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newsagent

Is your newsagency remarkable?

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

Start with your front window.

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

Is your window remarkable?

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

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

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

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

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

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

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

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

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

Go for that purple cow remarkable.

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

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newsagency marketing

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

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

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

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

The old model is not coming back

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

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

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

What the better businesses are doing

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

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

Seasonal traffic compounds

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

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

The number worth watching

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

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

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

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

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

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Newsagency management

To the newsagents standing still

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

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

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

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

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

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

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

here’s the thing:

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

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

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

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

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

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

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newsagency of the future

Beyond the hype: why I travelled to Singapore for SuperAI

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

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

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

The conversation has shifted

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

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

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

But we have barely started.

What I am here to find

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

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

Why this matters for local retail

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

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

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

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2026

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

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

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

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

The $1,000 offer

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

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

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

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

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

Four Facebook campaigns

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

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

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

The “300 members” figure

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

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

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

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

More customers, more profit, more time

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

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

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

The dedicated Business Manager

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

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

None of that is in the email.

Low-cost joining

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

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

The broader point

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

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

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

Ask the harder questions before you get there.

…

I own newsXpress, a business that competes with Newspower.

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newsagency marketing

Why Lottery Retailers Are Challenging the New Lottery QR Codes

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

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

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

The numbers

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

That is not a coincidence. That is a strategy.

The foot traffic problem

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

The contract makes it worse

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

What to do

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

This is urgent, I think.

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

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

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Ethics

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

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

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

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

Your data is the map

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

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

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

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

AI insights are only as good as the data behind them

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

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

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

The transition question

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

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

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

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

June is the right month

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

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

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

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Newsagency management

When business stress becomes something more serious

Some calls stay with you.

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

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

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

Sometimes it becomes too much.

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

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

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

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

Listening is a good start.

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Social responsibility

Officeworks is offshoring jobs gives local newsagents and stationers an opportunity

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

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

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

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

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

That difference just got bigger, thanks to Officeworks.

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

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

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

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

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

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

Officeworks made the case for you. Use it.

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

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Stationery

Where is the best place to buy greeting cards in Australia?

The local newsagency near to you is likely to be the best place to buy greeting cards in Australia and here is why:

  1. Range. Typically the local newsagency will have a better range of cards for a deeper range of captions. The bigger the range the more options you have for find the card you will love giving and they will love receiving.
  2. Ease of shopping. The local newsagency will typically offer more space for comfortable shopping. You can browse easily, take your time and not get pushed by people in the aisles.
  3. Customer service. In the local newsagency, human delivered customer service is not far away. You know the owner of the shop has curated the range for local shoppers – not some office person in another state, or overseas.
  4. More likely Australian made. Local Australian newsagents are more likely to stock locally made cards. If local jobs matter to you, this is important. Locally made cards not only support local jobs, they reflect Australian words and sentiments more so than any card designed and made overseas.
  5. Local. Shop in the local newsagency and more of what you spend stays in the local community and if you live in the local community this will matter to you.
  6. Loyalty. Many local Australian newsagencies offer a loyalty program that helps you save money on cards. Ask and find out if there are loyalty options that suit you.

While you could consider buying cards from a discount shop, supermarket or big department store, it is the local newsagency where you will find more satisfaction we think and we say this as newsagents ourselves. We take pride in the cards we choose for the shop, how they are displayed and the value they offer our customers.

So, when you need a greeting card for a birthday or some other occasion, shop at a local Australian newsagency and see for yourself the difference available to you. And, if you’re not happy, let them know, so they can improve their card offer for local shoppers.

Plenty of newsagents will offer you a pen for writing on the card and even sell you a stamp to make posting the card easy.

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Uncategorized

Looking at the Newspower marketing email sent out yesterday.

Yesterday, Newspower sent a marketing email to newsagents. Plenty of newsagents have shown me the email. It is neat, upbeat and confident. It promises buying power, social media done for you, seasonal campaigns, digital solutions and support.

On the surface, it reads well. Look a little closer, and what I think are gaps start to show. What I share here is my opinion about what the email reveals, and what it does not. Do your own research though, draw your own conclusions.

Big claims, light proof

The email leads with “largest”, “most trusted” and “35+ years helping stores grow sales and improve performance”. Those are big claims.

There are no numbers. No current store count. No retention percentage. No satisfaction or trust metric. No average growth figure. No example showing how performance actually improved.

What does most trusted mean, what evidence supports this?

“Proven” is used as a label, but there is nothing in the text that proves anything. For a major decision like joining a group, that is a problem.

“Retail growth made easy” – really?

The theme of the email is “Retail Growth Made Easy”. Growth is presented as simple: time-saving tools, seamless online and digital solutions, “nothing for you to do but display and sell product.”

Anyone who has run a newsagency knows that is not how it works. Real growth usually comes from hard, sometimes uncomfortable, decisions about ranging, space, stock, staff and local engagement.

