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

An unexpected $1,890.00 windfall

I made this short video yesterday to show some newsagents I was talking with how to create and send a basic marketing email in Shopify. In the email I pitched a new silver coin celebrating the classic 1960s Batman car that we have at a website connected to my newsagency: www.mintcoinshop.com.au. Two hours after I sent the email we’d sold 9 of the Batman car coins – $1,890.00. The email generated $2,000.00 in sales of other coins.

Here’s the video:

I am sharing the video here to be transparent about the ease of sending a marketing email through Shopify. Originally, I made the video to be private and shared with a few. Today I thought why not show off this simple and successful opportunity.

Online is vital for the future of retailers today, especially newsagents where so much is changing about our businesses.

Now if you have a website and are not getting the traffic to and sales  that you want, here are steps we suggest you consider:

  1. Keep your Google business profile current with fresh content. Always link back to your website. Post at least weekly. If you’re not sure what a Google business profile is, Google it. Every business should have one.
  2. Publish blog posts of useful content about your products. If you are running Shopify, use the blog function provided and have a feed of blog posts on your home page. Show your points of difference in the content you publish. Publish at least 3 new posts each week. Posts should be 350+ words and use the keyword you are targeting at least 5 times.
  3. Make sure your website is known to Google and that your sitemap is regularly shared when the website has new content – to get your new content found.
  4. Consider turning on the Google product feed. This itself is free. You can also pay for your products to feature in google search results.
  5. Provide entertaining and useful content on social media. Posts saying buy this are useless, people will ignore them, and your business. How to use a product content is good as is content that makes fun of the business and / or people in it. Sharing local insights is also considered good content. Include a link to your website in posts when it makes sense.
  6. Re-purpose content. For example you might have a social media post that is also part of a bigger blog post on the website.
  7. Email past customers at least monthly with an update on new stock.
  8. Include pages on your website that share useful information. These pages should speak to your knowledge. Sharing your knowledge is key to you being seen as an authoritative source and this is the first step in AI models including your content in their results. This is the new search.
  9. Ensure your product names reflect what people search for.
  10. Ensure product descriptions are comprehensive, useful, and, containing text people are searching for.
  11. In every communication about your website –  email, social media, on the website itself – add value. By value, I mean make sure that what you write or say is helpful and supports your mission to be a trusted source of products and knowledge and enjoyment related to those products.
  12. Refresh the look and feel of the website at least yearly. A theme change is Shopify could be all that’s needed here.
  13. Do not outsource this work. Doing it yourself helps you learn and decide on the steps that best suit the type of business you are running.

A website is a hungry beast.

newsXpress offers its members access to a unique set of support services to help newsagents maximise the online opportunity. From strategic to tactical, newsXpress newsXpress difference for online success can add tens of thousands of dollars of gross profit.

No other group has the experience and tech skillset to offer what newsXpress offers newsagents. If this interests you, please email help@newsxpress.com.au.

16 likes
newsagency marketing

Giving your marketing group control of your social media feed is a dumb move and here’s why

I was looking through newsagent social media feeds this week and was surprised at how many newsagents give their marketing group control over the content on their local business social media, content published in the name of the business.

Almost all the centrally served content I saw was space filling rubbish, the kind of social media content people scroll past.

Nothing, no content, no posts would be better than this filler.

A promise that a marketing group will manage your social media for you or publish content for you is a bad offer for any local retail business.

The centrally controlled content I saw this week is the kind of content that results in newsagents being judged as out of date, as dying businesses.

Typically, this content is pitching low margin products over which newsagents have minimal control and from which they make agent fees and not valuable retailer profit.

If you have given a marketing group control over your social media post, my opinion is that you should disconnect them from this, that you should take control for your own social media content. Reflect you and your local business in your posts.

Have fun.

Give something of yourself.

Stop trying to sell.

Entertain.

Show your local difference.

Here are 3 key reasons you should control what your business posts on social media:

  1. Controlling your social media preserves your shop’s authentic voice, allowing you to build a genuine connection with the local community.
  2. Handling your content yourself provides the agility to share timely updates, such as new stock arrivals or spontaneous promotions, without delay.
  3. Managing your own channels fosters deeper customer engagement through knowledgeable, direct interaction and is considerably more cost-effective.

If you are not sure what I am talking about, go search the social media pages of newsagents you know. Maybe you ‘ll come across the junk posts to which I refer earlier. I won’t name a group to search for because I don’t want another letter from their lawyer. But they are bad, for sure, a waste of time, a waste of pixels.

As a local shop, one advantage is people. Let people connect with people. Consider this type of content:

  • Meet the Team: Post a friendly photo of yourself or your staff with a short bio or a fun fact. This puts a face to the business and makes you more approachable.
  • Behind the Scenes: Share snippets of your day-to-day life in the shop—organising a new display, unboxing an order, or even just making your morning coffee. It feels genuine and exclusive.
  • Customer Features: With their permission, share a photo of a happy customer with their purchase. This acts as a powerful, real-world testimonial.

