can help, please reach out: 0418 321 338 or mark@newsxpress.com.au.

…

Footnote: There will be some who say the shingle should change, that news is not relevant. While it’s not relevant, what you call the shop does not matter all that much. It’s kind of like a picture versus a thousand words. What a shop shows itself as being matters more than what a shop calls itself. That said, Aussie newsagencies, being quintessentially local businesses are, in my opinions best off being called a name that is locally relevant – rather than some national name that is not locally relevant.

Second footnote: Reading back what I have written I know I have not made a clear and solid prediction. That’s because I can’t. There is no channel, no way to determine what all businesses in the channel will do.

…
My name is Mark Fletcher. I own newsXpress – a marketing group helping local newsagents thrive. I also founded Tower Systems, makers of the industry standard software for newsagents. I sold Tower in November 2024, and still work with the company today. You can reach me on 0418 321 338 or mark@newsxpress.com.au. 

21 likes
Management tip

How does an Australian newsagency business stay competitive in an increasingly digital world?

How does an Australian newsagency business stay competitive in an increasingly digital world? Diversify. Yes, it is as simple as that.

Play away from being a newsagent or a newsagency business. Don’t let what your shop is called define what you sell.

Sell what your customers want, love and will buy. Oh, and when you consider your customers, think beyond locals, think about anyone you can reach, anywhere, in the next town, in your country, overseas.

The world is your oyster is the cliché, and it is true today in retail, in newsagency retail. there are newsagents successfully selling overseas and plenty selling interstate within Australia. there are some selling products you’d never think of as supplied through a newsagency and others selling traditional newsagency products online to shoppers far away.

Today, in June 2025, the successful newsagents are those that diversified years ago and are now well established playing at not being a traditional newsagency business even though their shingle may mention news.

What, how and when we sell in our newsagency businesses has no boundaries. The boundaries shoppers have as to what a local newsagency sells is their boundary to navigate, not ours.

People still buy newspapers and magazines, in smaller numbers though. Whereas decades ago newspapers and magazines brought people to newsagency businesses, they were destination products, today more people purchase these print media products as the add on.

The question, How does an Australian newsagency business stay competitive in an increasingly digital world?, is interesting as it presumes that today digital has taken over. It hasn’t. There is a trend to paper and pen use in some demographics and smart newsagents leaning into these trends are doing well, growing stationery sales. Greeting card sales are good too in newsagencies that have good cards, locally made cards, cards that speak to occasions relevant in 2025.

Now, if you are a newsagent and wondering about categories outside what has been traditional for newsagents that you could explore, here’s a short list from me, based on my experience with hundreds of newsagents:

  • Coffee.
  • Handbags.
  • Clothing.
  • Jewellery.
  • Haberdashery.
  • Footwear.
  • Bikes.
  • Petfood.
  • Homewares.

This is not a complete list. Each of the product categories I have listed are being sold in newsagencies I know of. My point here is to demonstrate how far away from the expectations of others for what a newsagency can sell the reality for some is.

How does an Australian newsagency business stay competitive in an increasingly digital world? It diversifies and does this following the core focus of any successful business: find a need and fill it.

…

My name is Mark Fletcher. I own newsXpress – a marketing group helping local newsagents thrive. I also founded Tower Systems, makers of the industry standard software for newsagents. I sold Tower in November 2024, and still work with the company today. You can reach me on 0418 321 338 or mark@newsxpress.com.au.

19 likes
newsagency of the future

What is a newsagency?

What is a newsagency? is an interesting question. The answer in 2025 is different to the answer you may have seen a year or two ago.

Today, in 2025, a newsagency, newsagent or newsstand as some may call it, is what it needs to be for its local and online shopper communities.

The ideal newsagency today will offer a diverse range of gifts, practical stationery as well as stationery for stationery lovers and collectors, greeting cards, magazines, newspapers, lottery product (but more and more don’t sell lotteries), books, homewares, collectible products and pop culture products.