When a marketing pitch underplays the work required, it is selling comfort more than change.

Buying power without context

“Save up to 25% on key product lines” is a headline promise.

Up to. On key lines. Compared to what? Standard wholesale? Going direct? Another group? There is no category example, no base price, no sense of how common this saving actually is.

“Exclusive discounts and offers” sounds attractive. But exclusive could mean “different”, not “better for the retailer overall.”

If buying power is a core part of the pitch, it deserves more than a single “up to” sentence.

Digital offer reads like a commodity

The digital list is complete: social media management, Google Business Profile setup, targeted online ads, affordable website and ecommerce.

The problem is it could be any agency website for any small business in any category. There is nothing newsagent-specific. No examples. No numbers.

The Facebook posting service promises up to six posts a week across standard categories. Posts are described as designed to drive customers, but there is nothing about engagement quality, local distinctiveness, or measured sales impact.

Volume is not the same as value.

Ink and toner promise is too broad

One of the flagship programs is about ink and toner. The pitch is to “become the go-to ink and toner retailer.”

Anyone trading in this space knows it is not that simple. Big-box retailers, specialist chains and online players set tough benchmarks on price and range. The economics vary sharply by location. In many metro and inner suburban areas, chasing destination status in this category is a real risk.

The email does not mention stock risk, SKU count, location filters or exit plans. It presents a broad opportunity without the cautionary detail this category deserves. That is a significant gap.

Support sounds busy, not defined

Support is a major theme: dedicated business managers, a members-only network, educational videos, weekly virtual meetings, events, trade fairs, bulletins.

It is a long list. But it reads like a brochure. There is no sense of how often a retailer will actually hear from their business manager, what support looks like when a store is struggling, or any example of a store that was turned around and how it happened.

Activity is not the same as outcome. The email does not make that distinction.

For everyone, not quite right for anyone

The email speaks to “independent newsagents” as one group. That is the only segmentation.

No nuance for regional versus metro, high gift versus low gift, lotto-heavy versus lotto-light, centre versus high street, or operator appetite for change. No sense of who the group is not a good fit for.

Retailers are not one thing. A pitch that treats them as one thing will struggle to be genuinely useful to any of them.

Why this matters

A polished email from a marketing group is not a decision-making tool. It is an invitation to ask harder questions.

When you read something like this, look for big claims with nothing behind them, category promises that ignore obvious risks, support that is listed but not described, and comfort language that papers over the work a genuine business change actually takes.

If a group wants you to trust them with a slice of your future, the least they can do is give you enough detail to judge them on more than slogans.

The email in question is slick. The weaknesses are in what it chooses not to say.

…

I own newsXpress and can be reached on 0418 321 338 or at help@newsxpress.com.au.

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Newsagency management

What Has Your Newsagency Marketing Group Done for You This Month?

May is almost over. A good time to ask: what has your marketing group actually delivered?

I am Mark Fletcher, owner of newsXpress. Here is what we gave our members this month.

Ink and toner. We published a three-page analysis of the ink and toner category in Australia — opportunities, market leaders, and strategies for both city and country stores. Most newsagencies underestimate this category. The numbers suggest they should look harder.

Credit card chargebacks. Clear, step-by-step advice on handling chargebacks from online transactions. Follow it and your chances of winning a claim improve. For some stores, that is hundreds of dollars recovered.

AI tools for your team. Two resources. First, an AI Acceptable Use Policy you can hand to staff. Second, an AI Starter Guide with 19 ready-to-use prompts for saving time and cutting costs. Not sure yet? Non-members can request a shorter introductory version by email.

Winter retail ideas. Winter is close. We put together 30 ideas for gift and related retailers: 10 micro-events, 10 marketing ideas, 10 lesser-known strategies. The back page has a low-cost business plan that works for any newsagency format.

Mother’s Day sales analysis. We pulled data from 15 newsXpress stores. Members who shared figures got a detailed report with action plans specific to their numbers. Others received an anonymised version to benchmark against.

Royal Australian Mint coin program. We have been working with the Mint on an exclusive coin program launching through newsXpress stores in October. The implementation plan is already with members. It is designed to bring new customers through the door.

The question I started with matters, it speaks to value: What Has Your Newsagency Marketing Group Done for You This Month? Put another way, what have you banked from the relationship? or, is your business better off because of the relationship?

Retail is changing rapidly. Your business needs to chan ge rapidly.

There is a big difference in what the different groups offer and do for newsagents. The list I have shared here from newsXpress work this month is only part of the newsXpress story.

Everything we produce is optional. We put the resources in front of you — what you do with them is your call.

Want to do more with your store? Email help@newsxpress.com.au. Or, call me on 0418 321 338.

