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retail competition

Good retail advice puts the retailer first, even when the truth is uncomfortable

Good retail advice is not always the advice you want to hear. Sometimes it means being told that the rent is unaffordable, that your negotiating position is weaker than you think, or that continuing on the same path could cost you more than making a difficult change.

This is not about being negative. It is about taking the retailer’s future seriously.

A business facing a difficult lease situation provides a useful example. The owner wants relief from an unsustainable cost, but there are also unpaid obligations to address. Discussions are going nowhere, while the pressure on the business continues.

It would be easy to say the landlord needs to be more reasonable. That might be true, but it is not enough to help the retailer decide what to do next.

Useful advice has to go further. What does the business actually earn? What can it afford? What needs to change, and what happens if the other party will not agree?

Start with the facts

Being on the retailer’s side does not mean agreeing with everything the retailer says. It means being honest about the whole position, including the parts within the retailer’s control.

If there are arrears, confirm the balance and get advice on a realistic written arrangement. If the cash flow cannot support the proposed payments, say so. A promise made to relieve pressure today is not a solution if it creates a bigger problem next month.

The same discipline applies to the trading figures. Separate sales from commissions, understand gross profit, and account for the full cost of occupying the shop. Include a proper return for the owner’s work rather than treating their time as free.

A busy shop can still be a poor business for its owner. The question is not simply whether money keeps coming through the register, but what remains after the costs of earning it.

Advice should turn that information into decisions. Set out what is affordable, put proposals in writing, seek responses by clear dates and investigate alternatives while discussions continue.

Another conversation is not necessarily progress. Know what outcome is needed and how long the business can afford to wait.

Your needs belong at the centre of the decision

The landlord has an asset to protect. Suppliers want orders, service providers want their outlets maintained, and customers want the convenience of a familiar local shop.

Those interests are understandable. They are not a reason for the retailer to accept a business that no longer meets their own needs.

Your income matters. So do your savings, your health, your family and the time you have available for a life outside the shop.

Putting those needs first does not mean ignoring debts, contracts or responsibilities to employees. It means getting appropriate advice and dealing with those obligations without assuming that you must keep sacrificing more of yourself to preserve the business unchanged.

This is also a test for anyone advising a retailer. Would the advice be the same if the best outcome meant losing a customer, a tenant or a colleague?

It should be. Advice that puts the retailer first must leave room for an outcome that does not suit the adviser.

Be prepared to make the tough decision

A better lease may provide a path forward. A smaller shop, a different location or a changed business model may also deserve serious consideration.

Each option needs proper costing. A relocation is not a plan until the costs, likely trade, necessary approvals and ongoing commitments have been checked. A rent-free period is not enough if the rent that follows remains unaffordable.

Selling may be an option. So may an orderly exit, with professional advice on the financial, legal and employee obligations involved.

These are not comfortable conversations, particularly when years of work and personal identity are tied to a shop. But the time and money already invested cannot, on their own, justify committing more.

Being prepared to leave is not about making threats in a negotiation. It is about understanding the alternatives and deciding what you will do if an acceptable agreement cannot be reached.

I want independent retailers to succeed. That means wanting a worthwhile outcome for the person behind the counter, not simply another year with the doors open.

The best advice helps a retailer see clearly, act responsibly and make a decision they can live with. Sometimes that means rebuilding the business. Sometimes it means choosing a different future.

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Newsagency management

Advice for newsagents and and small business retailer: The seven-question store health check you can run in an afternoon

Most independent retail shops do not need another report, advice from a business consultant or their accountant. They need time with the numbers already sitting in the POS and an honest look at the shop floor.

I say this based on work I have done recently with ten very different independent shops in recent weeks. It is deliberately short: seven questions you can answer in an afternoon.

Grab last financial year and the year before, a tape measure and a coffee.

1. Are transactions up or down?

Turnover can lie. Transactions rarely do.

Pull the total number of sales for the last full year and compare it with the year before. If transactions are down while sales are flat or up, you are living off a bigger basket from fewer people, and that is fragile.

A drop of three or four per cent in transactions is a signal. Five or more is a problem you need to plan around, not hope through.

Ask what changed in the catchment. Maybe an employer closed, a competitor opened, the council changed the traffic flow, or the suburb itself is different now. The plan for a shop losing visits looks nothing like the plan for one growing them.

2. Which departments actually make the profit?

Sales by department is easy to pull. Gross profit by department is the number that matters, and far fewer owners look at it.

Apply an honest margin to each department. Cards and wrap often sit near 60 to 65 per cent. Stationery, giftware and toys are usually closer to 50. Agency lines, lotteries and papers are far lower than most owners want to admit.

Do the multiplication. You will almost always find one or two departments doing quiet, heavy lifting on gross profit while sitting on modest sales. Those are the departments to defend.

3. Does floor space match where the profit comes from?

Now measure. Pace out or tape out the selling space each department occupies and convert it to a share of the total.

Put the gross profit share and the space share side by side. The gaps between those two columns are your work list. In the four shops I looked at, this comparison drove the hardest conversations and the best decisions.

A department earning twenty per cent of gross profit on eight per cent of the floor needs more room. One earning five per cent of gross profit on twenty per cent of the floor needs less. The answer is almost always reallocating the space you already have, not buying more fixtures.

4. Where is the dead or lazy space?

Walk the shop. Look for empty metres no one has claimed, fixtures the staff walk past without touching, and categories that have not moved a serious unit in months.

Dead space still costs you rent, lighting and attention. Two or three square metres reclaimed from a tired category is enough to test a serious new range without spending a cent on shopfitting.

Front-of-store real estate deserves its own look. If your highest-margin category is on the back wall and something ordinary is at the door, you have already found this afternoon’s win.

5. Is the data you are relying on actually clean?

Before you make big decisions, check the plumbing.

Look for a bucket called unknown, miscellaneous or not scanning. If it is meaningful, your department analysis is wrong by that amount. Look also for negative discounts, impossible margins, categories no one has coded in years and staff shortcuts at the counter.

Fixing category coding and scanning discipline is dull work. Do it anyway, because without it you are making next year’s decisions on feel rather than evidence.

6. What does your local catchment want that you are not selling?

Step outside the shop for a moment. Who lives here now, not ten years ago? What do people drive past you to buy somewhere else?

A shop near a school, a tourist route, a sports club or a retirement precinct has different natural ranges. Look for categories that fit your catchment and are not served well nearby: books where there is no bookshop, hobby and collectable where there is no specialist, local souvenirs where visitors have nowhere obvious to buy them, or services such as engraving and parcels where the nearest option is a drive away.

Attach any new range to demand you can already see in your own sales. A category with a small footprint that keeps selling out is telling you something.

7. Would a local identity help you more than the shingle you have today?

This question is uncomfortable for some owners and freeing for others.

If your shop has evolved well beyond papers and magazines, the word on the fascia may be limiting who walks in. A local name and a look that belongs to the town can change perception faster than any refit.

You do not have to abandon the trading name overnight. Keep the search terms working for twelve months. Test the new identity on packaging, bags, own-label products and one window before you touch the fascia.

Turning the afternoon into a plan

Seven answers on one page, and the plan almost writes itself.

Protect the departments doing the profit work and shrink or exit the ones that are not. Reallocate the space to categories that fit your catchment and your sales evidence. Clean the data so next year’s version of this exercise is sharper. Then decide whether the shop is still, honestly, a newsagency to the people you want walking in.

If you cannot get to all seven in one afternoon, do the first three. Those alone will change how you look at the shop on Monday morning.

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Newsagency management

Most newsagents are giving their best space to their worst-performing departments

This post promotes a service my business sells. Read it with that in mind, and judge it on whether the argument holds.

Here is the argument.

The typical newsagency floor was laid out for a business that no longer exists. Newspapers and magazines got the front, the window, the walk from the door to the counter, because that was what people came in for. Print bays have been shrinking for fifteen years. In most stores the space they hold has not shrunk anywhere near as fast.

Now, while you may have made some changes, most I see are not enough for a bright future.

Meanwhile cards, gifts, stationery, art and craft, collectables, plush and the newer categories are squeezed in around the edges. They earn their keep in poor positions, which is exactly why they are worth more space. A category performing from a bad spot is telling you something.