Celebrate your local community:

  • Local Love: Give a shout-out to the cafe next door where you get your coffee, or mention a nearby park. This builds goodwill with other local businesses and strengthens your community ties.
  • In-Store Environment: Post photos of your shop’s interior, especially when the light is nice or you’ve created a beautiful new display. Make your physical space look as inviting online as it is in person.
  • Neighbourhood Events: Share information about local markets, festivals, or events happening in your area. This positions you as a helpful community hub, not just a retailer.

Offer content that adds value:

  • Tips and Tricks: Share your expert knowledge relating to products you sell without telling people to shop from you.
  • Answer FAQs: Turn frequently asked questions into content. Create a post or a short video answering a common query about a product’s material, care instructions, or origin.
  • Gift Guides: Curate gift ideas for upcoming occasions like birthdays, anniversaries, or holidays. This is helpful for your customers and a soft way to promote multiple products at once.

Yes, I know all this sounds like hard work and you feel you don’t have time.

So what?!

You chose to own and run a newsagency.

Make the time.

Investing in the public face of your business is one of the most valuable investments you can make. Delegating this to someone else, maybe someone far far away from your shop, is a mistake since it would be like delegating responsibility for the success of your local business.

Leek at what you’re posting on your social media. Make it yours, make it local, make it something of which you can be proud.

Stop outsourcing the heartbeat of your business. That generic content is a waste of pixels and a public declaration that you’ve given up on personally connecting with your customers. Taking control is non-negotiable work. It’s the difference between being a passive agent for national brands and being the owner of a local business that actually matters to its community. Make the time, make it yours, and make it count.

14 likes
Newsagency management

Warning: read and understand the newsagency marketing group agreement before you sign it

I had a newsagent on the phone yesterday asking for help to get out of an agreement they signed a couple of months ago with a marketing group I won’t name. The newsagent says they were told they could leave if they were not happy. The agreement they signed locks them in. They’ve already been told by the head of the group that there would be legal action if they try and leave.

The agreement is clear. They are locked in for a few years with a group they are unhappy with, a group they say is not helping their business.

Before you sign an agreement with a marketing group read the contract. read it. be sure you understand it. be sure you know what you would be agreeing to if you sign it and are happy to stand by the terms of the agreement

Do not sign the agreement based on what someone says. Read it. Sign the agreement based only on what the agreement says.

This is a problem in our channel, especially for new newsagents buying their first business. They are easily dazzled by a friendly sales pitch. Beware the friendly sales pitch. You’re not signing to be their friend, you’re signing for the business they represent to help you thrive, or at least that’s what you’re hoping for.

If you are uncomfortable with the agreement, don’t sign it.

Make sure you know the minimum period you’re required to be in the group. This is your locked-in period. Read it in the contract. Are you sure you want to commit for that period of time?

If you’re not sure, don’t sign. You’re in control at this point.

Now, if the business you are buying is branded to a group and they are pressuring to sign to keep that branding and they say there is a cost to you if you don’t join the group because you have too de-brand that’s nonsense. The current owner needs to sort out the branding before they sell. Don’t be duped into thinking you must stick with the current brand if you are not sure.

Do what you think is right for you.

Now, on the brands. Take a moment to think about them. What do they stand for? How are they known by shoppers? What is their value? I don’t want spin answers from the groups. rather, I want answers from shoppers.

With any of the groups in our newsagency channel you can visit 10 different shops in the group and have 10 very different experiences. Consistency is not there.

The brand that matters is your brand, what you call, your business. It’s what you do locally that matters.

Before you sign an agreement with any newsagency marketing group, read it, understand it and only sign if you fully understand it and are completely happy with all of the terms.

The person I spoke with yesterday was in tears. They desperately want to leave the group but are scared of legal action. An ethical marketing group would help them leave to find a home in which they are more comfortable.

21 likes
Ethics

The West Australian price rise will hurt print sales

The West Australian cover price increased 50 cents today, to $3.00. It’s a 20% increase. (corrected)

From each sale, a retail newsagent makes 30 cents.

If a customer pays by a card and the shop does not surcharge, what the shop makes gets cut to 29.58 cents but more on that another time.

The shop has to fund theft from the 30 cents. Oh, and the 30 cents has to cover the cost of labour, the retail space, and overheads.

Let’s say a typical newsagency sells 30 of these newspapers a day. Heck, let’s make it 50 a day for this scenario.

That’s $15.00 the newsagent makes, not allowing for payment processing costs.

The time taken to unpack the papers, count them, make off the invoice and put out the stock and take off and count the unsold stock is, say, 10 minutes. That costs the business at least $4.20. If we were being thorough in analysing labour costs we would add a cost for each sale, but let’s not worry about that today.

The newspapers take up a set amount of space. Allowing for average lease costs, average shop space and a typical newspaper placement, it’s reasonable to say the retail space costs between $1.00 and $1.50 a day. For this post, we’ll agree on a $1.00 a day cost.