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newsagency marketing

The Global Warning: Why the “Death” of the British Newsagent is a Mirror for Australia

I’ve been writing for a long time about the widening divide in our industry. On one side, we have transformed newsagencies, dynamic retailers who are embracing high-margin “want” products, curating their stock, and achieving double-digit growth. On the other side, we have traditional newsagencies stuck in a cycle of managed decline, clinging to low-margin “agency” lines and waiting for foot traffic that isn’t coming back.

If you think this “adapt or close” reality is unique to Australia, look across the globe.

A recent BBC article, Why traditional British newsagents are on their last legs, highlights the exact same crisis unfolding in the UK.

The story has sparked debate, even drawing an open letter of protest from local print publishers who feel the national broadcaster is declaring print dead. (Print is dead, of course.) If you strip away the media politics, the core message of the BBC story is a loud, clear wake-up call for every Australian newsagent, as if they need another wake up call.

The Myth of the “Pure” Newsagent

In the BBC piece, Hetal Patel, president of the Federation of Independent Retailers, summarised the crisis:

“A decline in sales of printed news and the shift to online, along with publishers reducing profit margins and wholesalers increasing carriage charges, has meant that purely dealing in news and magazines is no longer viable for independent retailers.”

Sound familiar?

For years in Australia, we’ve watched our traditional pillars erode. Magazine unit sales are slipping, newspaper unit sales continue to decline, and the distribution models from major publishers continue to financially and operationally disrespect newsagents.

The UK newsagents who are failing are the ones who remained “sentimental meeting places” or rigid “agents.” They expected the foot traffic of yesterday to pay the rising rents of today. But as one British commentator rightly pointed out to the BBC: “Newsagent struggling when nobody buys papers isn’t the shocker they think.”

The Danger of the “Agency” Mindset

The UK crisis highlights the ultimate danger of the agency business model. The agent is weak, and under compensated.

We are seeing this play out right now in Australia. With major shifts in the lottery landscape toward digital-first mandates, relying on a third party’s digital strategy to drive physical foot traffic is a losing battle.

If your primary business strategy is to stand behind a counter and hand over products where you have zero control over the margin, you aren’t a retailer. You are a clerk in a managed decline.

The British Lesson: Adapt, or Prepare to Close

The BBC article notes that the UK survivors are those who have “diversified.” But there is a massive difference between survival diversification and growth transformation.

In the UK, many struggling newsagents simply transition into generic convenience stores. They compete on thin-margin bread, milk, and chocolate, trying to go head-to-head with petrol stations and supermarket giants.

Why the British Convenience Pivot Will Ultimately Fail

I don’t want the British newsagent pivot to convenience to fail. I think it will though because they are competing with the major supermarket businesses. I’ve seen it myself across the UK. walk down the high street and you’ll see two, maybe three, supermarket small format convenience businesses, and you may see a local newsagent. The supermarket businesses have more details and a better range. The indie businesses can’t compete.

Rather than pivoting down market, British newsagents should have backed themselves and pivoted up market.

The Australian Story

Benchmark data I’ve reported here shows that the newsagencies thriving in 2026 are not the ones turning into low-margin corner shops. They are the ones transforming into destination retail boutiques.

  • They are ditching the “newsagent” shingle and giving themselves permission to be something else.
  • They are moving magazines to the side and putting “want” categories, high-end collectibles, niche stationery, boutique toys, high-value gifts, and clothing, front and centre.
  • They are achieving gross profits of 50% or more, resulting in an 11% surge in average basket value and a 9% increase in overall revenue

What We Owe the Future

The closure of traditional, multi-generational newsagents is always sad. Heritage and history are not shields against changing consumer behaviour and digital technology.

What we owe the legacy of our industry is not a stubborn refusal to change; it is the courage to pivot.

If you walk into your shop tomorrow and the first thing your customers see is a fading wall of newspapers and magazines from 1995, you are telling your community that your business is a relic.

Stop waiting for publishers, distributors, or lottery corporations to save you. They won’t.

The choices you make today will dictate whether you are a 2026 success story or a statistic. Take control, disrupt your layout, and start being a retailer.

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newsagency of the future

Learning from excellent local retail overseas: Labour and Wait

In the newsXpress retail study tour a couple of months ago we go to visit the latest Labour and Wait store, in Covent Garden. It is a masterclass in independent retail. Inspiring.

Having first visited their previous location several years ago, we remain inspired by their approach. Their unwavering commitment to functional, high-quality household, kitchen, and garden products is exemplary. These are items designed to last.

In this video on the newsXpress YouTube channel (https://youtu.be/ul18Dqu656s) I share some of the takeaways from our visit to their Dryden Street premises.

Avoiding the “Fast Retail” Trap

Labour and Wait stands out by ignoring temporary trends. Instead, they focus on well-made items with rich histories.

Many of their products are sourced directly from traditional makers across England, Europe, and America. By choosing durability over novelty, they build trust and establish a highly loyal customer base.

Minimalist Visual Merchandising

The store utilises a minimalist aesthetic that lets the products shine.