Back in the day, the local newsagent controlled the sale and distribution of newspapers and magazines in a town or region. That exclusive territory was ripped from newsagents without compensation in the late 1990s. Some newsagents are still grappling with the loss of their local monopoly today.

Losing the monopoly was embraced by plenty as they evolved their business. Plenty of newsagents moved into coffee and have done very well. others have opened bookshops in their newsagency, and done well. Some have gone deep into homewares, including furniture, and done well. Some have become firearms dealers while some have moved into garden related products.

You see, the answer to What is a newsagency? is broad, and very much dependent on the local newsagent.

As of today, June 2025, Australia has around 2,800 newsagency businesses, with each different to the others. While most still trade with the newsagency name, the majority do not look and feel like a newsagency inside, and this is a good thing.

Retail has changed, how people consume news has changed. Smart newsagents have adapted and found business relevance in new areas both in-store and online. Indeed it is online that has helped newsagents diverse more and through that to find new shoppers who might never shop a newsagency.

While some in Australia mourn the passing of the newsagency they knew as kids, from a practical business sense that old-style business is gone forever because it would not be viable today.

A typical newsagency back in the 1980s and 1990s would have seen 30% of their revenue come from print media, 30% from greeting cards, 20% from stationery and the rest from a mix of products (with lotteries not counted in this breakdown). Today, in June 2025, a typical newsagency would see no more than 20% of their revenue come from print media, 25% from greeting cards, 20% from stationery (including higher end and niche stationery), 25% from gifts and related and the rest from specialty products. A newsagency with coffee though would often find up to 50% of their revenue from coffee.

This underscores the differences between newsagencies and speaks to the complexity of answering the question of What is a newsagency?

Online really is playing a big role in the evolution of the Australian newsagency channel. For newsagents engaged online they are reaching shoppers who will never set foot in their shop and they are often doing this products they have never sold in their shop. The online experience is informing change in-store.

One newsagent decided to run a high end pet related business form the back office of the newsagency. As it grew, they decided to try the pet products in the shop and were surprised to see how well they went. They would not have made this move had it not been for the online experience.

The key to success for newsagents today is adaptability – the willingness to lean into change, indeed – to seek change out and explore how far their newsagency business could move into new territory.

The more we turn our back on the constraints of the monopoly years and play according to opportunities we see outside of the traditional, the more we will see local Australian newsagents thrive.

So, What is a newsagency? it’s a locally owned and run business serving needs that are local and afar and doing so in a way that people love and from which the stakeholders in the business benefit. A newsagency is a good local business, a thriving local business.

If you own a newsagency and would like help navigating change, I can be reached on 0418 321 338 or at mark@newsxpress.com.au.

24 likes
Newsagency management

People are driving hours for change

We had people in the newsagency yesterday who had driven more than two hours to get some of these $2 coins in their change.

The are avid coin collectors and knew the only place they could get the $2 coins in their change is a newsXpress store. They bought some things and were thrilled to get some of these coins in their change.

One million of these coins are being circulated through newsXpress registers as people collect the new coloured coin. The coloured coin released from the Royal Australian Mint are their most popular coin releases each year. It is a privilege I’m grateful for that newsXpress shops are the distribution point for these coins.

The coin program was not mandatory for newsXpress members. Those who did not order have been frustrated by the many shoppers who visited seeking these coins. It’s a lesson learned.

This release reinforces interest in physical currency as well as the relevance of our fleet of shops across regional and rural Australia in serving a national release like this.

