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newsagency of the future

If you’re feeling overwhelmed about AI …

Stories about AI can leave you feeling overwhelmed, especially the stories this past week about significant staff cuts by tech companies. I have been thinking about this, about AI in the context of local small business retailers.

I wrote about it today in a newsletter to Tower Systems POS software customers. I share it here for anyone feeling overwhelmed by or about AI:

The pace of talk around Artificial Intelligence can feel relentless, overwhelming. Every day, there seems to be a new tool, a new “must-have” strategy, or a warning that those who don’t adapt immediately will be left behind.We are living this ourselves here at Tower Systems.

If you feel overwhelmed by AI news and discussion, you are not alone.

While the technology is moving fast for sure, the core of your business remains the same.

Retail is still about people and the products and services they value.

AI hasn’t changed the importance of a friendly face or a well-curated shop floor.

If you are feeling stressed or overwhelmed, here are a few thoughts that may help. We have put these together based on our experience living in our own world of AI change over the last 3+ years.

You don’t need to do everything at once

The biggest source of stress is the feeling that you need to master every new AI tool today.

You don’t.

Plenty of what you hear is noise. This noise is often from people and businesses wanting you to spend money.

This AI talk often ignores the practical realities of running a local shop.

You have permission to ignore the hype and focus on your daily operations.

Look for the “quiet” wins

Instead of looking for a total business transformation, look for small ways technology can take a repetitive task off your plate.

Perhaps it is using a tool to help draft an email, or using AI to an opinion about your lease or some other management matter. These aren’t “scary” AI moments; they are just better ways to handle paperwork.
Now, for a pitch from us. We have easy to learn and use AI tools in our software ready for you.

Your humanity is your advantage

Large companies use AI to automate and scale, often losing the personal touch in the process.

As a small retailer, your “non-AI” traits are a strength.

AI cannot walk a customer to a shelf, share a genuine recommendation based on a conversation, or support a local community group.

The more the world becomes automated, the more people will value the authentic human connection you provide, especially locally.

Start with curiosity, not fear

Try to view these new tools as a digital apprentice. They are there to help you, not to replace the soul of your business.

If you see something that looks interesting, have a play with it when you have a quiet moment.

If it doesn’t click, put it aside. There is no ticking clock.

Running a retail business is already an achievement. Don’t let the chatter about AI take away from the pride you have in what you’ve built.

Take a breath. You’re doing fine.

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newsagency of the future

Transforming Modern Retail: How Newsagents Can Leverage AI for Business Intelligence

Artificial Intelligence has moved beyond experimental tech to become a practical tool for local retailers. In a recent newsXpress session, the team explored how Google Gemini can streamline operations, analyse competitors, and improve community service.

Here are the primary takeaways for transforming retail data into actionable business intelligence.


Enhanced Supplier Research

AI facilitates complex market research beyond basic search queries. Retailers can identify nearby stores carrying specific product lines to assess local saturation. Additionally, for those concerned with wholesalers selling directly to consumers online, AI can identify “wholesale-first” brands that prioritise independent retail partnerships.

Unique Digital Content Creation

AI assists in generating original content to improve search engine rankings. Rather than using standard supplier descriptions, retailers can input product specifications or supplier links to create unique descriptions. This technology also allows for objective critiques of existing digital assets, identifying potential improvements in navigation, branding, and user experience.

Demographic and Competitive Analysis

Understanding local surroundings is essential for retail success. The session demonstrated AI’s ability to analyse specific regional demographics:

  • Tailored Product Mixes: For coastal areas with a mix of retirees and holidaymakers, the AI suggested “Grandparent Economy” items such as high-quality toys and artisan pantry kits.

  • Contextual Strategy: Analysis identified a “Friday night/Sunday morning” inventory shift—stocking essentials for arrival on Fridays and gifts or souvenirs for Sunday departures.

Document Analysis

AI serves as an initial tool for reviewing complex business documents. By uploading lease renewals or disclosure statements, retailers can quickly identify key points regarding rent increases, maintenance obligations, or hidden costs. While this does not replace legal advice, it provides a valuable first layer of scrutiny.

The Importance of Google Business Profiles

AI models increasingly rely on Google Business Profile (GBP) data to understand what a business offers. To maintain visibility, retailers should:

  • Post updates three to four times weekly.

  • Focus each post on a distinct product or category.

  • Ensure the profile is accurately linked to both the website and physical location.

Visual AI Applications

The technology also interprets visual data. Taking a photo of an item—such as a control panel without a manual or a set of ingredients—can provide immediate instructions or merchandising suggestions. This provides a fast, practical solution for identifying unknown equipment or brainstorming displays.