On average, the cost of theft of newspapers costs newsagents the equivalent of 2% of total newspaper sales in a year. In a shop like our example here it’s like the cost of a paper a day. I’m happy to cut that in half and say the cost of theft averages out to $1.50 a day.

So, from the $15.00 made from papers each day we deduct $4.20 being the labour cost, $1.00 being the cost of the retail space and $1.50 being the cost of theft. This leave $8.30. not allowing for the overheads of running the business and not allowing for opportunity cost – what we could do in that space if we did not have newspapers.

Until around eight years ago, newspaper traffic was valuable for a newsagency with the habit based shopper purchasing enough other products to make being a newspaper destination worth it. With newspapers now everywhere, the habit based shopper is rare, making the value of the newspaper shopper less.

Back to $8.30 the newsagent in my hypothetical makes from selling fifty newspapers. That’s 16.6 cents per sale.

The moment you slice the 50 newspapers a day into half, the numbers are awful as the labour cost and retail space costs are the same and theft will not be far off being the same. At 25 papers a day, the newsagent is left with 80 cents a day to cover the labour cost of selling 25 newspapers.

If you’re not a newsagent and reading this maybe now you can see why more newsagents are choosing to not sell newspapers.

Given the cost of labour retail space and theft, a $3.00 sale of The West Australian should, in my opinion, net a newsagent at least $1.00. That would be closer to being fair.

The current model of compensating retail newsagents for the sale of newspapers does not provide for a living wage. It is unfair. Nine Media, News Corp and other newspaper publishers need to pay a fair commercial rate for the services provided. That’s what a socially responsible business would do.

I’d love to see how the supermarkets are compensated, like completely compensated. I can’t imagine them accepting what newsagents get.

19 likes
Social responsibility

The Existential Threat of a Surcharging Ban to Australian Retail Newsagencies

A proposed ban on card payment surcharging by the Reserve Bank of Australia (RBA) poses a direct and existential threat to the viability of hundreds of small business newsagencies in my opinion. While intended to simplify payments for consumers, such a policy fails to account for the unique, low-margin business model of newsagents, who lack the ability to absorb these costs.

This would disproportionately punish small businesses and could lead to widespread closures.

1. The razor-thin margins of survival in the average Aussie retail newsagency

The typical Australian newsagency operates on a knife’s edge. The financial model, based on industry averages, leaves almost no room for additional costs:

  • Typical Gross Profit:
  • Rent Costs: (of revenue)
  • Labour Costs: (of revenue)
  • Operating Overheads: (of revenue)
  • Final Net Operating Profit:

This net margin is the entire buffer a newsagent has to cover unforeseen expenses, reinvest in the business, and earn a living. It is a financial reality that cannot sustain new, unrecoverable costs.

This situation is a function of the history of the newsagency channel and years of price control applied suppliers such that the price of many products have not kept up with inflation.

2. The burden of price-controlled products

Unlike most retailers, newsagents are price-takers, not price-setters, for their core products. These goods, including lottery tickets, newspapers, magazines, and greeting cards, account for approximately of total revenue in many stores.

Newsagents do not set the retail price of these items; they only earn a small, fixed commission. Therefore, they cannot increase prices to offset the cost of card transactions. This leaves them uniquely vulnerable to any changes in payment regulations.

3. How payment fees destroy profit

Surcharging is not a profit centre; it is a transparent cost-recovery mechanism. When a customer chooses to pay by card, the surcharge covers the fee charged by the bank. Without it, the cost is deducted directly from the newsagent’s small share of the profit.

The impact on the gross profit from each sale is devastating:

  • Lottery Tickets: Payment fees consume of the gross profit.
  • Newspapers: Payment fees consume of the gross profit.
  • Magazines: Payment fees consume of the gross profit.
  • Greeting Cards: Payment fees consume of the gross profit.

Forcing a newsagent to absorb these costs is not a minor adjustment, it’s a direct erasure of their already minimal profit margin.

4. An uneven playing field and inevitable closures

A blanket ban on surcharging would create an unfair market, favouring large corporations over small businesses. The two major supermarkets leverage their immense volume to negotiate dramatically lower payment processing fees from banks, a privilege unavailable to any small newsagent.

Forcing newsagents onto the same regulatory field without providing them with the same cost basis is inequitable.

A ban on surcharging would shift this entire financial burden back onto the business owner. Wiping out the fragile net profit margin will make hundreds of newsagencies instantly unviable. The foreseeable result is at least 100 small business closures within a year, hollowing out local shopping strips and costing local jobs.

I urge the RBA to consider these severe, unintended consequences and recognise that for many small retailers, surcharging is not a choice, but a fundamental requirement for survival.