  • Purposeful Placement: From Trusco toolboxes on the floor to beautifully displayed stationery, every item has a clear purpose.
  • Sensory Appeal: Artisanal soaps and shaving creams are presented to encourage interaction.
  • No Clutter: The layout prioritises breathing room over maximum product density.

Masterful Space Management

One of the most valuable lessons for independent retailers is how Labour and Wait manages stock. Despite a vast range, the shop floor never feels cluttered.

By keeping minimal stock on the floor and utilising their storeroom effectively, they create a serene, high-end experience. This environment encourages customers to linger, browse, and ultimately spend more.

The “Counter Experience”

The checkout area is not an afterthought. Labour and Wait regularly updates a curated display right at the counter.

During our visit, this space focused on premium pet care products. It is a highly effective way to drive add-on sales and introduce customers to new niche categories.

The Retail Takeaway Quality and simplicity always win. By curation, discipline in stock control, and focusing on legacy products, independent retailers can create a destination that customers love to support.

Transform Your Retail Business

Are you ready to elevate your retail store with high-quality product categories and expert strategic advice?

newsXpress is here to help you move away from traditional models and transition into a more profitable, curated future. We provide our members with the tools, exclusive supplier access, and hands-on consulting expertise needed to thrive in today’s market.

Join the newsXpress community today. Contact us at help@newsxpress.com.au to find out how we can support your business journey.

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Newsagency management

A hard truth about magazine margins

There is a persistent myth that newsagents are “raking it in” from every glossy title sold. When a customer hands over a $9.20 gold coin and change for a monthly staple like The Australian Women’s Weekly, the assumption is that the shopkeeper pockets a healthy chunk of that transaction. However, once you peel back the layers of the Publisher/distributor model, the reality for the small business owner is far more sobering.

To understand the business of magazines, you have to look at the gross margin. For us, that figure sits at 25%. From a $9.20 magazine, the newsagent receives $2.30. This is the starting point. That $2.30 must carry the entire weight of the physical retail operation before a single cent can be considered actual profit.

THE ANATOMY OF A $2.30 MARGIN
Running a brick-and-mortar store in Australia is expensive. The costs are fixed, but the income is increasingly variable. Here is how that $2.30 gross margin is eroded by the unavoidable costs of doing business:

Cost Category Allocation Amount per Copy:

  • Labour Costs (Staffing/Wages) 45% $1.03
  • Retail Space (Rent, Rates, Fit-out) 30% $0.69
  • Shrinkage (Theft, Damage, Returns) 8% $0.18
  • Operating Overheads (Power, Insurance, Comms) 8% $0.18
  • Operating Profit 9% $0.21

SURVIVAL ON 21 CENTS
After paying the staff to unpack, check, price and put out magazines and keep them tidy and take them off and count them and handle them for return, the landlord for the privilege of the floor space, and the electricity company to keep the lights on, the newsagent is left with approximately 21 cents. It is important to note that this is “Operating Profit.” This is not money in the owner’s pocket. Out of these 21 cents, the business must fund its own debt, pay interest on loans, and finally, provide an income for the owner.

Magazines are labour intensive. The supplier management process is out of date, amplifying the labour costs imposed on newsagents. When you consider the labour of  receiving stock from the Publisher/distributor, managing the display, processing the sale, and handling the returns process for unsold copies and dealing with delivery errors, the return on effort is slim. A newsagent has to sell five magazines just to clear a single dollar in operating profit.

The next time someone suggests that newsagents have it easy, show them these figures. We aren’t just selling paper; we are managing a high-volume, low-reward logistics operation. For the local newsagent, the magazine category is a service to the community, sustained by tight discipline and very thin margins.

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

9 likes
magazines

Is the Traditional Sales Rep Model Still Viable?

The role of the traditional sales representative is evolving. In 2026, the retail landscape demands greater efficiency from every partner. Regulars here will know this has been on my mind for a while.

Here’s a new short video from me about it: https://youtu.be/Df3umeh8M0Y

With more newsagents running their businesses under management, the value of the rep visit is considered through a different lens to if they were running the businesses day-to-day themselves. I think suppliers need to consider.

Okay, let’s get into this in the context of what I discuss in the video:

The Cost of the Traditional Model
Every representative visit carries a significant cost burden. This includes salaries, vehicles, travel expenses, and commissions. On average, a rep may only be customer-facing for half of the year. This traditional approach can be slow and expensive for suppliers.

Speed to Market
Launching a new product through physical visits can take weeks. In a digital world, this delay is a disadvantage. Many suppliers now use software and AI to reach retailers instantly. One business replaced fifteen reps with two head-office staff. After an initial adjustment, their sales exceeded previous levels.

Valuing the Retailer’s Time
Independent retailers often see multiple reps in a single day. Each visit consumes valuable time that could be spent on the shop floor. Modern retailers prefer suppliers who respect their schedule. Efficiency in the back office helps keep margins sustainable for everyone.