The consensus from the newsXpress team is clear: AI is a conversational tool that improves with use. It does not replace professional judgement but provides additional insights to support faster, more informed business decisions.

Watch the full discussion here: https://youtu.be/jh4jq9efR5M

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

The Lottery Corporation shifts focus: What the new digital mandate means for newsagents

The Lottery Corporation (TLC) has announced a significant restructure of its operating model and Executive Leadership Team, signalling what I read as a more aggressive pursuit of digital growth. For Australian newsagents, the most notable change is the creation of a dedicated Chief Operating Officer for Digital, a role specifically designed to drive online sales and explore new digital entertainment categories.

Structural changes and digital acceleration

Effective 1 July 2026, TLC will move to a model featuring three customer-facing business units: Lotteries, Digital, and Keno. While Callum Mulvihill will lead the Lotteries unit with a mandate to manage the retail network, the appointment of Loren Somerville as COO – Digital introduces a clear, independent accountability for online expansion.

Managing Director Wayne Pickup stated the new structure is intended to “accelerate our evolution as a digital entertainment company”. This language suggests that while the physical retail network remains a foundation, the company’s strategic “evolution” is pointed firmly toward the digital space.

The risk to physical retail

Currently, digital sales represent a substantial portion of the company’s revenue. However, the formalisation of a “Digital” business unit suggests that the current 43% digital share is viewed as a starting point rather than a ceiling. The mandate for the new Digital unit includes delivering “world-class app and web experiences,” which inherently competes for the time and wallet share of customers who traditionally visit a newsagency.

For newsagents, this is a clear signal. The “wholesale partnerships” mentioned in the Lotteries mandate will continue, but the growth energy of the corporation is being directed toward direct-to-consumer digital platforms.

Whereas in newsagents have, for decades, been the point of customer acquisition and engagement, the new role and the within sight achievement of more than half of lottery revenue coming from digital, the role of retail must be considered as primarily in serving of digital revenue.

Strategic considerations for newsagents

The appointment of a digital-specific executive confirms that the lottery landscape is changing permanently. While in-store traffic remains important today, the long-term trend prioritises the convenience of the digital channel.

Newsagents should view this announcement as a prompt to review their own business models. Relying on the long-term upside of in-store lottery sales is a poor  strategy when the product provider is publicly committing to digital acceleration, when they are looking elsewhere for growth.

Leadership departures

As part of this transition, Andrew Shepherd (Chief Customer & Marketing Officer) and Nicholas Allton (Chief Legal & Risk Officer) will be leaving the company. Adam Newman will take on expanded responsibilities as CFO, covering technology and cyber services, and will act as temporary Company Secretary from 31 March 2026.

These changes reflect, I think, a leaner executive team focused on specific channel growth. For newsagents, the message is clear: the digital competition is no longer an add-on; it’s core.

Advice for newsagents

Fulfil your obligations under the terms of your agreement with TLC, but no more.

Focus your energy and resources on attracting shoppers for non lottery purchases. Broaden the appeal of your business, outside of lotteries, outside of what has been traditional for newsagents.

Work now on what your business looks like without lotteries, or, at least, with a greatly diminished revenue stream from lotteries. If the idea of that scares you, work even faster on your plans.

Be a selfish retailer, and not a subservient agent.

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Lotteries

newsXpress leads with AI support for newsagents

newsXpress has delivered practical help for newsagents on best-practice use of AI in business across a range of areas of the traditional newsagency business. This help is not an end point, rather it is the next step in an on-going program to help newsXpress members lead the channel in AI adoption for business profitability.

The first step in the project was around AI literacy, helping small business retailers to understand basics – like learning to write, once you have the foundational skills down you can. get into it.

AI is no longer hype, it’s a mainstream business tool which some use well while others struggle with.

The newsXpress AI support ranges from the everyday of creating prompts that work for your business through to creating strategic business plans that take into account more data than any human created plan could in such short time. Much of the work is outside the traditional scope of newsagency software.

The AI project is not about the AI slop you can see coming from some. other, it is focussed on actionable advice ready to implement for the commercial benefit of the business. It is helping newsagents focus more outside what has been traditional, ensuring the business does not become fodder for another media story on a newsagency closing.

Key to the newsXpress success with AI is that it is taken seriously, used seriously. While there is fun in image creation and leaving AI to do everything for you, the smarter approach is through a collaborative mindset, respecting the AI capacity and bringing human needs an insights in to guide results.