I see this constantly. Not because newsagents are careless, but because layout changes slowly. Nobody wakes up and decides to hand prime real estate to a declining category. You take out one bay, then another, then you shuffle a fixture, and five years later the shop is a compromise between what it used to be and what it is becoming.

The numbers most newsagents never see side by side

Two figures per department. The share of your selling space it occupies, and the share of your sales and gross profit it returns.

Almost nobody has these two figures next to each other. Yet the gap between them is the single most useful number in a newsagency, because it tells you where your rent is being wasted.

There is a second pattern I look for, and it is the one that worries me most.

Revenue flat, transaction count down.

I see it constantly in this channel now. Revenue holds because prices rose and because lotto and agency lines carry a dollar value. Underneath, fewer people are walking through the door. Foot traffic is the whole basis of a newsagency, and when it goes, everything built on it goes with it, usually about two years after the owner could have acted.

You cannot see this in one year of data. It shows up plainly in two.

What newsXpress is offering

A Store Opportunity Review. Send two years of sales data from your POS software and a sketch of your shop showing what is located where. That is all.

It comes back as a written report — how your two years compare on revenue, transactions, average sale, items per sale and department performance; how your space allocation stacks up against what each area actually returns; research on your local area and who is in it now; and research on the category opportunities that suit your catchment. Opportunities listed in the order I would tackle them.

Three business days. Then a follow-up consultation with the retail professional who wrote it, included.

$595 inc GST. $395 inc GST until the end of September. Prepaid to qualify you. And you know what, since I own newsXpress, if the report you receive is of no value to you whatsoever, let me know and I will refund your payment.

It is open to any local retailer, not just newsXpress members and not just newsagents. Gift shops, bookshops, jewellers and homewares stores face the same space and margin questions.

help@newsxpress.com.au.

Why I think it matters more in this channel than any other

Because newsagents are running out of runway, and space is the lever they still control.

You cannot fix print decline. You cannot negotiate lottery terms. You cannot stop a masthead closing or a distribution frequency changing. What you can do is decide what occupies the best two metres of your shop, and most newsagents are making that decision by inheritance rather than by evidence.

The stores I see doing well in 2026 are the ones that stopped waiting for the old model to stabilise and started treating themselves as retailers with a good site. The layout usually changed before the results did.

And the honest caveat

A report will not save a shop in the wrong location on the wrong lease with the wrong rent. Nothing will, and I would rather tell you that in the follow-up call than take your money and pretend otherwise.

But if the business is fundamentally sound and simply arranged for a version of itself from a decade ago, this is a cheap way to find out what to move and what to back.

Draw the sketch badly. It is the part I find most useful.

To kick this off, email help@newsxpress.com.au.

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Newsagency management

An unfair and smart advantage: AI tools built for independent retail

newsXpress has deploying purpose-built AI tools to help member businesses make faster, smarter decisions — without needing a consultant or an IT team.

Margins are tighter than ever, consumer expectations keep rising, and the big chains have access to data and technology that most small operators can only dream about.

It can feel lonely and stressful when you see what others are doing to be more competitive.

I think that gap should close for indie retailers, especially newsagents. It’s why I have why I have invested in a suite of AI-powered tools — built specifically for newsXpress member businesses — that put professional-grade analysis and strategic thinking directly in the hands of small business retailers.

These are not generic chatbots. They are purpose-built AI skills, each trained to handle a specific challenge that independent retailers face every day.

It’s taken months of assessment of different LLMs, consideration of prompting options and the capacity for niche retail channel training. Then it took time for deep testing, refining, and more testing.

The result is an initial kit of AI skills that make expert insights far more readily available for our channel.

“The same quality of strategic advice that used to require a consultant and a five-figure fee is now available to every newsXpress member.”

Three tools making a real difference.

Why this matters for your business

Independent retailers have always competed on service and community connection. AI doesn’t change that. What it does is remove the bottleneck of time and expertise when it comes to analysis, strategy, and planning.

A financial health report that once took days — and a trusted accountant — can now be generated in minutes. A rebrand strategy that required a branding agency can be explored instantly. A website audit that demanded specialist knowledge is now a URL away. These are just some of the examples.

This is not about replacing good judgement. It’s about giving you better information to act on — faster.

What’s next

These tools are live and available to newsXpress members now. There is no cost. We’re continuing to build out the suite based on member feedback, with more category-specific and seasonal tools coming throughout 2026.

No gimmick, this is practical use of AI

While there are plenty of AI gimmicks out there, including in our channel, what I am sharing here is real. These tools have already delivered commercial value to newsXpress members. They are making a difference at a time when that matters.

Oh, and I have used these tools to help newsagents not in newsXpress.

…

Here’s the pitch

These tools are just one part of what newsXpress offers independent retailers across Australia. Members also gain access to preferred suppliers, marketing support, seasonal campaigns, and a network of like-minded business owners. If you’re running a newsagency, gift shop, or garden centre and want a genuine edge, it’s worth a conversation. Visit newsxpress.com.au to find out more.

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Newsagency marketing group

Why some newsagents will outperform others this Mother’s Day

Major seasons are important in newsagencies and card shops. Customer traffic spikes as infrequent card shoppers visit for their seasonal card. Mother’s Day is the second best season of the year.

This year, some newsagents will do better than others. I say that based on the sales data I have seen from major card seasons over the last two years.

Businesses running an appealing in-store competition with good collateral and backed by social media content will be the winners. This video speaks to the newsXpress Seasonal Edge program and it shows why it works: https://youtu.be/Ll3rrtT6WSs

So, it’s the curated gift pack, in-store promotion, social media support and backend management advice. All of this comes together supporting 10%, 15% and 20% sales lift of cards for the season. There is plenty to this that makes it hard to copy.

It’s free for the retailers. Hassle-free, too.

Yes, I’m pitching newsXpress here. No other marketing group offers anything like this local in-store activation program. I’m doing so because I want to see more newsagencies thrive.

newsXpress handles the curation, the supplier relationships, and the logistics, so newsXpress members can focus on what they do best: serving their customers. Watch to see the newsXpress difference in action and learn how we empower independent retailers to achieve extraordinary results.

Since everyone gets the same prize pack, there is an opportunity to compare engagement, compete on the best display, drive the best commercial outcome. members also provide feedback on future promotions.

The Seasonal Edge program drives foot traffic and increases card sales, a high-margin category for traditional newsagencies and gift retailers.

newsXpress Provides participating members with professionally curated prize packs for major events like Mother’s Day, Father’s Day, Valentine’s Day, and Christmas. These packs, which retail for up to $500, are provided to members at no cost, allowing them to run high-impact competitions that excite their local community.

The Father’s Day prize has already been announced and it is the best yet.

Ultimately, the newsXpress Seasonal Edge program is more than just a marketing tool; it is a testament to how independent retailers can level the playing field through collaboration and innovation. By removing the logistical hurdles of sourcing and setup, we empower our members to deliver high-impact, community-focused experiences that drive 15% to 20% category growth.

Whether it is through luxury curated prizes or the seamless “strut card” system, newsXpress ensures that local stores can stop worrying about the “how” and start focusing on the “who”, their customers.

Does Seasonal Edge save a newsagency? No, not of itself. But, it is a piece of a broader jigsaw that provide a business with opportunities through which they can thrive, and that;’s got to be the focus of 2026 – thriving, for sure!

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newsagency marketing

Thinking of Buying a Newsagency? Here is Your Due Diligence Checklist

Buying a newsagency or any retail shop is a big step. The channel offers both opportunities and challenges right now. You must ensure the price is justifiable.

It should not be an emotional decision. You are investing your hard-earned money. You need a return on that investment.

When I assess a business, I want specific evidence. If a seller cannot provide this, I remain sceptical.

Here’s a new video from me about this:

Here is the kit of information you should request, as covered in the video.

The Financial Evidence

Demand the profit and loss (P&L) statements for the last three years. These should come directly from their accounting software. Do not accept “ad-backs” or “magical” broker adjustments at face value [00:39].

Match this with sales data from their point of sale (POS) system. I also suggest asking for their tax returns for the same period [00:55]. You are looking for a consistent narrative between what they tell the tax office and what they tell you.