Digital Integration
The future of retail relies on seamless data. Manual orders and paper invoices are becoming obsolete. Retailers need automated systems for importing invoices and placing orders directly through point-of-sale software.

Looking Ahead
Suppliers must reconsider how they represent their brands. This might mean leveraging technology or finding new ways for reps to add genuine value. As retail changes, our partnerships must also adapt to remain competitive.

Efficiency is no longer optional. It is the new standard for doing business.

Now, to the reps themselves. What I am discussing here is not new. It’s not an agenda from me, either. The writing is on the all four the rep role. Consider this in your own career planning. I would if I were you.

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Newsagent suppliers

How much do newsagents really make from each newspaper they sell?

Why can’t you put newspapers right at the front of the show?

They can’t afford that prime space?

Really, at $3.50 you’d be making good money.

This conversation got me thinking about how I could show what I make from each newspaper sold.

It is a common sight in any Australian suburb: a customer walks in, grabs a daily paper, and walks out. To many, it looks like steady, reliable business. The reality is a tougher story of paper-thin margins and rising costs.

While many believe newsagents make good money every newspaper sold, the gross profit (GP) is generally fixed at 12.5% (or less) of the cover price. On a $3.50 newspaper, that leaves just 43.75 cents in the till.

The Real Cost of a 43.75-Cent Margin

That 12.5% is the “gross” figure, but it quickly evaporates when the operational realities of running a local business are applied.

  • Labour Costs: Every paper has to be counter, checked off, displayed, and, if unsold, processed for returns. In a high-labour-cost environment like Australia, the time spent managing these low-margin units often exceeds the profit they generate.
  • Rent and Floor Space: Newspapers take up physical space. When you calculate the rent per square metre, allocating that space to a 12.5% margin product is often a loss-making exercise compared to high-margin gifts or stationery.
  • Operational Overheads: Lighting, power, and insurance don’t get a discount just because you are selling a low-margin product. These fixed costs bite hard into the cents remaining from each sale.
  • Shrinkage and Damage: A single stolen paper or a copy damaged by rain or coffee can wipe out the profit of the next ten sales.

This “margin squeeze” is precisely why the most successful newsagents are actively decoupling from the traditional newsagency model. Relying on a product where you have no control over the price or the margin is a precarious strategy.

The future for independent retailers lies in categories where the business owner has the power to set prices, manage margins, and build a unique local brand. Whether it is high-end gifts, specialist stationery, or niche collectibles, the move is away from being a low-margin distributor and toward being a high-value destination.

The next time a customer mentions the “big money” in newspapers, it might be worth a gentle reminder: in modern retail, it is the quality of the margin, not just the volume of the foot traffic, that keeps the lights on.

This infographic represents real numbers. I used AI to date the data and a copy of Friday’s Herald Sun to create it.

You’re welcome to use this image.

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

9 likes
Newspapers

Why Discount Vouchers are the Ultimate Loyalty Play for Newsagents

For decades, I have seen first-hand how loyalty tools can transform a newsagency. While many retail trends come and go, the right loyalty strategy remains a bedrock of a healthy business. In my experience, newsagency businesses are the ideal environment for a discount voucher-style program.

Real Results Since 2013

I first started using discount vouchers in my own shops when they launched in February 2013. The impact was immediate. We saw measurable growth in revenue that was directly attributable to the vouchers. It wasn’t just a “feel-good” exercise; it was a clear win for the bottom line.

As the retail landscape shifted and magazine sales declined, these loyalty tools became even more critical. By allowing shoppers to accrue loyalty value from higher-margin card purchases and redeem them on magazines, we managed to drive sales in a low-margin category. This strategy has consistently delivered a better-than-average magazine sales result compared to the rest of the industry.

The Power of Flexibility

Flexibility is essential in my experience. You shouldn’t be locked into a “copycat” model. The Tower Systems newsagency POS software allows you to pull different levers to guide shopper behaviour:

  • Discount Vouchers: Offer cash off the next purchase to encourage a return visit.
  • Point Accrual: Allow customers to build value over time, which you can then convert to cash rewards.
  • Frictionless Options: Reward your locals without requiring them to sign up for anything, reducing counter wait times.
  • Digital Cards: Modern versions of the classic “clip-the-ticket” for high-frequency items.

Lessons from the Counter

Data show that you don’t need to give away the farm to see engagement. A 50-cent voucher can be just as effective as a $50.00 one at bringing a customer back through the door. I have seen this myself many times.

We also see clear patterns in how people shop. Men often redeem their rewards on the same day, while women are more likely to return about a week later to spend their voucher. Understanding these habits helps you make better management decisions.