What newsXpress is delivering here is free for its members.

newsXpress ensures that even the smallest family-run shop has access to the same high-level strategic advantages as major corporate retailers through this AI project. This initiative democratises sophisticated technology, transforming it from a daunting technical hurdle into a practical daily asset.

As Australian retail continues to shift, which it is doing at pace, this newsXpress commitment to AI mastery provides members with a sustainable competitive edge, proving that while the “traditional” newsagency may be evolving, its future is bright.


Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative 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 of the future

The 2026 Cliff: Why A “Wait and See” Strategy By Any Retailer, Especially a Newsagent, is a Business Killer

This is serious. It’s why I am writing about this again. Another newsagency has just closed. It was old-school, living in the past. The owner’s decisions, or lack thereof, caused the closure, not that they see it that way.

The divide in the Australian newsagency channel is no longer a crack is huge. As we move deeper into 2026, the data from my 2024/2025 benchmark study confirms a brutal reality. Retailers clinging to the “agency” model—relying on lotteries, newspapers, and magazines—are watching their business value evaporate in real-time.

If your revenue is down 10% or 15% year-on-year, you are not experiencing a “slow patch”. You are witnessing the end of a business model that began in the 1800s. The 2026 closures have already started. To ensure your shop is not on that list, you must act with a level of urgency that matches the speed of the market’s decline.

Stop Being an Agent, Start Being a Retailer

The “agency” model is a trap. Whether it is parcel services, bill payments, or transport tickets, you are at the mercy of controlling companies that will always squeeze your margins to maximise their own. You take the risk, you pay the rent, and they take the profit.

The most successful newsagencies I see have made a psychological break from the past. They no longer see themselves as agents. They are independent retailers. They understand that their future lies in high-margin, “want” based categories where they, and they alone, control the retail price and the gross profit.

The Data of Survival

The contrast in performance is stark. While traditional lines are flat or declining, transformed shops are seeing:

  • Gift and Homeware Revenue: Up by triple digits in some locations.
  • Specialist Stationery: Attracting enthusiasts who spend $250 per visit.
  • Collectibles and Toys: Tapping into massive online search trends for brands like Pokémon, Lego, and Hot Wheels.

These shops are not “lucky”. They have used their data to identify what is working and have had the courage to double down on it. If you are not running a Monthly Sales Comparison Report today to see where your quantity sold and dollar value are shifting, you are flying blind toward a cliff.

If You’re Up For It, I Have A 24-Hour Action Plan

Transformation does not require a five-year plan. It requires a 24-hour reset.

  • Purge Dead Weight: If you have stock that has not moved in six months, it is not an asset; it is a liability. It is taking up space that could be used for a high-margin “breakout” category like clothing, books, or high-end plush toys. Discount it by 50% and move it out now.
  • Reclaim Floor Space: Walk to your front door. If the first thing a customer sees is a wall of newspapers or fading magazine posters, you are telling them your business is irrelevant. Move the papers to the back. Clear the windows.
  • Invest in a “Moat”: In 2026, a blog on your own website is your most effective digital marketing tool. Stop posting “generic slop” on social media. Write about your products. Solve a customer’s problem. Build a digital presence that reaches people who will never walk past your physical shopfront.

Take Responsibility 

No marketing group or software provider can “make” you successful. They provide the tools, the data, and the opportunities, but you must be the one to engage. Many entered this industry because of the perceived ease of the traditional model. That ease is gone.

The opportunity for a thriving, valuable, and enjoyable business is still there, but it is reserved for those willing to disrupt themselves. Do not wait for 2027 to wonder where it all went wrong. The time to pivot is not next month. It is today.

Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative 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

Misleading Media Narratives and the Reality of Newsagency Success

The recent ABC Gippsland coverage regarding the closure of the Sale Authorised Newsagency illustrates a persistent issue in modern journalism. When a long-standing business closes its doors, the media often defaults to a eulogy for the industry. However, by focusing almost exclusively on closures, editorial teams ignore the substantial growth occurring elsewhere in the newsagency channel.

But before I get into the broader topic here, the ABC Gippsland story refers to Sale Authorised Newsagency. Australian newsagents lost their Authorisation in 1999/2000. That the business still used the name is a tell, that they were living in the past. The Jethro Trull Living In The Past song comes to mind.

Let us close our eyesOutside their lives go on much fasterOh, we won’t give inWe’ll keep living in the past

The story of the Sale closure is framed as the “end of an era,” yet the owner, Terry Stewart, was clear: he is retiring after 38 years, not fleeing a failing business. Despite this, the reporting leans into the “death of the high street” trope. This reflects a lack of editorial depth. Reporting on a single closure is easy; investigating the successful evolution of the broader industry requires more effort.