…
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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Newsagent representation

The RBA’s surcharge ban proposals will hurt small businesses and fuel inflation, warns industry body

The Independent Payments Forum (IPF), an advocacy group representing over 120,000 small and medium businesses across Australia including newsXpress members (newsXpress is a paid-up member), has issued a stark warning to the Reserve Bank of Australia (RBA). In a detailed submission, the IPF argues that the RBA’s proposed ban on card payment surcharging, without first addressing the “inequitable, high fees” paid by small businesses, will stifle competition, harm productivity, and create upward pressure on inflation.

The comprehensive submission is a response to the RBA’s “Review of Merchant Card Payment Costs and Surcharging” consultation paper. The IPF contends that the RBA’s proposals are based on flawed assumptions and will have far more serious consequences for the Australian economy than the central bank’s modelling suggests.

Surcharging more widespread than RBA believes

A central point of contention is the prevalence of surcharging. The RBA’s paper suggests that only 10% of businesses currently surcharge for card payments. However, the IPF’s survey data paint a different picture, indicating the figure is closer to 45% among “high street businesses”. In some sectors, such as pubs, clubs, cafes and restaurants, the number of businesses applying a surcharge is as high as 79%.

This significant discrepancy, the IPF argues in its submission, “throws serious doubt on the RBA’s associated economic impact assumptions”.

Price hikes and job losses possible

If a surcharge ban is implemented without a significant reduction in underlying fees, small businesses have indicated they will have little choice but to raise prices how else are they to cover the business cost. According to the IPF’s current research, 56% of businesses would be forced to increase their prices to cover the new costs. A further 8% would need to let staff go, and 5% fear they would go out of business entirely.

The IPF highlights that many small businesses, such as newsagents and cafes, operate on razor-thin profit margins. In our newsagency channel the problem is compounded boy us selling products over which we have no control as to retail price. Absorbing a typical 1.4% blended merchant fee could reduce a newsagents typical gross profit on magazines by 5.6% and on newspapers by 11.66%. 

Price increases would affect all consumers, including those who choose to pay with cash, as businesses would be forced to build the cost of card acceptance into their general pricing. Again, newsagents are limited as to what they can do here. The IPF submission points to comments from Qantas, which has already stated that the cost of acceptance “will likely be passed on to our consumers and our passengers through higher ticket prices”.

The inability of price increases for newsagents with papers, magazines, cards, lottery products and a bunch of other services disadvantages our channel. It places a burden on local small business newsagents that some businesses will not survive.

The real problem: blended rates, failed LCR, and unregulated scheme fees

The IPF submission argues that banning surcharges targets a symptom, not the cause of the problem: decades of market failure that has left small businesses paying disproportionately high fees. They call for urgent policy reform in three key areas:

  1. Ban Blended Rates: The practice of charging a single “blended” flat rate for both debit and credit card transactions results in higher prices for small businesses. It forces businesses to cross-subsidise expensive credit cards with cheaper debit card transactions. Meanwhile, big businesses are offered more transparent and cheaper “interchange++” plans.
  2. Mandate Dynamic Least-Cost Routing (LCR): LCR is designed to route dual-network debit card payments through the cheapest network available, delivering savings to merchants. However, the IPF states that the industry’s self-regulated adoption of LCR has been a “complete failure,” with banks and payment providers failing to pass savings on. The IPF is calling for the RBA to mandate “opt-out Dynamic Least-Cost Routing,” which they claim could reduce debit transaction fees for some businesses by up to 70%.
  3. Regulate and Cap Scheme Fees: Fees charged by international card schemes like Visa and Mastercard remain unregulated and have been rising, putting upward pressure on costs for merchants. The IPF argues that the RBA’s proposal to merely “set an expectation” that these fees won’t increase is insufficient. Citing the complexity of over 400 different fee categories, the IPF joins calls from banks like Westpac for these fees to be regulated and capped.

A path forward: key recommendations from the IPF

To create a fairer and more competitive payments system, the IPF has put forward a series of recommendations to the RBA, including:

  1. Ban blending of debit and credit card fees for small businesses.
  2. Mandate opt-out Dynamic LCR to ensure savings are passed on to merchants.
  3. Regulate and cap scheme fees.
  4. Delay any surcharge ban for 12 months to allow businesses time to renegotiate contracts with service providers, and in the case of newsagents to negotiate with suppliers who control newsagent gross profit.
  5. Fund an independent comparison tool to help merchants navigate complex fee structures.
  6. Re-evaluate interchange fees, suggesting higher caps for high-fraud overseas transactions and near-zero rates for secure domestic transactions.

All of this should matter to newsagents. In our channel though, it is only ALNA and newsXpress who have invested in this representative vital work by the IPF.

This issue is an example of an issue newsagents can use to compare marketing groups. Here is newsXpress investing money to lobby for fairness for all newsagents. This is work being done, for newsagents. No marketing puffery, just practical work for costs that are at the core of every newsagency business.

The submission by the IPF is good, well thought out, professional. I am proud and grateful that newsXpress is part of this.

You can help by asking your local member of federal parliament where they stand on this matter.

…
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.

16 likes
Newsagent representation

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.