Stock and Staff

Check the current stock on hand. I also want to know the age of that stock. I will not pay full wholesale for items older than six months [01:34]. That is not your problem to fix.

Review the roster and employee details. Understand their long service leave and other legal obligations. You need to know exactly what you are taking on [01:48].

Assessing the Risks

Consider how much the business depends on external factors. Lotteries are migrating online [03:45]. Newspapers and magazines are seeing annual declines [03:50]. Factor these risks into your valuation.

Determining the Price

A business is only worth what someone is prepared to pay. Do not focus on the asking price. Focus on what the evidence tells you it is worth [04:44].

Some owners hold out for high prices based on what they paid years ago. That is their issue to process, not yours. Your goal is to pay the least amount possible for a viable future [06:18].

Final Advice

Ask for all this information to be delivered at once. Avoid being drip-fed data [07:28]. Take your time. Be thoughtful.

New owners are the future of this industry, no matter what we call our businesses. I want to see you start on the best possible terms.

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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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buying a newsagency

AI Literacy is the New Computer Literacy

In the 1990s, the “computer literate” newsagent had an advantage. They embraced POS systems while others stayed with paper ledgers. In 2026, we are at the exact same crossroads with AI Literacy.

The gap with AI is between those who use it for play or curiosity and those who use it as a core business competency.

We use it every day in my businesses.

The world has moved from search to promoting / asking questions.

For decades, we “Googled” by typing keywords. In 2026, we “Prompt” by giving instructions. This is a fundamental shift in how a business owner interacts with information.

  • Old Searching for “how to increase gift sales” and reading ten generic articles.
  • AI: Prompting your AI agent with your specific POS data by loading your sales history and current stock on hand data: “Analyse my sales and stock and advise what I need to cut and why.”

Why AI is the new computer literacy

If you can’t “speak AI,” you are effectively locked out of the most powerful productivity tools ever created.

Make sure everyone in your business knows how, when and why to use it. Set ground rules. Train people. Be clear in the outcomes you are chasing. This focus has to start with smart prompts. If you are not sure where to start, start – doing is the best way to learn here.

  • Clean your data: AI is only as good as the information you give it. Accurate POS data is the “fuel” for your AI’s literacy. Like stock on hand. if it is inaccurate, AI results will be worth less. Let’s be blunt here: if your stock on hand data is shit, the AI results for and about your business will be shit.
  • Stop Googling, start instructing: Treat AI like a highly capable, slightly literal intern. Give it context, a persona, and a clear goal. If you’re not happy with a response, say so, and be clearer about what you seek.
  • Empower your team: AI literacy shouldn’t stay in the back office. Train your floor staff to use AI tools for customer enquiries and gift recommendations.

The Bottom Line

In 1995, you didn’t need to be a programmer to use a computer, but you did need to know how to turn it on and navigate a menu. In 2026, you don’t need to be a data scientist, but you must be a master of the prompt.

The newsagents, and all retailers, who lean into AI literacy today will be the ones running the most efficient, high-margin businesses tomorrow. The rest will be left wondering how the world moved so fast.

This is not a game.

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Newsagency management

Streamlining Splosh Australia Invoice Management with AI

Manual data entry of supplier invoices takes time and, too often, results in mistakes.

The Tower Systems POS software AI tools make importing supplier invoices easy, and accurate. here’s a new video demonstrating an import of a Splosh invoice:

Processing a large invoice from a supplier like Splosh Australia can often take hours, especially when balanced against serving customers and managing a busy shop floor. By leveraging AI-driven invoice recognition, we have made it possible to process complex, multi-page invoices in a matter of minutes.

What the video demonstrates is just one of many AI tools in the Tower software that save time, offer fresh business insights and help you make more money. Tower has been delivering embedded AI tools to retailers since 2023.

Now, let’s get into the Splosh invoice example I share here.

Automating the heavy lifting

In our recent demonstration, we processed a four-page Splosh invoice containing 87 individual products. Historically, entering this much data manually—including barcodes, stock codes, descriptions, and pricing—could take the better part of a day.

With the new AI Import feature, the process is simple:

Upload the PDF: Drag and drop your Splosh invoice directly into the system.

AI Analysis: The software reads the document, identifying the supplier, invoice number, and every line item.

Automated Setup: If the supplier is new, the AI extracts their contact details from the header to create a new profile automatically.

Smart Categorisation: You can nominate default departments, such as ‘Gifts’, ensuring all 87 items are correctly categorised instantly.

Why this matters for your business

The primary goal of this technology is efficiency. By reducing the time spent in the back office, you can spend more time on the shop floor. The AI doesn’t just work faster; it reduces the risk of human error in pricing and stock code entry, ensuring your inventory remains accurate.

Whether you are receiving a small delivery or a massive seasonal order from Splosh, the system handles the complexity for you. What used to be a tedious administrative task is now a streamlined, two-minute process.

Are you wasting time?

If you are manually typing invoice in from suppliers, you are wasting and, likely, making mistakes. You’ll be less efficient, less competitive.

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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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Newsagency management

Retail advice: in your product markup strategy right for your business today?

Rethinking your retail markup strategy

Small business owners often feel pressured to be the cheapest in the market. I know I do. There is a common belief that lower prices are the only way to attract and keep customers. However, competing on price is rarely a sustainable strategy for independent retailers. Instead of following the crowd, it is time to evaluate how your pricing reflects the actual value you provide to your community.

I know of many local small business retailers who price compare to big competitors who advertise plenty claiming they are the cheapest, and adjust prices to be competitive.

Value beyond the price tag

People shop with local businesses often for reasons that have nothing to do with the lowest price. Convenience is a significant driver. If your shop offers easy parking, longer trading hours, or a central location, you are providing a service that saves your customers time.

Consider the pricing at a cinema or a convenience store. Consumers understand they will pay more in those environments because the items they need are available exactly when and where they want them. This is essentially a convenience tax. Independent retailers should feel confident in applying a similar logic to their own markup policies.

Challenging the recommended retail price

Suppliers often provide a suggested or recommended retail price (RRP). This figure is based on a general national average and does not account for your specific overheads. If your business is in a regional area with higher freight costs or limited local competition, your pricing should reflect those realities.

Take the time to review your inventory category by category. If your supplier agreements allow for pricing flexibility, use it. You may find items where you can increase the margin by a few percent without affecting sales volume.

Navigating rising business costs

The current economic climate includes rising fuel surcharges, increasing rents, and higher labour costs. These expenses occur annually and can quickly erode your profit margins if your pricing remains static.

Many suppliers are already passing on their increased costs to you. Because customers hear about these economic pressures in the news, they are often more understanding of price adjustments. Adjusting your markup helps create a financial buffer. It ensures your business remains viable when external costs inevitably rise.

Avoiding the race to the bottom

Trying to match the prices of national chains is often a losing battle. Large retailers spend heavily on marketing their low prices while using internal tactics, like home brands, to recover their margins elsewhere.

Independent shops in sectors like fashion, gifts, homewares, or pet products have more room to move than those selling high-ticket white goods or basic groceries. Consumers generally expect to pay a bit more at an independent store. Meeting that expectation is not being cheeky; it is sound commercial practice.

Small steps for long-term health

You do not need to make drastic changes to see a benefit. A small increase in gross profit across several categories reduces your reliance on sheer sales volume or finding new customers. It allows for steady, incremental financial growth.

Review data from your POS software and your current markup settings. Don’t blindly follow what you have always done. By taking control of your pricing, you build a more resilient and professional retail business.

This works.

I have done this with plenty retailers who have subsequently increased prices. Unit sales did not fall. The businesses banked more money as a result.

Try it for yourself. There is no point in denying your business additional margin dollars.

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

RBA Card Surcharge Reform: What It Means for Small Business

The Reserve Bank of Australia has handed down its long-awaited review of merchant card payment costs. The ban on card surcharges takes effect 1 October 2026. Here is what retailers need to know.

What the RBA Has Decided

The RBA has recommended three key changes to Australia’s payment network.