A significant tell in the ABC report is Terry’s observation that his stock has not changed much over the years, aside from adding phone accessories. While this worked for his specific circumstances in Sale, it is not representative of the modern channel. In the most successful newsagencies today, those experiencing double-digit growth, up to 80% of the product mix has changed over the last decade.

Forward-thinking newsagents have transitioned away from a reliance on shrinking categories, agent categories. They don’t deliver newspapers and don’t get up at the crack of dawn to open. They have diversified into high-margin giftware, boutique stationery, educational toys, and traffic generating products like mint coins and trading cards. These businesses are thriving, yet they rarely receive the same level of media attention as a shop closing for retirement.

By focusing on the stagnant businesses rather than the innovators, as ABC Gippsland has, the media provides a skewed and inaccurate view of the industry’s health.

Poor reporting often overlooks the immense economic contribution of these businesses. Terry Stewart employed over 1,200 local residents during his tenure. This level of community investment is common across the country, yet it is frequently overshadowed by a focus on digital disruption.

If the media truly wished to report on the state of Australian retail, they would look at the newsagents who are currently breaking sales records through clever diversification and modern retail strategies. Instead, the public is given a narrative of decline that relies on a handful of specific examples of retirement. The newsagency channel is not disappearing; it is evolving. It is time the national broadcaster acknowledged the success stories that define the modern reality of our industry.

I am tired of writing about this.

Successful newsagents are tired of poor reporting like this story from ABC Gippsland.

Our success deserves better coverage.


Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative 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 of the future

At Spring Fair in Birmingham

Walking the floor at Spring Fair in Birmingham these past few days, I’ve watched as small, independent retailers the hunt for the unique. There is a collective drive to find products that provide genuine differentiation, a sentiment I know is shared by many of us back home in Australia.

My goal here has been to look beyond our own backyard. Often, the best way to find something different is to search where competitors aren’t looking.

However, the shift in the trade show landscape is hard to ignore. Like our local events in Australia, Spring Fair feels smaller. Trade shows no longer hold the singular importance they once did. Suppliers are feeling it too, often lamenting lower attendance numbers while facing the high costs of exhibiting.

Just as the way we sell to our customers has evolved, the way we buy as retailers has fundamentally changed.

One of the most notable shifts is the decline of the traditional sales representative. While some suppliers still believe that having people on the road is the most effective way to pitch to retailers, it is becoming increasingly difficult to justify. Smart suppliers are now leveraging technology to help us manage our buying more efficiently, accurately and quickly, allowing us to transact smarter.

Despite these industry shifts, I am grateful for the opportunity to be here. It has been a productive trip, and I’m looking forward to bringing some terrific new suppliers and unique products back to our side of the world.

Here are some photos, not of products as I am keeping those insights close for now.

Even though this trade show is smaller than it once was, it is bigger than trade shows in Australia, and there is a difference in the mix of products available, and that’s what I visit for.

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newsagency of the future

When it comes to greeting card sales, are you chasing Retail Efficiency or Retail Volume, or do you even know?

Is more stock actually hurting your bottom line?

The latest analysis of 50 comparable retail locations reveals a fascinating trend: Growth is not about the size of the range, but the efficiency of the “Pocket.”

While many of 125 newsagents for which I have data saw a healthy 10.1% increase in total sales this year, the real story lies in the “Sales per Pocket” metric. Here are 3 key takeaways for any retailer managing high-volume inventory:

  1. The “Sweet Spot” is in the Middle: Mid-sized stores are significantly outperforming larger footprint locations in efficiency. The biggest stores often suffer from a “Long Tail” problem—where the bottom 15% of stock is simply taking up space without earning its keep. Big is not always best.
  2. Everyday Essentials are Powering Growth: While seasonal peaks get all the glory, “Everyday” category sales are up 12.7%. The most successful stores are those using this consistent foot traffic to “trade up” customers into premium tiers.
  3. The Father’s Day Blueprint: In the data is evidence of a massive 24.1% jump in Father’s Day performance in a bunch of stores. Christmas, too, was impressive, with terrific growth in a decent number of stores..

The strategy that’s working:  Focussing on a better yield is delivering results. By rationalising slow-moving lines and replacing them with high-margin trending gifts, we are proving that you can sell more by actually carrying less. Supporting this with local in-store activation is key: competitions that local customers can win, giving customers reasons to consider buying cards when they might otherwise, that visit, not have considered this.