My Advice: Don’t Overthink It

If you aren’t running a loyalty program yet, my best advice is to just start. The beauty of the Tower Systems toolkit is that where you begin is rarely where you end up. You can start with a simple voucher, learn from your shoppers, and adjust your strategy as you go.

Newsagencies are unique, and our loyalty should be too. Let’s use the flexibility of these tools to keep our businesses thriving.

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Management tip

Journals are a HUGE opportunities for retailers right now

For too long, newsagents and others have seen journals as a female purchase and stocked flowery journals that have narrow appeal.

The journal market has chan ged. have you kept up?

What I show in this video is one range from hundreds of ranges of more broadly appealing journals through which you can attract new shoppers.

Traditionally, journals have been marketed with a feminine-focused, floral, and hard-cover aesthetic. While these remain popular gifts, I argue that this limited view ignores a massive, growing demographic: younger men and non-traditional journalers. There are more people putting pen to paper today than there were even a year ago, and their tastes are shifting toward the unconventional.

I showcase a series of “naughty” and edgy journals from Brainbox Candy, first discovered at the Spring Fair in Birmingham. These products swap out the flowers for humour and raw, relatable language. By stocking items that appeal to a 12-year-old, an 18-year-old male, or even a 90-year-old with a sharp sense of humour, you create an environment where even those who don’t consider themselves “journalers” are tempted to make a purchase.

In this video, you’ll learn:

  • Why the journaling category is expanding beyond traditional demographics.
  • The importance of stocking “left-field” products to attract new customers.
  • How to use platforms like Faire to source unique, high-margin stock.
  • Why “edgy” content can be a powerful tool for retail differentiation.

Journals are selling well, if you have the right stock pitched in an appropriate way. Achieving that requires you to think outside of what has been traditional in the journal space.

By diversifying your inventory and moving beyond the “beige,” your business can capture opportunities that your competitors might be overlooking. It’s time to think outside the box and give your customers a reason to smile, and spend.

There is so much opportunity here for newsagents and other retailers in the journal space. It starts with making bold inventory purchase decisions, experimenting beyond the traditional and what may be expected of you. The investment is not big and the opportunity of success discovery wonderful.

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

8 likes
newsagency of the future

If you are focussed on papers, magazines, lotteries and tobacco in your newsagency, this video is for you

Sales data and data from other reputable sources tell us something about the future of papers, magazines, lotteries and tobacco products when it comes to over the counter purchase.

Here I made a video for newsagents whop are focussed on papers, magazines, lotteries and tobacco. The video referenced evidence, data.

In the video I reference sales data and data from The Lottery Corporation to support the position that these legacy categories are not a strong basis on which to business a shop with a bright future.

Evidence matters as it points to a path forward.

In the video, I break down the “four walls” of the legacy newsagency and reveals the stark reality of their decline.

In Australia, newspaper and magazine sales are dropping by double digits year-on-year. Simultaneously, the lottery landscape is shifting, with over 40% of sales now moving online, bypassing physical shopfronts entirely.

If your business plan relies solely on these “dying categories,” you aren’t just facing a slow period; you’re facing a fundamental economic shift. However, there is a path to thriving. The secret lies in the pivot.

I discuss how newsXpress helps independent retailers break free from the “agent” mindset and become proactive retailers. By leveraging a network of over 130 preferred suppliers, successful owners are transforming their floor space. We are seeing newsagencies evolve into destination hubs for boutique clothing, high-margin books, unique games, and artisan homewares.

I look at:

  • The Data Trap: Understanding the real-world decline in print media and tobacco.
  • The Digital Shift: Why online lottery sales are eroding traditional foot traffic.
  • The newsXpress Advantage: Accessing suppliers that traditional newsagents can’t reach.
  • Success Stories: How shifting to high-margin “want” categories like home and giftware creates sustainable growth.

Don’t settle for a business in decline. Learn how to look over the horizon and build a retail brand that is both profitable and relevant for the community.

I worry about those buying newsagencies because they like the structure of newspapers, magazines , lotteries and tobacco. There is no upside, no future and I say that based on the evidence.

I urge newsagents to not run a business that is tomorrow’s news story about another newsagency closing.

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Newsagency management

Levelling the Playing Field: It’s Time for Scan-Based Trading For Magazines

For years, major supermarkets have operated under a magazine distribution model that newsagents can only dream of: Scan-Based Trading (SBT). From the era of Gordon and Gotch to the current Are Direct landscape, the big players have enjoyed a system that is efficient, fair, and fiscally responsible. It is time for this same respect to be extended to the local newsagency.

The current approach disadvantages newsagents, making us less competitive as a result.

The SBT Advantage

The mechanics of scan-based trading are simple. The retailer pays the distributor only for what is actually sold. The distributor or publisher carries the cost of shrinkage, theft, and damage.

For supermarkets, this means:

  1. Guaranteed Margins: Profit isn’t eroded by shoplifting or damaged stock.
  2. Administrative Ease: No time-wasting credit claims for unsold or mangled goods.
  3. Risk Mitigation: The financial burden of “failed supply” sits with the supplier, not the shopfront.