  • Surcharge ban from 1 October 2026 — applies to Visa, Mastercard and eftpos. Businesses must absorb card acceptance costs into their sticker price rather than passing them on separately at the point of sale.
  • New interchange caps on domestic cards — also effective 1 October 2026, intended to reduce the fees businesses pay their bank for processing card payments.
  • Greater fee transparency — large acquirers will be required to publish wholesale fee data and interchange pass-through rates on the RBA website.

Politicians, of course, aided and abetted by lazy media outlets in service of the banks, crowed for the last week about how good all this is for Aussies, ignoring small business completely.

What this actually means.

If bank fees remain high after the surcharge ban, small businesses will absorb those costs rather than recovering them at the terminal. The cost does not disappear — it becomes embedded in prices, affecting all customers regardless of how they pay.

Who is lobbying on your behalf.

The most effective lobby group on behalf of newsagents and small business retailers is the Independent Payments Forum. Only newsXpress and ALNA are members of the IPF from our channel, financially supporting the IPF work in this vital area.

Key Dates

  • 1 October 2026. Surcharge ban takes effect (Visa, Mastercard, eftpos). New interchange caps on domestic cards begin.
  • 30 October 2026. Large acquirers begin quarterly publication of wholesale fee data. Card networks publish aggregate scheme fee and rebate data.
  • 30 January 2027. Large acquirers publish their interchange pass-through rates.
  • 1 April 2027. New interchange caps on foreign cards take effect.
  • 31 July 2027. Reporting compliance for interchange fees and updated requirements for monthly merchant statements.

Ongoing Concerns for Small Retailers

While the RBA acknowledged many of the problems faced by small businesses, a number of risks remain:

  • Bank and scheme fees are not capped — businesses cannot surcharge to recover them.
  • Corporate credit cards (which carry high interchange costs) remain common, including a large Government fleet of NAB corporate cards.
  • Least-cost routing (LCR) — which directs transactions through the cheapest network — is not yet mandated.
  • Foreign card interchange caps are delayed until April 2027.
  • Some fintech terminal providers may exit the market as their business models become unviable under the ban, potentially reducing competition.

My personal view is that the RBA screwed us over, ignoring genuine concerns about small retailers, especially those with minimal control over prices and margin.

The ACCC v Mastercard Case

The ACCC is returning to the Federal Court in a four-year case against Mastercard. The case alleges Mastercard struck a deal with major retailers to defeat the RBA’s least-cost routing rule, in exchange for cheaper credit card fees. The outcome could have significant implications for card fee competition in Australia.

Further Reading

Why this matters.

As things stand, you have a cost recovery option available today about to be ripped from you, adding to your operating costs and, I think, empowering the banks.

You need to support organisations representing you. If you are in a marketing group, ask what they are doing, ask for the receipts (evidence) of what they are doing. If you are in an association, ask the same question.

Again, as of right now, newsXpress and ALNA are the two organisations in our channel involved with and supporting the vital work of the IPF on this matter. Their website lists their member organisations.

Come October 1 you might well be angry and wondering who let you down.

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Newsagent representation

Small business retail advice: Embracing Intentional Disruption: A Strategy for Local Retail Growth

When customers walk into a newsagency, they expect to see lotteries, magazines, and stationery. When they visit a garden centre, they look for plants and mulch. While these categories provide a helpful framework, they can also become cliches that limit our potential for growth and creativity.

In a this video, the concept of “intentional disruption” is explored as a powerful tool for small business owners. This strategy involves stepping outside the boundaries of your traditional retail channel to offer something entirely unexpected. The goal is not just to change for the sake of change, but to learn, attract new foot traffic, and discover untapped opportunities within your community.

The Power of the Unexpected Disruption can start with personal habits. The video shares an anecdote about a commitment to reading banned books. By intentionally choosing material that others sought to restrict, the reader discovered new genres and perspectives that would have otherwise remained hidden. This personal exercise in breaking cliches serves as a metaphor for business: by doing what is “not allowed” or simply not expected, we open doors to new ideas.

Real-World Examples of Retail Disruption Successful retailers are already putting this into practice. Consider these examples of businesses playing outside their traditional roles:

  • A newsagency that has found significant success selling garden bulbs and outdoor products.
  • A pet shop that has become a go-to destination for high-quality calendars, a category traditionally dominated by bookstores.
  • Overseas models, such as bookstores that operate as late-night bars or homeware stores that run professional smokehouses in the evenings.

Why Should You Disrupt Your Own Business? It is far better to disrupt your own business model than to wait for a competitor or market shift to do it for you. Intentional disruption offers a win-win scenario:

  1. If it succeeds: You have found a new profit stream and a way to attract customers who might never have entered your shop otherwise.
  2. If it fails: You have gained invaluable data about your local market and your own professional capabilities.

Taking the First Step For local retailers, the challenge is to pick one thing—one product line or service—that is completely outside your “expected” inventory. Execute it with the highest level of professionalism and see what it teaches you about your business’s potential.

New people walking through the door are the lifeblood of retail. By breaking the cliches of your channel, you give your community a fresh reason to visit. If you are looking to thrive rather than just survive, it may be time to embrace the unexpected.

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

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Newsagency management

Rethinking Retail Markup: Why Being the Cheapest Isn’t Always the Best Strategy

There is a common trap that many indie retailers fall into: the obsession with being the cheapest. We often convince ourselves that price is the only factor driving customers through the door. However, if your entire value proposition is based on having the lowest price, you are likely leaving significant profit on the table and making your business more vulnerable to economic shifts.

The Convenience Factor

When was the last time you truly reviewed your approach to markup? Often, retailers are so fixated on competing with national chains that they forget why people shop with them in the first place. If your shop offers easy parking right out the front, remains open longer hours, or provides a curated experience, you are selling convenience.

Think about the cinema or a local convenience store. Customers know they will pay more for candy or a soft drink in those locations than they would at a supermarket. They accept this “convenience tax” because the product is available exactly when and where they need it. As an independent retailer, your location and service levels provide similar value. Your pricing should reflect that.

Navigating Rising Costs

We are currently operating in an environment of fluctuating overheads. From fuel surcharges to rising labour and rent costs, the pressure on small businesses is constant. Many suppliers are already applying fuel surcharges to their deliveries. This provides a legitimate “cover” to explain price adjustments to your customers.

Because consumers see these rising costs on the news every day, they are generally more accepting of commercial decisions to adjust pricing. If you aren’t adjusting your markup to account for these external pressures, your business will eventually slip behind.

The Power of Incremental Changes

A successful financial model is often built on a series of small steps rather than giant leaps. You don’t need to overhaul your entire price list overnight. Instead, look for opportunities to increase margins by just a few percent in specific categories—especially in “non-essential” or gift-related items like fashion, homewares, or jewellery.

By building a better buffer into your gross profit, you become less reliant on high sales volumes or a constant stream of new customers to stay afloat.

Take Control of Your Pricing

Stop blindly accepting the Suggested Retail Price (SRP) or the defaults in your point-of-sale software. Your suppliers set those prices based on what they think a product will sell for, but they don’t know your specific local market or your unique costs.

Take the time to look at what you sell and ask: “What are my customers prepared to pay?” Even a small shift in your markup policy can create the financial resilience your business needs to thrive in the long term.

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Newsagency management

Beyond the Shingle: Redefining the Future of Australian Indie Retail

Traditional retail labels are obsolete in indie retail. For decades, the “shingle” over a shop door dictated exactly what a business should sell. A chemist sold prescriptions, a newsagent sold papers, and a bike shop sold parts. However, as we navigate 2026, these rigid industry boundaries are fading. Successful Australian retailers are no longer staying in their lanes. They are embracing a “treasure hunt” approach to commerce.

Breaking the Industry Label

The name of your business does not need to define your inventory. Traditional labels often restrict the owner more than the customer. While you may feel your shoppers expect a certain product range, modern retail is actually built on discovery. Customers enjoy being drawn into a store to find something unexpected. This element of surprise creates a unique experience that big-box competitors cannot easily replicate.

Consider the evolution of major brands. Pharmacies now stock extensive gift and baby ranges. Large hardware chains have dedicated pet aisles. Independent retailers must adopt this same mindset. A newsagency in Tasmania is currently thriving by selling garden bulbs. In Central Queensland, another is famous for serving the region’s best coffee. These businesses have moved beyond their original purpose to become community destinations.