13 likes
newsagency of the future

How long should you hold stock for in your retail business?

How long should you hold stock for in your retail business? Someone once said never let a stock item have a birthday in your shop.

The total cost of holding inventory is a combination of direct holding costs (like storage space and labor) and the opportunity cost of the capital that was used to purchase the stock.

Imagine you have $10,000.

  • You can either buy $10,000 worth of stock (inventory).
  • Or you can put that $10,000 into a savings account that earns 5% interest ($500 per year).

If you choose to buy the stock, you give up the chance to earn that $500 in interest. That forgone $500 is the opportunity cost. It’s separate from the money you then have to spend on a warehouse shelf (holding cost) to store your new stock.

If your $10,000 in inventory is not generating at least a good interest result, you’re behind.

1. Identify and Categorise: Use your POS software  to run a Stock Aging Report. This is your most important tool. It will show you exactly which items haven’t sold in 30, 60, 90, 180, or 365+ days.

2. Create a Markdown Cadence: Don’t wait for the birthday! Create a store policy for taking action. For example:

  • 60 Days (No Sale): Review product placement. Is it visible? Is it merchandised well?
  • 90 Days (No Sale): First markdown. A small discount (e.g., 15-20%) to encourage a sale and start recouping capital.
  • 120 Days (No Sale): Second, more aggressive markdown (e.g., 30-40%). Move the item to a dedicated clearance section.
  • 180 Days (No Sale): This item is officially “dead stock.” The goal is now liquidation, not profit. Bundle it with a popular product, reduce it to cost, or even sell it at a loss.

Why sell at a loss? Because the $20 you get back from a $50 cost item is $20 of fresh capital you can reinvest in a new product that will sell. Keeping the dead item on the shelf gives you a return of $0 and continues to incur holding costs.

3. Learn and Prevent: After you clear the dead stock, analyse it. Why didn’t it sell?

  • Was the price wrong?
  • Was it a poor product choice?
  • Did you buy too many?
  • Was it a seasonal item you bought too late?

Use this data to make smarter buying decisions in the future.

I see too many retail business owners ignoring the age of stock, allowing dead stock items to take up space on the shelves, not providing a return for the business. This is poor retail management.

7 likes
Newsagency management

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.

5 likes
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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newsagency of the future

The local Aussie newsagency is thriving and not as you might remember it

The local Aussie newsagency is likely to not be the newsagency of your memories if you’ve not visited for a while. What we sell and how we sell has evolved. You can no longer assume what a newsagency sells. Sure, some of us offer some products and services you remember us for. We offer much more, too. Check this out:

Two days ago I shot some videos in my newsagency on Glenferrie Road in Malvern Victoria, stitched them together, ran them through a comic filter and laid some music underneath. All up, the video took less than ten minutes to produce.

If your newsagency is different, outside of assumptions people make about newsagencies, show the world, make videos and other social media posts to tell your story.

I made this video as a pitch for newsXpress, the marketing group I own. newsXpress has a single focus: to help newsagencies evolve. Evolution is vital to the future health of any newsagency business.

Change is vital for our channel, essential for its future and for the future of the businesses in the channel. There is no one-size-fits-all change though. What is needed and right for your newsagency will be different to the newsagency down the road or in the next town. Finding changes that are right for you takes work and time. Be wary of those who say they have the answer, especially if they have not looked at your business, it’s data and your own situation.

The extent of change we can bring to our newsagency businesses has no barrier. The shingle itself is irrelevant, it’s what you do in the business that matters. I see too many newsagents restricting their businesses because of a belief that they need to live within outdated expectations about their shingle.

The video is nothing special. Like all social media content, it’s disposable. That’s one reason I didn’t spend much time on it. It’s also disposable because next week I’d have different content to film, and the week after that. The thing about successful retail today is regular change. It’s what makes owning a local indie retail business exciting.

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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 management

The mistake of using a visual merchandiser to create displays in your retail newsagency

I was talking with a newsagent yesterday who had decided to bring in a visual merchandiser each fortnight to create stunning displays in their shop. Their plan is to spend $145.00 each fortnight on the visits. They chose the merchandiser because they have experience with David Jones.

While a visual merchandiser with David Jones experience sounds good, I doubt the relevance to a local independent shop, like a newsagency. I’d want to know their independent retail experience and what they think they could do in my shop, with what I have. They might create nice displays that get customer comments and make you feel good. The key would be whether the displays generate the revenue you need.

Department store experienced Visual Merchandisers tend to focus on brand-centred displays. Best practice today is not brand-centred displays. Rather, best practice displays today tell a story across multiple brands.

Rather than hiring a visual merchandiser for the newsagency, my advice is to do it yourself. Displays need to change regularly, more often than each fortnight. Changes daily are the key to an ever evolving business.

Most newsagents I talk with say they can’t do displays.

Everyone can do VM!

Here is my advice for someone who have never created a display before.