The public interest has been phenomenal because of the beloved licence and the extraordinary media coverage, which has included:

  • Thursday 12 June – Ch 7 Sunrise weather crosses with Sam Mac (6.10am, 6.35am, 7.10am, 7.35am, 8.10am and 8.35am)
  • Thursday 12 June – Ch 7 The Morning Show in studio interview with Sophie Tedmanson and Emily Martin
  • Thursday 12 June – Ch 7 News, The Bright Side segment with Grace Fitzgibbons
  • Thursday 12 June – ABC TV news interview
  • Thursday 12 June – Sunrise cooking segment with Julie Goodwin
  • Friday 13 June – Today Extra cooking segment with Fran Abdallaoui
  • Wednesday 12 June – 4BC Brisbane interview with Pamela Clarke and Sofie Formica
  • Friday 13 June –  The Daily Telegraph, Pg 7 news story
  • Friday 13 June – Courier Mail QLD,  Pg 10 news story

This is less than half the coverage in mainstream media. On top of this there has been excellent influencer coverage, all driving foot traffic for newsXpress shops.

Coin customers are loyal. A typical collector will spend around $1,000 a year on their collection. They will also buy other items, cards, stationery, magazines, while shopping. Many will travel hours to get to the shop they love, the shop they know will offer what they want.

I appreciate there are some in our channel who talk down coins as a category for Aussie newsagencies. To these doubters I’d say talk to the newsXpress members who engaged with the opportunity. Some of them may speak to the thousands of dollars in gross profit they have banked and the terrific add-on sales achieved.

This program has been good news for the Aussie newsagency channel and I am so grateful to have been part of it.

Oh, and on the $2 coin. If you get one in change, you can sell it for three and four times the price – it’s already that valuable.

8 likes
newsagency of the future

Huge interest in the Australian Women’s Weekly Birthday Cake Book coins

While the June 12 release date is a few days away, already the interest in and hype around the release of the Australian Women’s Weekly Birthday Cake Book coins is huge. Calls, emails and texts are coming in at a fast rate to all newsXpress stores.

This interest is in part due to the excellent media coverage in Are Media titles (Better Homes and Gardens, New Idea, That’s Life, Who, Australian Women’s Weekly) as well as TV on a number of shows, radio on a number of shows too as well as other media outlets (Delicious for example..

The story on A Current Affair over the weekend about the Australian Women’s Weekly Birthday Cake Book itself has fuelled more interest too.

There is no doubt that all the media coverage is driving interest in the Australian Women’s Weekly Birthday Cake Book, other cookbooks and the soon to be released coins.

The behind the scenes logistics for this release have been considerable. For my own business we have our main website, www.mintcoinshop.com.au, having been re-designed. We are taking it offline for all of tomorrow to stress test it ready for the 6am Thursday launch. Then there is the logistics challenge of getting inventory to 100+ shops across Australia as well as in-store collateral and product training.

The data link between the Tower newsagency software and the websites being operated by newsXpress members will be key to capturing online sales. This will help these newsXpress stores reach beyond their usual local shoppers.

This is all being done under the requirements of the Royal Australian Mint and in consideration of the product licence holders, Are Media. There are people people involved, many requirements to meet.

I can’t recall there being anything like this in the history of our channel. It will deliver many new customers for newsXpress members.

There are some who have questioned why newsXpress got this and not other groups. It was newsXpress that cultivated the relationship with the Mint many years ago, showing what a small and tight group in our channel could achieve in terms of their mission to reach more Australians. In the years since, mutual respect has grown to the point where we are now the exclusive retailer for their most significant release of the year.

Starting June 12, newsXpress stores across Australia will demonstrate to many what collaboration can deliver. The benefits beyond the coin products themselves will be felt by the businesses for ages to come. This is a wonderful moment for these local newsXpress businesses and for our channel.

If you have people asking where they can get the coins, click here for a full list of stockists.

11 likes
newsagency of the future

There is a huge difference in newsagency software

There is a huge difference in newsagency software solutions. So much has changed in terms of technology and so much has changed in terms of the needs of newsagency businesses and the suppliers with which they connect.

  • AI use among newsagencies is bigger than ever. I am personally using this in my own newsagency every day. It’s a true game-changer.
  • Direct supplier connections are more abundant than ever.
  • Newsagents using tech to transform their businesses is more widely the experience than ever. I’m yet to find a supplier invoice PDF that I can’t import in seconds. This is saving so much time.
  • Newsagents selling online more so than ever before. I know of newsagents doing $400,000 a year online and more through  a Shopify website direct connected to their in-store newsagency software.
  • Reduced accounting and other overheads thanks to direct integrations.