The Power of Surprise and Discovery

Surprising your customers pushes the boundaries of how they perceive your business. It generates conversation and encourages repeat visits. To achieve this, your shop should feel like a curated experience. Garden centres are excellent examples of this evolution. Some now incorporate workspaces, high-end giftware, and chocolate or wine tasting. They have transformed from simple plant nurseries into lifestyle hubs.

The “Bucket of Cash” Strategy

Experimenting with new categories does not require a massive investment. You can start with a “bucket of cash” dedicated to low-risk trials. Set aside a small amount, perhaps $300 to $500, to purchase a product category entirely outside your usual range.

The ideal test products should meet three criteria:

  • They are completely different from your known inventory.
  • they are impulse-buy items that customers understand immediately.
  • They are visually striking enough to sit in your front window.

A non-traditional window display can arrest the attention of passers-by. It drives fresh foot traffic from people who might otherwise have walked past your “shingle.”

A Resilient Retail Future

Small business retail is about providing a curated experience. Whether you run a toy shop, a jeweller, or a bike shop, you have the freedom to play outside the box. By diversifying your offering, you build a more resilient business model. Do not let a traditional label limit your growth. Use your space to surprise, delight, and sell efficiently.

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Newsagency management

Is A $150,000 Shop Fit a Strategic Asset or a Sunk Cost?

Traditional retail wisdom often insists on a professional shop fit. Many independent retailers believe a high-end renovation is the only path to success. While professional shop fitters provide exceptional craftsmanship, the associated costs are substantial. In 2026, these overheads can become a significant financial burden. High capital expenditure does not always guarantee a return on investment.

The Shift Toward Authenticity

The modern High Street is undergoing a transformation. Local shoppers are moving away from the polished, corporate aesthetics found in major shopping centres. There is a growing preference for “real” experiences. A sterile, “faked up” environment can often feel cold and uninviting. Customers today value warmth and unique character over clinical perfection.

Our own journey illustrates this shift. We previously invested hundreds of thousands of dollars in stores at Westfield Knox and Southland. These fit-outs were professional but incredibly expensive. We eventually discovered the power of “frugal” dressing. By using everyday items, we created spaces that resonated more deeply with our community.

The ROI Reality Check

A $150,000 shop fit requires significant sales just to break even. These costs can crush the margins of an independent business. Before committing to a massive quote, consider the “smell of an oily rag” approach. We recently observed a magnificent shop in Mount Morgan. It looks world-class, yet it was achieved without heavy capital investment. This proves that creativity often outweighs a large budget.

Creative Solutions for Your Space

You can create immersive displays using items you already know. Consider these alternatives to custom cabinetry:

  • Dining tables for central product displays.

  • Lounge chairs to encourage customers to linger.

  • Secondhand finds to add history and texture.

These pieces make a shop feel like a home rather than a showroom. They create a comfortable environment that makes customers smile.

Choosing the Right Location

Location influences your freedom to experiment. Major retail hubs often mandate strict fit-out guidelines. Conversely, local landlords on the High Street typically offer more flexibility. This freedom allows you to test new ideas without seeking corporate approval.

Your shop’s primary job is to sell products efficiently. It does not need to be an altar or a shrine. It should be a functional space that supports your sales goals. Before you sign a contract for a major renovation, pause. Consider how you can refresh your space yourself. Authenticity is often the most effective sales tool you have.

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Newsagency management

Is the “Newsagent” Brand Holding Your Business Back?

The Australian newsagency industry is currently facing an identity crisis. For years, the traditional “newsagent” name has been a staple of the local high street. However, as core categories like newspapers, magazines, and traditional lottery sales continue to migrate online, the value of that name is being questioned. This video (https://youtu.be/Jx4leNbBU3I) explores why clinging to the “newsagency” label might actually be detrimental to your future growth and how a strategic rebrand can breathe new life into your business.

A major challenge we face is the lazy media narrative. Outlets like the ABC and regional newspapers often frame newsagency closures as a tragic “death of an industry.” This focus on victimhood ignores the reality that many closures are a failure to adapt.

When a shop closes because it stayed exactly the same for thirty years, that isn’t an industry-wide failure, it’s a missed opportunity for transformation. Unfortunately, this negative “sinking ship” perception affects every business still carrying the name, regardless of how innovative they actually are.

I made the video to challenge how you see your business and to pitch that a name change could be the best step to helping you evolve.

At newsXpress, we are seeing a massive shift in what it means to be a “local newsagent.” Successful retailers are no longer just selling papers; they are becoming specialist gift shops, homewares destinations, and boutique stationery hubs. By removing the “newsagency” shingle, these owners give themselves permission to be seen differently by their community. They move from being a “dying” service to a vibrant, essential destination.

This video covers several critical points for today’s retailer:

  • The shifting landscape of consumer behaviour and the move away from traditional news products.
  • Why the “victimhood” narrative in the media is damaging your brand equity.
  • The difference between businesses that close and those that successfully transform.
  • Why changing your name can be the most powerful marketing move you ever make.
  • How re-branding allows you to attract a demographic that hasn’t stepped into a newsagency in years.
  • Practical examples of newsXpress members who have successfully pivoted their identity.

Your business’s future is not dictated by the decline of print media.

Your future is dictated by your relevance to the person walking past your store today. If your name suggests you are a business from the 1980s, you are missing out on the modern shopper. It is time to step out from the shadow of the “newsagent” label and define your business on your own terms.

This is urgent.

The poor reporting in the media is not going away. Stick with being identified as a newsagent if you wish for you business etc be connected to this narrative.

If I can help, let me know. mark@newsxpress.com.au. 0418 321 338.

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newsagency of the future

Small Business Retail Advice: How to Run a Profitable School Holiday Event in Your Shop

School holidays are one of the most underutilised opportunities in local independent retail, like newsagencies.

Most see them as a quiet period, parents distracted, routines disrupted, foot traffic unpredictable. Some in holiday areas see them a a crazy busy period where there is time for nothing else.

The smarter view is: Families are always actively looking for things to do. Your shop can be one of those things.

A well-run in-store event during school holidays does three things at once. It drives foot traffic. It generates social media content. And it gives your community a reason to think of your shop differently.

Here is how to do it properly.

Start With a Simple Concept

You don’t need an elaborate production. The best in-store events are focused and easy to execute. A few ideas that work well in independent retail:

A colouring or craft table where kids can sit and create while parents browse. A collectibles “show and tell” for young collectors — coins, Beanie Boos, trading cards. A simple lucky dip tied to a minimum purchase. A “design your own” activity linked to a product you already stock.

The concept should connect naturally to what your shop sells. If you stock quality gifts and collectibles, lean into that. If stationery and craft supplies are a strength, build the activity around them.

Set a Clear Commercial Goal

An event without a sales objective is just a performance. Before you plan anything, decide what you want the event to achieve. Is it to introduce new customers to a specific product range? Drive purchases above a certain basket size? Grow your social media following?

A simple structure that works: customers who spend $20 or more during the event period receive a free activity kit or entry into a prize draw. This lifts average transaction value while giving parents a tangible reason to engage.

Promote It Before the Holidays Begin

Two weeks’ notice is the minimum. With holidays just starting you could start now for the end of the holidays.

Use every channel available: your shop window, your social media pages, your email list if you have one, and your local community Facebook group. A short, clear post with a date, time, and what children can expect is all you need.

Photograph your setup in advance and post it. Visual content performs significantly better than text-only posts. If you have a product that will feature in the event, show it.

Ask your suppliers whether they can contribute samples, display stock, or a small prize. Many will say yes, particularly if there is social media exposure attached.

On the Day

Keep the activity area tidy, visible from the entrance, and easy for children to access without disrupting your normal shop flow. Have a staff member — or yourself — present and engaged. An unmanned activity table signals indifference. An enthusiastic host signals a shop worth visiting again.

Take photographs throughout. Candid shots of children engaged in an activity are excellent social media content. Always obtain permission from parents before posting images of children.

Post during or immediately after the event while the energy is fresh. Tag your location. Use local community hashtags. Encourage parents to share their own photos and tag your shop.