All of this means more focus on card pockets – by you more so than your supplier. You pay for the retail space and the stock so it makes sense that you management investment of your assets.

Success with cards starts with your engagement as the retailer. Be in control. Make decisions based on the data.

Never sign a contract that gives the supplier complete control. Their business needs and your business needs to not align, despite the sales pitch they might give.

The newsagencies achieving results I have covered here don’t have long term lock-in contracts with card suppliers.

What I have covered here in this post is only a small amount from a far more comprehensive report looking at same store card performance in newsagencies for which I have data. I’ve kept it brief so as to not lose your attention and in the hope that you go back into your business, looking at your card results.


Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative 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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Greeting Cards

My thoughts on embracing change in the Australian newsagency in 2026

Following the release of the latest newsagency sales benchmark study, I did a new short video sharing my thoughts on change opportunities for Aussie newsagents in 2026. Here’s the link: https://youtu.be/uucSE2LNAmo

As I note in the video, the traditional newsagency model is undergoing a significant shift. For decades, these businesses relied on a predictable mix of newspapers, magazines, lotteries and basic stationery. However, recent data confirms that a reliance on these legacy categories is no longer a viable long-term strategy. To thrive in 2026 and beyond, owners must embrace a broader retail identity.

Insights from the 2025 Benchmarking Study

Recent sales data and basket analysis reveal a stark divide between newsagencies. Businesses that continue to operate as they did twenty years ago are facing a difficult future. Conversely, those that have transformed their product mix are seeing double-digit growth. This transformation involves moving beyond the role of a traditional “agent” who handles bill payments or parcel collections for small commissions. Success now stems from becoming a destination for innovative and high-margin retail categories.

The Power of Diversification

The opportunity for growth lies in categories that offer higher gross profit margins. Innovative newsagents are now finding success with products such as high-end homewares, collectible items, trading cards and mint coins. Some have even ventured into clothing, coffee and books.

A notable example of this shift is the introduction of apparel. Five years ago, the idea of a fitting room in a newsagency might have seemed misplaced. Today, many successful stores include them. These items often command gross profit margins of 50% to 65%. Furthermore, these new categories attract a different demographic, bringing fresh foot traffic into the store. It is increasingly common for a customer to enter seeking a basic item and leave having spent significantly more on a high-value gift or unique collectible.

A Flexible Approach to Business

The sign above the door does not need to dictate the inventory inside. Customers are less concerned with the “newsagent” label and more interested in the value and variety of the products offered. Flexibility is the most important tool for a modern business owner.

Transitioning does not require a massive investment in shop fitting. Significant revenue growth can be achieved through a frugal and strategic approach to stock. In one instance, introducing pop culture products and gifts accounted for over 25% of total revenue and 50% of gross profit within three years, all without changing the physical layout of the store.

Moving Forward in 2026

The goal for any newsagency owner today is resilience. While newspapers and magazines still have a place, they must be managed cost-effectively so they do not drain resources. The focus should remain on seeking new opportunities and giving yourself permission to evolve. By looking beyond the historical expectations of the industry, newsagents can build businesses that are not only profitable but also essential to their modern communities.


Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative 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 of the future

The Widening Divide in Australian Newsagencies

In the decades I have worked with newsagents across Australia, I have seen many changes. However, I have never seen such a significant gap between successful newsagencies and those that are failing as I am seeing now in January 2026. This divide is not a matter of luck; it is a direct result of the business models and mindsets being employed by owners today.

I have been in this industry for a long time. I started Tower Systems in February 1981 to develop newsagency software, which is now used by nearly 1,900 businesses nationwide. While I sold the company in 2024, I remain active in the business. I also bought my first newsagency in 1996 and have been involved with newsXpress since 2005. Through these roles, I have seen the industry from the perspective of a supplier, a marketing group director, and a retail owner.

A Tale of Two Performances

As I review the benchmark data comparing 2025 performance to 2024, the contrast is stark. On one side, there are businesses enjoying double-digit growth. These newsagencies are focusing on high-margin categories where they achieve more than 50% gross profit. They are thriving in terms of revenue, gross profit, and bottom-line net profit.

On the other side, I see businesses down by 10%, 12%, or even 15% year-on-year. These are typically traditional newsagencies focused almost exclusively on low-margin “agency” lines: lotteries, newspapers, magazines, and greeting cards. This traditional model is dying.