  1. Start with a clean space, a flat surface, in a good location.
  2. The best display looks like a pyramid.
  3. Your hero product is at the top of the pyramid.
  4. If the display is for a season or some other sign-post event, the poster should be placed with the display so shoppers can see it without having to look for it.
  5. Flowing from the hero product down to the base of the display are other products. But not so many that you can’t see what you want people to see.
  6. The display is balanced, even.
  7. A display of gifts always includes cards.
  8. If the display is promoting homewares the pyramid approach is not needed. Instead, go for something that looks more natural, like in the home.
  9. Use coloured paper to highlight certain products. But don’t go for a rainbow.
  10. From a colour perspective, a good display has no more than two core colours as the focus.
  11. A display can look untidy and that is okay in some circumstances. For example, a box of Beanie Boos exploding from a box .
  12. Mistakes are okay.
  13. Oh, and don’t treat this as an engineering challenge. Keep it simple and fun! :

Take your time, have fun.

Remember, the alternative is no display at all, or you spending $145.00 a fortnight for someone who does not know your shop or your customers coming in and creating something beautiful.

In my opinion, the best displays have a narrative relevant to the business, a story or purpose. This is code for saying I am not a fan of single product or single supplier displays. suppliers love these, of course, as they are a billboard for them. What suits them will likely not suit you.

A good display is a collection of items from multiple suppliers, categories and segments that make sense together, from which a shopper could choose several for a gift, or for themselves. Choosing the items for the display us you curating the display, making editorial choices to tell the story you want to sell.

Leave the display up for one week, two at the absolute maximum. Having a length of time for which a display will be live helps you allocate appropriate time for the creation of the display. if you are not sure how long to spend on it, set yourself and hour tops. Get it done within that time.

Once you’ve done a display, if you are new to this, ask for opinions. Learn. Each display will be an improvement on the last.

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visual merchandising

Your local newsagent is the best place to buy Father’s Day cards this year and here’s why

For Father’s Day this year, the best place to find your card and gift is your local newsagent. The reasons are simple: better product range, better shopping experience, and best choice for your community.

Your local newsagency is where you are likely to find Australian made Father’s Day cards and Australian made matters to anyone who wants local jobs. If you’re not sure, turn the card over and check where it is made. And, while you’re there, check any charity your Father’s Day card purchase will support – that is usually listed on the back of the card

Buying a Father’s Day card from your local newsagency is a direct investment in your community. When you shop at your local newsagent, your money stays local. These are Australian-owned small businesses, often run by families in your suburb. They are the shops that give local kids their first jobs and support local community clubs and groups. Supporting them keeps your local shopping strip alive.

You’ll find a better card. Newsagents do have the best range of cards, better than supermarkets for sure.

  • More designs: They stock cards from multiple companies, giving you a wider variety of styles to choose from.
  • Specific captions: If you need a card for “Grandpa,” “Pop,” “Uncle,” a mentor or a step-dad, you are far more likely to find it at a newsagent.
  • Higher quality: You can feel the difference. The cardstock is often better and the finishes are superior. You can be proud to give a card that feels special.
  • Australian made: Newsagents are the number one supporters of Australian-designed and made cards that capture our unique sense of humour and style.

In my own newsagency we are grateful to sell cards from Henderson Greetings, an Australian company that makes the cards here in Australia.

Henderson Greetings has helped Australians celebrate life’s special events through beautiful, quality products for over 70 years. Our commitment to quality drives both great product and trusted relationships with our customers. Our Head Office is based in Melbourne. Our products and Sales representatives reach leading retailers and newsagents in every state of Australia.

Buying a Henderson Greetings Father’s Day card supports the wonderful work of the McGrath Foundation, a trusted and beloved organisation.

For almost 20 years we’ve supported families through cancer. McGrath Cancer Care Nurses have a proven positive impact on the lives of people experiencing cancer and their families. Learn more about how we’ve supported over 161,000 people and their families right across Australia.

The shopping experience for a Father’s Day card at your local newsagency is simpler You can browse the cards at your leisure in a calm environment. The staff are there to help if you need it, but they won’t pressure you. Many also offer genuine value through loyalty programs. For convenience, you can often find gift bundles ready to go, making it a quick and easy stop.

A Father’s Day card is a lasting memory A great card is more than just a piece of paper; it’s a keepsake. It’s something Dad can look back on for years to come, a tangible memory of the day. Choosing a quality card makes that memory even more special.

To find the best Father’s Day card selection, be sure to shop early. Do a quick search for “newsagency near me” and you’ll find one of the 2,800 local stores around the country, ready to help you find the perfect thing for Dad.

Where can you find the best Father’s Day cards this year: your local newsagency of course!

…
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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Greeting Cards

How can I reduce the rent I pay for my local shop? Advice for small business retailers

You’d think that rent would be flat or declining considering the number empty shops around. Rent is not always set based on a traditional supply and demand model.

Some landlords have their funding arrangements set based on the value of the property, which is tied to the rent they are asking. Reducing the rent reduces the value of the property and this can negatively impact the funding they have in place.