Follow Up

The event does not end when the last child leaves. Post a thank-you to your community the following day. Share a few of the best photographs. Mention what you are stocking that proved popular on the day.

If the event went well, say so. Announce the next one. Regularity builds anticipation — a shop that runs a quality holiday event once becomes a shop families plan around.

The Bigger Picture

Independent retailers often feel they cannot compete with the marketing budgets of large chains. Events change that equation. A well-run school holiday activity generates genuine community goodwill, organic social media reach, and word-of-mouth that no paid advertisement can replicate.

Your shop does not need to be the cheapest option in town. It needs to be the most memorable one. A child who had a good experience in your shop will ask to come back. That is the most valuable marketing outcome there is.

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newsagency marketing

“Mark, How Do I Get Out?” – The Hard Truth About Selling Your Shop in 2026

It’s a conversation I’m having more frequently lately: “Mark, how do I get out?”

Regardless of what brokers may say, gone are the days when you could multiply your lottery commissions by a standard industry “rule of thumb” and find a buyer willing to pay for a secure, government-backed income stream.

Based on everything I’ve shared on this blog over the years and what I’m seeing for myself and across the industry, here is the reality of selling in 2026.

1. You are selling a Retail Business, not a Contract

In 2026, a buyer isn’t going to pay you a premium for your lottery or a traditional newsagency operation. They know those margins are under pressure and that the digital shift is real.

What they will pay for is a shop that has a proven track record in high-margin, “want” categories, gifts, collectibles, or specialist stationery. If your business is still 80% commission-based, you aren’t selling a business; you’re selling a job. To get a high multiple, you have to prove that you have built a brand and a customer base that belongs to you, not your suppliers.

2. The “Clean Data” Premium

POS data is your greatest asset during a sale. Get it right. A smart buyer in 2026 is data-savvy. They won’t accept a shoebox of receipts or a vague “discretionary spending” figure.

They want to see clear, department-level reporting that shows growth in non-traditional areas. They want to see that your stock turns are healthy and that you aren’t carrying $50,000 worth of dead stock from 2023. If I were looking at your business today, the first thing I’d ask for is a scan-rate report and an aged inventory list. If you can’t produce those instantly, the price just dropped.

3. The “Owner-Independent” Test

One of the biggest hurdles to selling a newsagency is the “hero owner” syndrome. If the shop only runs because you are there 60 hours a week, the business is worth significantly less to an investor.

In 2026, the most attractive businesses are those that are system-driven. Can the shop run for a month without you? Have you documented your processes? Buyers today are often looking for an investment or a multi-site opportunity, not a 7-day-a-week sentence. The more you can prove the shop runs on systems rather than your personal sweat, the higher the valuation.

4. Stop “Tidying Up” and Start Renovating

Too many owners wait until they decide to sell before they think about the shop’s appearance. By then, it’s often too late. A tired, dusty shopfront signals a tired, dusty bottom line.

If you want to sell in 2026, you need to ensure the shop looks like it belongs in 2026. This doesn’t mean a million-dollar refit, but it does mean modern signage, clean lighting, and a layout that prioritises high-margin browsing over the “dash-in for a paper” layout of the past.

My Advice: Sell on a High, Not a Slide

The hardest thing to watch is a newsagent who holds on too long, watching their value erode as they wait for the “old days” to return.

If you’ve lost the passion for the floor, or if the July 1 lottery changes feel like a mountain you don’t want to climb, then now is the time to prepare for an exit. Clean up your stock, tighten your data, and present a business that shows a buyer the future of retail, not a relic of the past.

Selling is a process, not an event. Start the work today so that when the right buyer walks through that door, you can hand over the keys with your head held high and a fair price in your pocket.

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

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Newsagency management

Inspiration: Transforming Yamba Newsagency: A Case Study in Modern Retail Evolution

I think newsagents need to urgently de-identify as newsagents physically, emotionally, financially. With news outlets only reporting on bad news relating to our channel, leaving the channel is a smart move.

I am grateful in my work with newsXpress to get to work with many innovative retailers, to see their businesses evolve, and then emerge as something new.

In this video (https://youtu.be/kOBwtbbhAxI), we explore the inspiring journey of Tanya from Yamba Newsagency. She has successfully transitioned her business from a traditional newsagency model into a vibrant, high-energy retail destination. By moving beyond the historical reliance on core departments like lotteries and newspapers, Tanya has created a unique brand that resonates deeply with both the local community and visitors to Yamba.

The discussion highlights the importance of de-identifying with old industry stereotypes to embrace a more flexible retail identity. Tanya shares how she developed a range of Yamba-branded merchandise and curated a product mix that reflects her personal passion and local demand. This shift has not only refreshed the shop’s aesthetic but has also significantly boosted its appeal as a “must-visit” location in the region.

For any newsagent feeling restricted by the traditional “agent” mindset, this conversation offers a blueprint for growth. Tanya emphasises the value of constant research, the courage to trial new categories, and the benefits of seeking strategic advice. Her success proves that by focusing on the customer experience and unique merchandising, independent retailers can thrive and redefine their role in the modern market.

You only have to look at recent news stories about the newsagency channel to understand the urgency of the situation. Businesses that were once big in town are closing, usually because the orders did not move the businesses away from tradition.

Don’t let their story be your story.

newsXpress actively works with each of its members personally on this for each business is different. Nothing is forced. Nothing is required.

Where you take your business is 100% up to you. But, be certain of this – there is no future in being a traditional newsagency.

I’d love to make more videos like this one, sharing inspiring stories of transformation.

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

16 likes
newsagency of the future

RBA Surcharge Ban: A Massive Blow to Newsagents and all Small Business Retailers

The Reserve Bank of Australia’s (RBA) decision to ban all card surcharging from 1 October 2026 is a direct hit to small business margins.

It’s a bad decision rooted in ignorance. You only had to watch the RBA Governor yesterday to hear the ignorant spin and then see politicians and media amplify the ignorance.

The $1.6B has not disappeared. rather, they have blocked businesses for legitimately recovering a cost of business over which they have little control.

Newsagents and all small business retailers  will now be forced to absorb the high costs of premium and commercial credit cards, which can be as high as 2%.

Everyone involved in this decision and talking up this decision is not a friend of small business.

Ignorant Media Reporting

Media reporting on this decision has been poor, and ignorant. Most outlets are celebrating the “end of fees” without explaining that these costs do not simply vanish.

This is not a saving; it is a cost shift. By failing to explain that businesses must now bake these fees into the price of every item, the media is misleading the public. This decision hides costs and forces cash and debit users to subsidise rewards points for high-end credit card holders.

Taking Initiative

While the broader industry is still reeling, newsXpress has already stepped up for its members, proving a comprehensive strategic advice package and action plan. This ensures they have the tools to adjust their business models before the October deadline.

Immediate Advice for All Newsagents

All newsagents, all small business retailers need to act immediately:

  • Review your pricing: With surcharging gone, your cost of doing business has risen. Review your margins across all categories and adjust retail prices to cover these absorbed fees.
  • Audit merchant fees: Identify how much you currently collect in surcharges. This is the revenue gap you need to fill, it’s your target.
  • Demand Least-Cost Routing (LCR): Contact your bank now. Ensure your transactions are routed through the cheapest network, usually EFTPOS.
  • Challenge blended rates: If you are on a flat “blended” rate, you are likely overpaying. Demand unbundled pricing so you can see exactly what the banks are charging you.

The Road Ahead

This decision effectively hands a $1.6 billion win to the banks and card schemes like Visa and Mastercard.

The six-month implementation window is short. Start reviewing your data today to ensure your business remains viable when the ban takes effect.

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Social responsibility

AI for Retail: Practical First Steps for Your Business

Artificial intelligence offers small business retailers like Aussie newsagents powerful tools to improve efficiency and customer engagement. Starting your AI journey does not require a technical background. It’s easy. Let me show you how.

Where to Begin

Begin with a specific, repetitive task. Common starting points include drafting social media captions, writing product descriptions, or summarising long reports.

Choose a popular platform –  ChatGPT, Claude, or Google Gemini and all good. These tools are accessible via a standard web browser. For text, currently I prefer Gemini.