The Newsagent Burden

In contrast, newsagents are tethered to an antiquated, high-friction model. When stock arrives damaged or fails to appear, the burden of proof rests on the small business owner. The current Are Direct claims process is cumbersome, often operating on the assumption that the newsagent is incorrect. Consequently, many newsagents simply absorb the loss rather than fight for a credit. It’s not worth it.

This isn’t just an administrative headache; it is a competitive disadvantage facilitated by the industry’s own distributors.

Debunking the “Data” Myth

The standard rebuttal from Are Direct is that newsagents lack the data accuracy of major chains. As the leader in newsagency management software, I can state clearly: this is nonsense. The technology exists, the data is accurate, and the infrastructure is ready. If Are Direct activated SBT for the newsagency channel, the drive for data precision would only strengthen. The “data issue” is a convenient shield for maintaining an unfair status quo.

A Call for Practical Support

Are Media continues to spend son “old-school” display competitions and marketing gimmicks. While these have their place, they do not address the systemic unfairness at the heart of the distribution model.

True social responsibility and support for small businesses look like:

  1. Parity: Giving a local newsagent the same trading terms as the supermarket two doors down.
  2. Efficiency: Eliminating the “guilty until proven innocent” claims culture.
  3. Respect: Acknowledging that the newsagency channel deserves a modern, low-risk trading environment.

Are Direct has the power to make this change today.

Turning on scan-based trading is a simple, fair step that would prove they value the newsagency channel as much as their big-box competitors.

Why are they committed to keeping small business newsagents less competitive?

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Ethics

The Cost of Connectivity: Why the XchangeIT Fee Should Be Ditched

It’s 2026 yet small business Aussie newsagents have to pay a tax to access data for magazines, a low margin and dying category in their businesses.

Electronic Data Interchange (EDI) is the standard for efficient supply chain management. It reduces manual entry, minimises errors, and speeds up the “store-to-shelf” process. However, for Australian newsagents, this essential tool comes with a specific burden: the XchangeIT subscription fee.

I think it’s time XchnageIT access was provided free of cost to newsagents.

An Uneven Playing Field

Most retail sectors view EDI as a cost of doing business for the supplier, not the shopfront. Large-scale competitors, including supermarkets and major petrol & convenience chains, typically do not pay a per-platform fee to receive digital invoices or send sales data.

For newsagents, this creates a frustrating financial disparity. While competitors enjoy seamless, cost-free data integration, the local newsagent must pay for the privilege of receiving data from major magazine and lottery distributors.

Why the Fee Persists

The primary argument for the fee is the maintenance of a centralised hub tailored specifically to the unique complexities of the newsagency industry, such as returns processing and magazine distributions. Yet, this raises several questions:

  • Integration vs. Accessibility: Why is the financial weight of this infrastructure placed on the small business owner rather than the large distributors who also benefit from the data?
  • Competitive Disadvantage: In a tightening retail market, does an additional overhead for digital compliance make newsagencies less competitive?
  • Industry Standards: If EDI is the global language of retail, why is its “translation” in this specific sector locked behind a paywall?

A Need for Transparency

Digital transformation should streamline a business, not act as a recurring tax. As newsagents continue to diversify into giftware, stationery, and parcel services, sectors where EDI is often provided without additional platform fees, the justification for the XchangeIT model becomes increasingly thin.

Back in the day we needed it to manage complex invoices. Today, AI can handle these invoices.

It is time for a broader industry conversation regarding who truly benefits from these data exchanges and whether the current fee structure remains equitable in today’s retail landscape.

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magazines

PAYDAY SUPER STARTS 1 JULY. HERE IS WHAT YOU NEED TO DO BEFORE THEN.

From 1 July 2026, the way you pay your employees’ superannuation changes completely. This is not a small administrative tweak. It is a fundamental shift in your payroll obligations, and if you have not started preparing, you are running out of time.

I am writing about this today because it needs to be on your radar, you need to be prepared.

What changes on 1 July

Right now you pay super quarterly. Under Payday Super, super must be paid on every payday, the same day as wages, and the contribution must be received by the employee’s super fund within 7 business days of that payday. Not 7 days after the end of the quarter. 7 business days from payday.

The super guarantee rate also lifts to 12% from 1 July 2026. Check with your accountant or payroll provider if you are uncertain what that means for your specific payroll setup.

The SBSCH closes 30 June. This affects you.

If you currently use the ATO’s Small Business Superannuation Clearing House (SBSCH), plenty of small newsagents do, you must switch before 30 June. The SBSCH cannot handle Payday Super and the ATO has confirmed it will not be updated.

The SBSCH closed to new registrations on 1 October 2025. Existing users can submit through it until 11:59 PM AEST on 30 June 2026. After that, your login is disabled. Any super payment you attempt through the SBSCH after 30 June will not be processed. You will be non-compliant from day one.