I talk to many retailers who ask for advice on how to negotiate to pay less rent. These conversations can be frustrating when the retailer has been told by someone that they can get a rent reduction for them, often for a negotiation fee. Leasing brokers and some others who negotiate rent for retailers usually charge a fee for their services with the fee not tied to a successful negotiation.

My advice on how to negotiate a rent reduction is always the same:

Ensure your business is appealing to the landlord: that it attracts traffic to the location, you pay your rent on time, you’re a low maintenance tenant and other retailers in the centre (if you’re in a centre) would not want you to leave.

Gather evidence supporting your case: your P&L, comparative rent for similar nearby shops, details of what you have done to improve the business and details of what makes your business  unique – for example, the lack of control you may have over the price you can change for much of what you sell. In this process you may discover that your results don’t support a reduction in rent.

Have a plan b: another location from where you can operate if you had to. The old adage of location location location is not as relevant today with plenty of revenue for a god shop coming from online. Relying less on a perfect location that delivers traffic to you gives you options. Having another location in mind also depends on you configuring your business to be one that is sought out – that people will come to you. Keep and plan b you develop to yourself.

Make your case early: write to the landlord, in a professional and nun emotive tone. Be clear in your ask. Don’t waffle. Make your pitch compelling. There has to be something in your pitch for the landlord. This pitch best comes from you as you’re the person who has the most on the line – a leasing broker is paid to spend time on your behalf.

The most common mistake I see a retailer make us believing that they should play less rent because they think they should. This is a dangerous mistake.

Another mistake is that the business is declining and less able to pay the rent. A business declining is the responsibility of the retailer to resolve and not the landlord to fix by reducing rent.

There is no common trajectory in terms of rent for retail locations in Australia. The situation varies by state and region, type of location and more. In Perth and Brisbane, for example, CBD retail vacancy rates of 21.7% and 18.3% respectively. There is no national trend on which you can rely.

Recent data from the first half of 2025 indicates that the national CBD retail vacancy rate has decreased to 11.1%, the lowest it has been since the first half of 2021.

How can you reduce the rent you pay for your local shop? The answer is to start planning early and to take responsibility yourself for working what is one of the highest operating costs in your business.

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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 management

Digital plays a key role in performance of The Lottery Corporation

The Lottery Corporation released its full year results this morning. Digital continues to play an important role for the performance of the business. The digital share of Lotteries turnover grew to 41.8% in FY25, up from 40.9% in the previous year.  Here are a couple of quotes from their results documentation:

Note: higher margin in this second quote. This slide from their deck speaks to the value of digital for their business.

Lotteries remains a vital offering for many newsagents. If you have it in your shop, ensure you are not reliant on it to remain open – attract shoppers for other product categories. Just as TLC appreciated better margin from its growing online sales, you should chase better GP from products far away from lotteries.

I wish TLC would ease its requirements on retailers for prime position into which no other products can be promoted. While I get their focus on store within a store  format to provide identity under The Lott brand”, their approach is, in my opinion, unfair on small business retailers in my opinion – especially considering their focus on driving digital.

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Lotteries

An unfair burden: Why the RBA’s payments review fails Australia’s small businesses

The Reserve Bank of Australia’s recent consultation paper on merchant payment costs was a critical opportunity for reform. Instead, it signals a profound disconnect from the realities faced by small businesses, threatening to entrench an inequitable system dominated by major banks and multinational payment organisations.

A month ago, the Reserve Bank of Australia (RBA) released its Review of Merchant Card Payment Costs and Surcharging Consultation Paper. While sounding procedural, its implications could be serious for small businesses, especially small business retailers, like newsagents.

Are you paying attention?

The paper’s proposals, or lack thereof, fail to address the fundamental unfairness baked into the Australia’s payment systems, leaving small businesses, what we are told regularly is the backbone of our economy, vulnerable while protecting the interests of powerful incumbents.

The RBA’s review overlooks the core issues and, if its current direction holds, could force small business retailers into an impossible choice: absorb unsustainable costs or lose competitiveness.

The are three critical flaws in the current system.

1. Least-cost routing (LCR): savings left on the table. Least-cost routing is a simple and powerful mechanism. It automatically processes a customer’s tap-and-go debit payment through the cheapest available network, typically eftpos. The RBA’s own data suggest that merchants with LCR enabled enjoy debit card transaction costs nearly 20% lower than those without.

Yet, LCR is not the default. The RBA is merely considering a formal mandate. This hesitation leaves significant, achievable savings out of reach for small businesses who are often unaware the option even exists. In a landscape of rising operational costs, withholding a straightforward tool for cost reduction is inexcusable.

2. Interchange fees: A system rigged for the big business. An inequity exists in the structure of interchange fees, the fees paid between banks for the acceptance of card-based transactions. Big businesses leverage their bargaining power to negotiate substantially lower rates than small, independent businesses for the exact same transaction. The cost to the provider is identical, but the price for the small business owner is artificially inflated.