Start with the free versions to explore their capabilities before committing to a subscription.

How to Write an Effective Prompt

A prompt is the instruction you give the AI. The quality of the output depends entirely on the clarity of your input. Follow these steps to achieve the best results:

  1. Define a role. Tell the AI who it should be. For example, “I own an Australian newsagency in [name your town].”
  2. State the Task Clearly. Be direct about what you need. Instead of saying “Write about cards,” say “Write a 50-word Facebook post promoting our new range of Mother’s Day greeting cards.” If this is your prompt, upload a photo of your cards.
  3. Provide context. Include details about your target audience and brand voice. Mention if the tone should be cheeky, professional, or community-focused. For example, use a calm and professional tone is what I like to say.
  4. Set constraints. Specify length, format, and what to avoid. You might request “three bullet points” or “no mentions of specific prices.” I like to say how many words I want. I also tell it to use short sentences and paragraphs.
  5. Use Australian preferences. Explicitly ask the AI to use Australian English. This ensures the software uses ‘s’ instead of ‘z’ in words like ‘organise’ and ‘specialise’.

Refine and Review

Treat the first response as a draft. If the result is not quite right, ask the AI to adjust the tone or change a specific section. If it got it wrong, tell it so.

Always fact-check the final output. AI can occasionally generate incorrect information. Ensure the final text aligns with your shop’s unique personality and local community values.

The notes here are for beginners. You’ll quickly move beyond once you have experience.

Footnote: I use Claude, Gemini, Proximity and OpenClaw for a diverse mix of things. In each situation, I have the paid version for more power and functionality.

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Newsagency management

Reflecting on the Closure of Mahony’s Newsagency: The Evolution of the Local Shop: Why Adaptation is the Key to Survival

The closure of Mahony’s Newsagency in Wodonga, as reported in the Border Mail, marks the end of a three-generation family legacy that spanned nearly 70 years. While closing is a sentimental moment, it serves as a stark case study of the challenges facing newsagents and how decisions, or indecision, plays into what happens.

It’s frustrating news outlets report this story yet ignore stories of newsagency transformation,  stories of success.

The trap of tradition

The factors cited for the closure highlight a common pitfall: an obsession with a shrinking traditional market.

  • Magazine reliance: The business was heavily impacted when the magazine market “collapsed,” with over 700 titles dropped.
  • Stagnant consumer engagement: Kieran Mahony noted that newsagencies have become like churches—valued by the neighbourhood, but rarely visited by anyone other than the “die-hard faithful”.
  • Digital displacement: While longtime customers acknowledge that lives have changed “immeasurably” due to the digital age, many traditional shops remained tethered to the physical sale of papers and magazines even as others were lost to the internet.

By not sufficiently changing the business, closure was the only option. Tough as it is, the business owners made the decisions leading to this.

The choices we make, and don’t make every day in our shops have consequences.

A failure to adapt

The reality of “years of downturn” eventually made the closure unavoidable. This outcome reflects a broader trend in the industry: closures are often a result of a failure to move beyond the “information commons” role of the past. Shops that remain purely sentimental meeting places, rather than evolving retail destinations, struggle to maintain commercial viability.

Adapt or die has been a mantra in business for decades. Unfortunately, too many ignorant it. Rooted in Darwinism, adapt or die suggests that only those who transform to fit a new environment will survive. It’s what we are seeing in business.

Newsagencies that adapt have brighter opportunities.

The path forward: transitioning to thrive

It is important to note that the newsagencies currently thriving in Australia are those that have intentionally transitioned away from the old approach. Success in the modern landscape requires:

  • Diversified product mix: Moving away from a reliance on magazines and newspapers toward higher-margin giftware and specialty items.
  • Digital integration: Using e-commerce and social media not just as “promises,” but as active tools to reach customers beyond the local footpath.
  • Evidence-based management: Making decisions based on current data rather than historical sentiment.

To survive, a business needs to evolve its model to meet customers where they are now. Without significant structural change and a departure from traditional obsessions, the old-school newsagency risks becoming a memory preserved only in historic photographs.

Heritage and history are not shields against changing technology.

What’s the best move you can take in your newsagency?

Stop being a newsagent. Start with changing your name. That move alone will give you permission to see your business differently.

I’ve know and worked with the Mahony’s business for decades. It was a stand out business way back when newsagencies were strong on the back of regulation. That all changed in 1999, and plenty dodged not change their businesses.

Don’t be constrained by an out of date shingle.

What we owe the dead.

While I honour the three-generation legacy of a business like Mahony’s, what we truly owe the now “dead” business is the courage to pivot to a brighter future.

Respecting tradition does not mean being anchored by it; rather, it means taking the hardworking spirit of those who came before and applying it to the landscape of 2026.

The newsagencies that are thriving today are those that have viewed the “collapse” of old categories as a clean slate for innovation.

By transitioning away from print media and embracing diverse giftware, high-tech POS integrations, and active e-commerce strategies, retailers can transform a closing door into a new gateway.

There is immense hope in this evolution; as we let go we make room for a vibrant, essential, and profitable retail destination that serves the modern “faithful” in entirely new ways.

Success.

I see plenty of newsagencies enjoying success. It’s a choice. I urge all newsagents to choose it.

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

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newsagency of the future

The Wellington Deep Dive: When AI Took a Seat at the Retail Table Considering The ‘Newsagency’ of The Future

I’m back from a retail newsXpress organised “Deep Dive” in Wellington that felt fundamentally different from anything I’ve worked on with retailers, and newsagents, before.

For two intense days overlooking the harbour, we got into the guts of three businesses. It was a “masks off” environment. Everyone was equally vulnerable, and everything was on the table. No sacred cows, no ego, just a raw, honest look at the future of local indie retail.

But there was a fourth presence in the room. This was the first session where AI had a permanent seat at the table, and not just one form of AI, but multiple.

The Velocity of Insight

We integrated three different AI tools, each with a specific prompt focus, to challenge our assumptions and stress-test our ideas. I’ll be honest: the shift in velocity was staggering.

AI didn’t just “help” in the way you might expect; it acted as a high-speed facilitator that moved us from “I wonder if…” to “Here is the data” in seconds. It changed the chemistry of the room by allowing us to:

  • Fast-track deep research: We compressed weeks of market analysis into minutes.
  • Neutralise bias: As owners, we are often too close to our “babies.” The AI provided a cold, objective lens that forced us to defend, or discard, long-held beliefs.
  • Spot the “Invisible” Opportunities: In this moment of accelerated change, the tools helped us identify niches and shifts in consumer behavior that we simply wouldn’t have spotted on our own.

The Result: A New Kind of Roadmap

We walked away with short and mid-term action plans for each business that are, quite frankly, nothing like what we expected going in.

These plans aren’t just pie-in-the-sky theories. They are achievable, exciting, and grounded in the messy reality of today’s market. By leveraging AI to do the heavy lifting on data and logic, we were free to focus on the human elements of retail: soul, connection, and strategy.

For local indie retailers, this kind of AI-facilitated thinking is how you find that “seam of gold”, the sweet spot where profit meets personal fulfilment.

Why Wellington?

Aside from the view, it’s the perfect “neutral ground.” It’s a short flight for most, tucked away from the daily fires of the shop floor, and it offers some of the most inspiring, creative retail in the country when you need an in-store fix to recharge the batteries.

Retail is changing at breakneck speed.

If you’re still relying solely on gut feel, you’re leaving your future to chance.

It’s time to bring some new intelligence to the table.

This is urgent, especially for Aussie newsagents.

…

newsXpress supports small local independent retailers to thrive. Find out more at help@newsxpress.com.au.

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newsagency of the future

The 2026 Threshold For Aussie Newsagents: Why “Later” is No Longer an Option

For over a decade, I have discussed here the “Newsagency of the Future” as a distant destination, a transformation we would all eventually need to make. As we sit in early 2026, the evidence is clear: the future hasn’t just arrived; it has already begun to separate the survivors from the statistics.

The “2026 Cliff” is real.

The divide between the traditional “agency” model and the transformed retail model is no longer a crack, it is a chasm. If you are still waiting for a sign to change, look no further than the calendar.