Your replacement options: integrated payroll software with a built-in SuperStream-compliant clearing house (Xero, MYOB, QuickBooks all have this), a commercial clearing house, or direct payment via your bank using SuperStream. The easiest path for most small businesses is integrated payroll software that processes super automatically as part of the pay run.

The cash flow reality

The total annual super bill does not change. What changes is the timing. Instead of four payments a year, you may be making 26 or 52 smaller ones.

For most businesses with steady revenue, this is manageable. But if your business has months where cash is tight — post-Christmas, or whatever your slow period is — you need to model this now. A payment that used to go out quarterly needs to be on hand every single payday. Run the numbers for your lowest revenue month. If the cash is not there, you need a plan.

Do not assume you will sort it out in July. By the time July arrives, the obligation is already live.

What the ATO will do if you get it wrong

The ATO has said it will take a softer approach for employers making a genuine effort to comply in the first year, July 2026 to June 2027. From July 2027, the full regime applies. Late payments attract the Super Guarantee Charge: the unpaid super, plus daily compound interest, plus an administrative uplift of up to 60% of the unpaid amount. And unlike the super itself, penalties are not tax deductible.

Three things to do right now

  1. Check whether your payroll software is Payday Super-ready. Contact your provider if you are not sure. Do not assume.
  2. If you are on the SBSCH, choose your replacement, set it up, and run a test payment before June. Do not leave this until June.
  3. Run a cash flow model for your low months. Identify the paydays where you will need the super cash on the day, and make sure you have a plan.

The ATO’s full guidance is at ato.gov.au/businesses-and-organisations/super-for-employers/payday-super. Dynamic Business covered the practical implications in April 2026 as well.

1 July is not far away.

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

6 likes
Newsagency management

WHY YOU CAN’T FILL THAT CASUAL ROLE (AND WHAT TO DO ABOUT IT)

I hear this from newsagency owners and other small business retailers often: They have a casual role to fill and nobody decent applies. Or someone applies, starts, and is gone within three weeks. Or the right person gets the job but six months later leaves for the supermarket down the road.

Hiring is harder than it was five years ago. The ABS reported in March 2026 that Australia’s unemployment rate is sitting at 4.3%. That is historically low. There are fewer people looking for casual retail work, and you are competing for them against businesses with bigger advertising budgets and more hours to offer.

That is the environment. You cannot change it. But you can change how you operate within it.

You are competing against supermarkets and fast food

A casual looking for weekend work can choose between your newsagency, the supermarket or fast food outlet nearby, and other big businesses with structure and, often, more hours.

You are not going to win on hours alone. You win on other things, a better working environment, less chaos, a manager who actually knows their name.

You have to deliberately create these points of difference.

Where owners go wrong

I have seen the same mistakes across many businesses I work with.

The job ad says something like “casual retail assistant, apply within.” That tells a candidate nothing useful. What days? What hours? What will they actually do? Will they be opening the shop at 5:30am? Will they handle lottery sales? Do they need to lift stock? A vague job ad gets vague candidates, or no candidates.

The induction is either non-existent or consists of following someone around for a day and hoping they absorb things by osmosis. A new casual who is confused and unsupported in the first two weeks will find somewhere less confusing. They will not tell you that. They will just stop showing up.

There are no regular check-ins. The owner is busy. The casual never raises issues because there is no space for it. Small problems compound. Six months later, they hand in notice and the owner is surprised.

What actually works

Write a job ad that describes the job. Like, for real! “Saturday and Sunday, 6am–12pm, lottery and magazine sales, some stock work, must be comfortable with early starts.” That filters in the right people and filters out the wrong ones. Post it on community Facebook groups. Put a notice on the local school or TAFE noticeboard. Ask your existing staff , referrals from people who already know what the job involves are often the best source.

Build a simple, written induction. Not a corporate manual. A one-page document that covers: what time to arrive, who to call if sick, how the register works, what the opening routine looks like, and where to find things. Two hours to create. Weeks of confusion saved.

Do a check-in weekly. Not a formal review. Just: “How is it going? Anything confusing? Anything I should know?” Most of the time the answer is nothing. But occasionally you will catch something early that would have become a resignation.

People leave managers, not businesses

I know a newsagency that has turned over three casuals in twelve months. The owner says the local labour market is impossible. The real issue is that every one of those casuals felt ignored, unclear on expectations, and invisible from the second they were hired.

The same wage, the same hours, a different manager, that person stays.

The General Retail Industry Award sets your minimum rates. Know what they are. Pay them. It costs more to advertise, interview, hire, and train someone new than it does to pay a decent casual fairly and make them feel worth keeping. Current minimums are at fairwork.gov.au.

Retention is cheaper than recruitment. In a tight labour market, that calculation matters more than it ever has.

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