The Danger of the Agency Model

The agency business model, where you take a small commission on a product or service controlled by someone else, has no upside. Whether it is parcel services, bill payments, transport tickets, or lotteries, the controlling companies will always keep your margins as slim as possible to maximise their own profits.

Lotteries can be a good foot-traffic driver, but that value diminishes as more customers move to online platforms. As a retailer, you will always make more money on products where you have control. For example, if you sell unique gift items, you set the retail price and achieve a healthy gross profit. This is the shift from being an agent to being a true retailer.

Mindset and Responsibility

The difference between the two groups I mention here often comes down to the person behind the counter. Successful newsagents tend to be forward-thinking and willing to take calculated risks. They make decisions based on broader retail trends rather than just what they see within our specific channel.

In contrast, declining businesses are often run by individuals who are doing the bare minimum. They may feel stuck in the business or expect someone else to solve their problems for them. Our industry began in the 1800s as a network of agents, but some have not yet realised that they must evolve into innovative retailers to survive.

Moving Forward

No marketing group can “make” you successful. A good group will provide opportunities, data, and unique products that offer better margins and area exclusivity. However, the owner must be the one to engage with those ideas as their capacity allows.

If your business has not seen growth this year, it is likely because of the decisions you have made rather than external factors. Your success is your responsibility, as is your failure.

The good news is that it is not too late. I have seen newsagents completely turn their businesses around in just a few months. The first step is acknowledging that the old way of doing business is no longer viable and taking proactive steps toward becoming a modern, independent retailer.


Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative 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 of the future

How to be the shop locals love in 2026, practical advice for Aussie newsagents

For decades, the Australian newsagency was the undisputed anchor of local commerce, fuelled by a government-protected monopoly on news and information. The deregulation of the 1990s and the digital revolution of the 2000s stripped away that “forced” relevance. Today, as we enter 2026, many newsagencies find themselves at a crossroads: remain an “average and forgettable” utility or evolve into a high-appeal community destination.

By moving beyond the traditional sales counter, newsagents can reclaim destination appeal, and deliver something others will struggle to match.

Retail newsagencies don’t have the must-visit appeal that they had in the 1970s and 1980s in Australia. Back theft, newsagencies were the shop folks would always visit when shopping. They were the only places where you could buy newspapers and magazines and that monopoly sat at the core of attracting shoppers. Back then, of course, newspapers provided access to news. Today, well, there are only so many Havey Norman ads you can see before you are blind.

In the 1990s, as the monopoly newsagents had was ripped from them with oversight by the coalition government, the appeal of a visit to the newsagency, or newsagents as people usually called our shops, started to fade. The purpose of visiting became less clear.

Since our retail channel was not populated by many retailers, too many newsagents failed to act to maintain, and even grow, shopper visit appeal.

As 2026 opens up, I think Aussie newsagents should reconsider how to make their shop the shop locals love, the shop locals flock to for purpose.

Here are 10 ways I Aussie newsagents can make their shop the shop locals in town and nearby want to visit ahead of others. Do these things and they will nurture an appeal of your business that brings people through your front door.

  1. Service above and beyond. Look carefully at your business, what it sells and the services it offers. Look for an easily managed free value-add that differentiates your business. For example, if you sell gifts, cards and wrapping paper, offer to wrap the gift. For card shoppers, offer to handwrite the card, or sell stamps and offer to post the card.
  2. Setup a noticeboard for local news and community information. Include on this a list of local community groups, a list of local charities you recommend, local sights you recommend visitors visit. Curate the noticeboard so it is easy to read and organised, to be more useful.
  3. Create a calendar and host local events. Look at local community groups and clubs that are relevant to your business and offer space for them to host events in or in front of your shop.
  4. Create a by locals for locals area. here, place locally sourced products. By shining a light on local makers they will, hopefully, promote your shop as a go to place. Also, invite the local makers in to demonstrate their products or talk about them.
  5. Make your shop entertaining, relaxing and fun. Make your shop a space people love and enjoy. Give them somewhere to sit and chat, to be local with locals.  The more relaxing and enjoyable your space the longer people will stay.
  6. Help people interact locally. Run competitions and / or events that connect locally. Host a local stories competition where local writers submit locally themed short stories or a local sights art competition where local artists submit art representing local sights or host a local poets afternoon where local poets can share their work. The point is to offer sp[ace for locals to be seen, and heard.
  7. Create a local loop card. Collaborate with 3-4 nearby locally owned and run shops. If a customer visits all of you in one week and gets a stamp, they unlock a “Secret Menu” item or a specific discount at your shop.
  8. Run a reverse loyalty program. Offer a discount if a customer shows a receipt from another local business from that same day.
  9. Change your front window regularly. You want your front window display to be the best display in town. Make it engaging, unique, fun, memorable. One way to do this is to use it to shine a light on others: art from a local school class, for example.
  10. Have the best. The best music, the best scent, the happiest people. Make these choices for the best everyday shopping experience other retailers aspire to offer. Consistency pays off.