These are some of the advances in newsagency software, advances that typically save many times the cost of the software to the business.

AI is the big news though. I can’t imagine using newsagency software that does not have embedded AI tools. The changed everyday are that considertable.

The extent of change in newsagency software and the benefits delivered is reflected in newsagency choices. Tower Systems dominates the marketplace now with more than 1,800 newsagent customers.

Newsagency software today looks nothing like just a few years ago. It does more, delivers more tangible benefits.

Now if all this reads like a pitch for Tower Systems, it is. I sold Tower Systems last year. I am writing this today as a newsagent using the Tower Systems newsagency software in my newsagency – a business run under management successfully.

Modern newsagency software has moved beyond transaction processing to become a truly transformative force. That’s what I am experiencing.

The integration of AI, the seamless handling of supplier invoices, robust e-commerce capabilities, and direct accounting integrations collectively streamline operations and significantly reduce overheads.

This technological evolution saves substantial time and money. Best of all, it empowers newsagents to embrace new revenue streams and efficiencies, fundamentally reshaping how they operate and thrive in today’s dynamic retail landscape.

Take a look at your newsagency software and make sure it is delivering for you what you want / need in a rapidly changing marketplace.

4 likes
newsagency of the future

Strong results for newsagents in first four months of 2025

I have completed an analysis of performance of retail newsagency businesses for January through April 2025 compared to the same period in 2024 as the next step in the newsagency performance study I’ve been doing for twenty years now.

The difference in performance of traditional and transformed newsagencies is as stark as ever. Transformed newsagencies are growing while traditional newsagencies are not. Newsagents choose their own path, they are responsible for the performance of their business.

Diversification is key to success in 2025 for newsagents, diversification far beyond what has been traditional for Australian newsagents. Let’s dive into the data/

Key data point indicators for Aussie newsagents:

Metric Traditional Transformed
Revenue Down 4% Up 3%
Transaction Count Down 5% Down 2%
Average Basket Value Down 2% Up 10%
Gift Revenue Down 3% Up 9%
Greeting Card Revenue Down 4% Up 4%
Stationery Revenue Down 4% Up 3%
Counter Impulse Sales Down 12% Up 8%
Online Revenue $0 Typically $75,000+ annually
Magazine Unit Sales Down 13% Down 8%
Newspaper Unit Sales Down 13% Down 9%

.

Online is a strong result for many now. I know of several newsagents doing more than $400,000 a year in online sales. I know of many foind more than $50,000 a year in online sales – often without any additional labour, inventory or marketing spend. Those weakest at online are those that have put their existing business online without thought as to differentiation.

I want to pause here for a moment and go back to the $400,000 in online sales comment. It’s real, hard as that will be to believe for many in the channel. I have seen the data.Can anyone do this? For sure. You don’t need much capital. What you do need is a sense of adventure, a preparedness to go down a path unfamiliar.

Taking a closer look at stationery, traditional is performing okay while niche and specialty stationery is performing very well. Newsagents offering access to hard to get loved stationery are performing particularly well as are those leaning into trends evident on platforms like TikTok.

There is no doubt that embracing emerging trends is hard work. It takes research, often in places new to you. There is good money to be made in this. Speaking personally, I find TikTok to be a terrific source of commercially valuable trend insights that I don’t get elsewhere.

Data.

Data is key to the success of those enjoying it. Equally, data is key to the failure of those experiencing that. By data I mean the business records you capture and cultivate in your newsagency software. Some see their newsagency software as a burdensome tool they must have in their newsagency. Smart newsagents enjoying growth use their newsagency software as a tool for nurturing growth in sales and profitability.

Your newsagency software and the data it cultivates work best when leveraged as assets rather than chores.

Cards.