The RBA acknowledges this gap and says it is exploring measures to address it. This issue does not require exploration; it requires regulation. A fair system would establish a level playing field where the cost of a transaction is not determined by the size of the business processing it.

3. The surcharging ban: treating the symptom, not the disease. Perhaps the most alarming proposal is a potential ban on surcharging, promoted as a $1.2 billion saving for Australian consumers. This figure is a mirage. Banning surcharges does not eliminate the cost; it simply transfers the full burden onto the business owner.

Without first mandating LCR and legislating fair interchange fees, a ban on surcharging would be a dumb. Small businesses would be forced to either absorb these costs  or raise their prices. This punishes customers, makes small businesses less competitive, and ignores the problem. The surcharge is a symptom of excessive costs, not the cause.

What you can do now

While we must demand the government and RBA work in tandem to fix this broken system, waiting is not an option. Small business owners can take immediate, proactive steps to mitigate these unfair costs.

1. Mandate least-cost routing on your terminals. Do not assume it is active. Contact your bank or payment provider (e.g., your bank, Tyro, ANZ, Suncorp) and state clearly: I am calling to ensure that Least-Cost Routing is enabled on my payment terminal(s). I want all eligible debit card transactions to be processed through the cheapest network. This single phone call can reduce your debit transaction fees by 15-20% at no cost to you.

2. Scrutinise your merchant statements. Analyse your most recent statement to understand your true cost of acceptance. Calculate your “blended rate” by dividing the total fees paid by your total card sales for the month. This will give you a clear percentage. If you pay $150 in fees on $10,000 of sales, your blended rate is 1.5%. You must know this figure to effectively negotiate.

3. Leverage a competitive market. Armed with your blended rate, shop around. Contact other payment providers, from traditional banks to modern fintech companies. Ask them directly: My current blended rate is X%. Can you offer a better rate? What are your terminal rental fees and is there a lock-in contract? Loyalty to a single provider can be expensive; in a competitive market, providers must earn your business.

Politicians from all parties laud small businesses as the engine room of the Australian economy, now is the time for them to act. Without decisive intervention to create a fair, transparent, and equitable payment system, our nation’s retailers are about to be dealt a significant financial blow. It’s time for policy to match the rhetoric.

I have written about this again today to put in front of newsagents again. Complaining later will not be as powerful as acting now.

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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.

19 likes
Newsagency management

Crossword sales up in the newsagency

I’m not sure if this is widespread but I’ve seen data indicating a sweet rise in crossword sales in recent months. The store sample size is small, not enough to say it’s a channel-wide trend.

That said, for the newsagencies for which I have seen data, sales of crosswords are up between 7% and 18% un terms of unit sakes in recent months. For one store, sales of crossword titles rose from 157 to 189 in July.

Crosswords typically account for between 5% and 8% of total magazine sales. Growth for this segment is a nice gain for the magazine department that is challenges in other segments.

The common features of newsagencies achieving growth in crossword sales is consistent placement, easy customer access, location near newspapers and co-location of some titles occasionally at the counter.

Crosswords are an easy gift, especially if you are located near hospitals, retirement villages and/or nursing homes.

It’s best to not rely on the destination crossword shopper for growth. In my own experience the easiest growth comes from suggesting crosswords as a gift. They work in many situations. They are also easily posted.

Yes, our GP is only 25%, which sucks. That said, any magazine segment delivering growth is something to lean into, I think.

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crosswords

How we are using AI in our local newsagency in Malvern, Victoria

I’ve been in retail since 1996, and I’ve never seen anything with the potential of AI. Join me as I take you inside my small business and reveal the AI-powered tools I’m using to stay ahead of the curve. You’ll be surprised at how accessible and affordable these game-changing technologies really are. I shot this video on the weekend:

The term ‘AI’ gets thrown around a lot, but what does it actually mean for a local shop on the high street,for a newsagency? In this video, I cut through the hype and show you the real-world results. Forget complex theories; I’m talking about practical tools that automate our invoicing, optimise our pricing against nearby competitors, and even help us write compelling product descriptions for our website. If you’re a small business owner who’s curious but unsure where to begin with AI, this is for you.

In retail, standing still means falling behind. The tools we use today are just the beginning of the AI revolution. I’ll not only cover what’s working for my business right now but also share my thoughts on where this is all heading—from AI-driven reports that offer growth plans instead of just data, to insights that will help us serve our customers better than ever. Watch this video to understand the steps you can take today to future-proof your business for tomorrow.

Now if you’re from the camp that says it’s all too hard – it’s not.

If you’re scared of AI and what it will do, that’s healthy, it’s nit a reason to learn how to use it, and use it properly.

By this time next year we will look back is some business practices today and wonder how we did what we did. Ai will have that much of an impact – for those businesses that do embrace the opportunity and use it.

The key is to learn the tools and figure out how to best leverage them for your business.

…
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.

13 likes
Newsagency management

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
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