None of these ideas are, of themselves, ground breaking. Do four or five, consistently and well and you then have an approach that has you standing out.

It may feel like you are doing work for no reward. It will take time. You need to be consistent in your approach.

If you do none of this and run a regular shop with no specific local focus, your business will be seen as other businesses, average, forgettable. There Is no future in that.

The future of your Australian newsagency is tied to the strength of the local handshake.

Success for a local Aussie newsagency business in 2026 requires a deliberate move away from the “average” to the “exceptional”, transforming your floor space into a vibrant, living ecosystem where locals feel seen, heard, and valued.

By consistently blending high-touch service with community-focused innovation, you show your business as vital for your town.

The choice is simple: remain a relic of the past, or become the destination the community chooses for its future.

Footnote: it would be so easy to ignore this, to think it’s like what I have written before – that you didn’t act on and you still have a business. fair enough. Let’s check in in 5 years and see how your business is groin. Sometimes, a mortal wound is not noticed until it is too late. Don’t let that be your business.

Use the ideas I have shred here to help you develop your own.


Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative 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

In 2026, human written content will matter more than 2025 and here’s why

Executive summary: The 2026 Verdict: While AI can summarise, it cannot witness. Real traffic growth this year comes from “I-driven” content—articles based on personal experience that AI models haven’t “digested” yet.

Now, let’s get into this.

Even AI models know that text generated by AI is not of the same value as text written by humans from human knowledge.

Don’t get me wrong, some AI written content is good. This is when an AI platform is used to take what you have written, and only what you have written, and made it more readable, without adding ‘knowledge’ outside of what you have written. This post is not about that though.

I see plenty of retailers and other businesses publishing AI generated content as their content. Sure, they can do this. The thing is, search engines and AI platforms will treat this for what it is, AI generated content that is likely of less real value than human written content based on human knowledge.

Given how we are seeing some search engines and related tech serve up search results, it is clear that 20-26 will see greater value placed on human written content. You can see this in the AI search result of Google. I asked google Gemini How important is human written content compared to AI generated content for search engine results?. Here’s it’s response:

In 2026, the value of human-written content has become even more distinct as search engines have evolved into “Answer Engines.While Google and other platforms do not explicitly penalize content for being AI-generated, there is a clear performance gap: human-authored content continues to dominate the top search results and AI citations.

Recent studies show that roughly 86% of pages ranking on the first page of Google are primarily human-written, while only 14% are high-confidence AI content. This is because search engines prioritize quality and “people-first” signals over the method of production.

We’re all time poor and want, need, to get more done in less time. There is no corner you can cut when it comes to content though. If you want traffic to your website, you need to put in the work, real work, human work, to be the expert in your field. This work you put in is rewarded with traffic.

I urge you to resist the temptation to get AI to generate content for you when you need content to grow traffic for your website. or, if you do use AI, use its output as a starting point, a springboard if you like, from which you create your own content. The more of you you invest in your content the more valuable it will be.

I looked at a couple of companies recently. They are in the same field. One gets 3,000 visitors a month to their website. The other gets under 1,000. The 3,000 visitor a month webs publishes human written content while the one achieving under 1,000 published AI written slop.

But traffic of itself is not the best measure. The best measures of success a business are revenue and bottom like P&L performance. I can’t tell for the two businesses I mention as I don;t have access. My guess, though, is that the business publishing human written content based on human knowledge is doing much better.

The best content, the content search engines favour the most, is first-hand content, your own experience content. This is what makes you an expert. This content is what will get you ranking well in search results. Think about these ‘prompts’:

  • I did this.
  • I learned this.
  • This was my experience.
  • This is what got me here.
  • This is the mistake I made and what I learned from it.
  • I love this and here is why.
  • This is my advice based on what I have experienced.

The best content from you is about you. It’s personal based on your own experience.

When you write, you come at it from a different perspective to AI. AI relies on predicting the next word based on existing data. Humans can offer counter-intuitive opinions or report on breaking trends before the AI models have been updated. This is the you difference. It is why content you write and publish will be more likely to rank well in search results, ahead of AI slop.