Looking at the card department, it remains for me the department in any newsagency that can deliver growth Achieving this requires you to manage it yourself, actively. Your attention can deliver easy and early gains for the business.

If I can help you assess your business performance and / or transform your newsagency, please reach out direct.

What is the future of the Australian newsagency?

I think the future of the Australian newsagency is bright as long as there are newsagents embracing transformation in their shops. The thing is though – the newsagency channel as such doesn’t exist as it used to, and this is a good thing. Today, we’re 2,500 (or thereabouts) shops that used to be all very similar but today and only loosely connected.

 

Mark Fletcher
M | 0418 321 338
https://www.linkedin.com/in/mark-fletcher-tower/

17 likes
Newsagency management

Poor reporting from A Current Affair on newsagency closure

The team at A Current Affair did a hatchet job on the Aussie newsagency channel with their story about the closure of the Elenora Heights Newsagency. This is an ignorant and emotive story that has potential to harm thousands of good newsagency businesses.

Just as ABC News did last year, The A Current Affair team have failed to adequately research the story about the state of the Aussie newsagency business. And they have the audacity to bring in some bloke to talk about TikTok shop. Just stupid!

Looking at the details in the A Current Affair footage, this business in Elenora Heights looks like it has not kept up with the times. Even allowing for the fact that they are running down stock, the shop looks like a newsagency from the 1990s, when that type of business started to fade.

Smart newsagents started transforming their businesses 20 years ago. Moving into gifts, homewares, toys and more – attracting new shoppers and selling products at margins four and five times more than newspapers.

Plenty of Australian newsagencies are thriving!

This story about a newsagency closing may not about anything other than poor business decisions. A dive into the business data and their decision-making would confirm this, or not. Journalists would do this research and let the truth of the evidence speak through the story rather thaan the oemtional drivel they peddled on A Current Affair.

As I have written here many times and in emails sent to all newsagents, I’ll help (for free) any newsagent keen to work on transitioning their business from relying on legacy product categories to attracting new shoppers through product categories not common to our channel and in pursuit of growing overall business grows profit and thereby offering insulation to the disruption of change.

I know of newsagencies right around Australia that are thriving, growing. These businesses are not selling last-minute gifts. Some are selling fashion items for $300 apiece and more. Others are selling $500 homewares items. Some are doing $80,000 a year in the best coffee in town. Some are achieving 33% of revenue online selling to people interstate and overseas. Some are selling over $100,000 a year in collectibles.

I know of regional newsagencies doing $250,000 a year in gifts and more, achieving far more in gross profit each year than newspapers and magazines ever delivered combined.

A typical newsagency today should be making less than 10% of their turnover from print media products, 30% of revenue from lottery commission and 60% from gifts, homewares, books, toys and more. That is, 60% of revenue from items delivering 50% and more gross profit.

The difference between this type of transformed newsagency business and the traditional newsagency is decisions made by the business owners.

You can’t blame the decline in print for newsagencies closing. Newsagents make a paltry margin from print products. It’s disrespectful, and embarrassing how little we make. A business closing because of this is a business rooted in the past.

Smart newsagents started transforming their businesses 20 years ago. Moving into gifts, homewares, toys and more – attracting new shoppers and selling products at margins four and five times more than newspapers.

This is the story A Current Affair should be covering, a story of a channel navigating extraordinary change with plenty of local retailers, local newsagents, evolving their businesses to be relevant, vibrate and valuable. I know of newsagents doing $500K a year on online sales. I know of newsagencies growing in-store sales 20% a year and more.

While news outlets and suppliers consider newsagents a channel, newsagents are not a channel and have not been for many years. You can’t go into a newsagency expecting they will have what you want if your expectation is rooted in decades ago.

I don’t think the shingle matters. What matters is what shoppers feel when they enter a retail businesses. If they step into a shop that nurtures a feeling of comfort and happiness and offers them a treasure hunt retail experience they will tell others, and they will come back. The shingle above the door is irrelevant.

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newsagency of the future
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