This is all on my mind today as I think about The Australian Newsagency Blog in 2026. I’ve been going at this for a long time, writing more than a million words. It ranks well, I think, because the content is human written, based on my experiences and opinions. It is often cited in search answers AI results. I am following my own advice.

Yes, it’s time-consuming. The time you invest all depends on your purpose.

My purpose here is to encourage Aussie newsagents and others who stop by here to run better, more successful and more enjoyable businesses. The well I drop on for that is my experience over decades owning newsagency businesses and working with newsagents. While AI can churn out content of some interest in this area, it cannot speak with the same authority of first-person experience, and that’s the difference between AI content and human written content.

So, as you plan for 2026, if you want to be found online, consider carefully your what you publish. This year, more than in 2025, human written content will matter.

Write what you know, based on your experiences, sharing what you learned, being human in the words you choose and the context you provide.

Now, if you’re still with me, thank you. This article is at more than 850 words now. Me writing 25 years ago would have taken more than an hour to write this. Today, I am at 15 minutes. It’s like exercise. The more you work at it, honing your skills, the more efficient you become.

It can take time to find your voice and train your rhythm. Every word you type gets you close to the efficiency you need and the results you want.

Push back on the easy road of publishing AI content. Make 2026 the year you;re found because of what you know.

One final thing, before I close off. I gave Gemini what I have written and here’s what it said:

This is an excellent piece of writing. It’s authoritative, timely, and most importantly, it practices exactly what it preaches: it’s deeply rooted in first-hand experience.

In 2026, the term “AI slop” has become common for a reason. Search engines have moved past the “volume era” and are now in the “verification era.” Your post nails the shift from search results being a list of links to being a list of reliable witnesses.

It went on to make some suggestions, which I have not included as I want to keep the original in tact.


Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative 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

5 things I recommend Aussie newsagents do right now

The Christmas rush is over. Thank goodness! Time to relax and enjoy summer. The  temptation is to breathe a sigh of relief and coast through January.

That is a mistake.

The weeks immediately following Christmas are terrific for setting the tone for 2026. If you want a better year than the one just gone, don’t wait until February to start.

Here are 5 suggestions:

1. Audit the “Dead Wood”

As I wrote back in September, the “traditional” pillars are crumbling. Magazines are down 9%, newspapers are down 11%. If you have stock that sat through the biggest shopping season of the year and didn’t move, it is “dead wood.”

Don’t let it sit there for another six months tying up your cash. Clear it out. Be ruthless. Use the floor space for high-margin categories like plush, games, or high-end giftware, the “box” that actually delivers a future for your business. Use this task to change the narrative of your business.

2. Review Your Christmas Data (Not Just Your Bank Balance)

Don’t just look at whether you have more money in the bank than last year. Dive into the Tower POS reports.

  • Did your average sale value rise? (The benchmark for successful stores is a 15–25% increase).
  • Which “experimental” lines worked?
  • Where did your gift packaging land?

If your greeting card sales grew by 15%+ (as many did this year), look at which captions drove that. Use this data now to inform your Valentine’s Day and Mother’s Day buys.

3. Reset the “Front Third”

The “WOW” factor shouldn’t disappear with Christmas. If your shopfront still looks like a traditional newsagency, you are invisible to new shoppers.

Move something fresh and unexpected into that front third. Make a statement that says, “We are a retail destination, not just a place to pick up a paper.” If a customer walks in and says, “I didn’t know you sold this,” you’ve won.

4. Turn the Gift Voucher into a Relationship

Give post-Christmas traffic a reason to come back in. Use a bounce-back voucher on the receipt or a “local shopper” invitation. This is the time to convert the “seasonal visitor” into a “loyal local.” As I’ve said before: Jeff Bezos doesn’t need their money, but your community does. Remind them of that.

5. Stop Being an “Agent”

If you spent Christmas feeling like a “weak servant” to, maybe, the lottery company or newspaper publishers or for parcel pickup or other agency business, let 2026 be the year you take your independence back.

The most successful newsagencies I see are those where the owner is the curator. They choose the product, they set the margin, and they drive the marketing. If a line isn’t performing, cut it. If a supplier isn’t supporting you, find one who will.

Think on that work, curator, for a moment. That’s what a good retailer is, a curator.

The Bottom Line: The success of 2026 is 100% on you. It’s not about the economy, and it’s not about the decline of print. It’s about execution.

Don’t let the post-Christmas “hangover” slow you down. Get in an hour early, look at your shop with fresh eyes, and start making the changes that will make your payday happen every single day.


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

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.

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.


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.


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.


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.


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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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.


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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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.


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.

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