The July 1 Catalyst

The most immediate signal of urgency is the July 1, 2026, shift in the lottery landscape. With the move toward a digital-first mandate, the message to physical retailers is unmistakable: the companies you have acted as “agents” for are prioritizing the digital wallet.

If your business relies on lottery foot traffic to sell declining categories like newspapers and magazines, you are operating on borrowed time. Relying on a third party’s digital strategy as your primary traffic driver is not a business plan; it is a managed decline.

From “Agent” to “Retailer”: The Psychological Break

The urgency of 2026 requires more than just moving shelves; it requires a psychological break from the past. For too long, newsagents have been passive “agents”, taking the risk and paying the rent while suppliers take the lion’s share of the profit.

Successful newsagencies today have reclaimed the title of Retailer. They don’t just “carry” stock; they curate it. They don’t wait for “agency” products to bring people in; they create a destination through unique “want” categories—high-end stationery, collectibles, boutique toys, and clothing, where they control the margins and the narrative.

Some of the new business names I am seeing evolve are truly inspiring, and far away from the old newsagency names and marketing group banners that are now meaningless in my opinion.

The 24-Hour Reset: Action Over Analysis

Transformation does not require a five-year plan. It requires the courage to act today. If you feel the weight of a “wait and see” strategy, start with these three immediate moves:

  1. Purge the Dead Weight: If an item hasn’t sold in six months, it isn’t an asset; it’s a liability. Discount it by 50% today and turn that stagnant inventory into working capital for a high-margin “breakout” category.

  2. Disrupt the Layout: Walk through your front door as a stranger. If the first thing they see is a wall of newspapers or fading magazine racks, you are telling the community your shop belongs in 1995. Move the “need” items to the back and put your “want” items, the ones that spark joy and high margins, front and centre.

  3. Own Your Digital Moat: In 2026, if you don’t exist online, you barely exist at all. Use your website and your blog to solve customer problems and showcase your expertise. Stop posting “generic slop” on social media and start building a digital presence that reaches people who will never walk past your physical shopfront.

The Bottom Line

The traditional model is failing, but the transformed newsagency is thriving. Our recent benchmarks show that while traditional revenue is sliding, transformed stores are seeing surge growth in average basket value and revenue from non-traditional segments.

The urgency of 2026 is not about fear; it is about opportunity. The future belongs to the retailers who stop living in the past and start engaging with the passionate communities of consumers eager to spend.

The choice is simple: Adapt now, or prepare to close. The cliff is here.

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

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newsagency of the future

Navigating Financial Stress in Local Small Business Retail: Why You Are Not Alone

Small business ownership is a journey often defined by its highs, yet the lows can be incredibly isolating. In a recent conversation with Jen, a colleague who managed a gift shop for 17 years, we discussed the financial challenges that many retailers face but rarely discuss. We shared our personal stories because we want you to know that if you are struggling, you are not alone.

Jen’s experience involved the common “robbing Peter to pay Paul” cycle. High rents, franchise fees, and prolonged shopping centre renovations choked her cash flow. She delayed supplier payments and refinanced her home to keep the doors open. Like many, she carried this burden in silence, fearing that speaking up would signal failure.

My own story involves a different kind of crisis. In 2009, I received a director’s penalty notice for over $1.5 million. I discovered that a financial controller had been mismanaging funds and deceiving both me and the tax office for years. The debt eventually ballooned to $2.5 million. It was a dark time that required urgent, transparent action. I had to prove the tax office’s own privacy breaches to buy time, shut down underperforming locations, and face my suppliers with the cold, hard facts.

The most important lesson from both our stories is the necessity of owning the situation. Transparency is your greatest tool. When I told my suppliers the truth, they chose to support me rather than shut me down. Every single person was eventually paid back.

If you find yourself unable to pay your bills at the end of the month, take that as your first red flag.

Don’t wait for a total collapse.

Retail, especially in the small business space, is seasonal. You need to plan for the quiet months rather than relying on high-interest, “fast” lenders that can suck a business dry.

In our work with newsXpress, we offer a confidential, non-judgemental listening ear.

While we are not accountants or lawyers, we offer practical business experience. Sometimes, the first step is simply decluttering your store or creating a basic budget to regain a sense of control.

Do not measure your worth against the perceived success of others. Imposter syndrome is real, but it does not define your capability. If you are in a difficult spot, reach out. Taking one small, certain step on solid ground every day is how you begin to move forward.

For a listening ear, call Jen on ‭0434 560 350‬ or me on 0418 321 338.

If you like a checklist,  here are the practical steps we recommend for any retailer feeling the weight of financial pressure.

1. Acknowledge the Red Flags Early

The moment you cannot comfortably pay all your monthly bills, you have reached a critical marker. Do not wait for the next month to “be better” by chance. Sit down and look at your operating costs versus your actual income immediately.

2. Choose Transparency Over Silence

The instinct to hide financial trouble is strong, but silence usually makes the situation worse. Reach out to your suppliers. In my experience, if you provide them with the facts and a clear plan, most would rather give you time to pay than see you fail.

3. Beware of “Fast” Finance

There is a whole industry that preys on retailers in distress. Unsecured loans with interest rates of 18% or higher are a slippery slope. Many businesses that appear to be failing would actually be healthy if they weren’t being sucked dry by massive repayments to high-interest lenders.

4. Physical Action Through Decluttering

If the situation feels overwhelming, start with the physical space. Walk through your shop and identify “dead stock”—items that have sat on the shelves for far too long. Sell them for next to nothing or throw them away. This physical act of decluttering often provides the mental clarity needed to make bigger decisions.

5. Simplify Your Budgeting

You do not need a complex accounting degree to manage your cash flow. Create a simple monthly guide based on last year’s data. This helps you understand exactly how much you can afford to spend on stock during the quieter, seasonal months typical of the gift and card industry.

6. Outsource the Final Decision

If you find it difficult to stop spending, use a trusted advisor or a tool to approve your purchases. Removing the final decision from yourself for a period can help break bad habits and ensure that only essential, high-performing stock enters the business.

You don’t have to navigate this alone.

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Newsagency management

The 12% squeeze: Managing the impact of rising fuel prices on your retail margins

The 12% Parcel Surcharge: Is your retail margin safe?

With Australia Post and StarTrack announcing massive fuel surcharge hikes for April, small business retailers like Aussie newsagents are being squeezed from both ends of the supply chain. If you aren’t adjusting your pricing strategy now, you’re effectively paying for the cost of business hike out of your own pocket.

From North Queensland to WA, the cost of moving goods is skyrocketing. With diesel prices hitting record highs and suppliers adding new levies every week, “business as usual” is no longer an option.

The surge in global energy prices has hit Australian supply chains with force. For small business retailers, the notification yesterday from Australia Post regarding fuel surcharges is a clear signal of the new economic reality. Effective 23 April 2026, contract domestic parcel rates will jump from 4.8% to 12%. StarTrack Premium services will climb even higher to 22.7%. These are not incremental changes. They are structural shifts that demand a proactive response from every local shop and online seller.

Even if you don’t direct;y rely on Australia Post or StarTrack, their combined size means they are in your supply chain somewhere. Also, their announcement yesterday is a signal others are sure to follow.

Understanding the wider impact

Wholesale suppliers across the country are facing the same diesel price spikes. Many are already adding intermodal fuel fees and regional delivery levies to their invoices. In states like Western Australia and Queensland, these charges are becoming a standard line item. You are effectively being squeezed from both ends of the supply chain. Ignoring these costs will lead to rapid margin erosion.

The case for a transparent surcharge

Some businesses may be tempted to hide these costs by raising all shelf prices. This approach can backfire in a price-sensitive market. A more effective strategy is the implementation of a transparent fuel levy. Customers today are well aware of the volatility at the petrol pump. They are often more accepting of a clearly labeled surcharge than a mysterious jump in product prices. A surcharge also allows you to be agile. You can adjust the fee as fuel prices fluctuate without needing to relabel your entire inventory.

Delivering the message

The way you communicate this change will determine how your customers react. Avoid corporate jargon or defensive language. Provide a thoughtful explanation that connects your local pricing to the global situation. Explain that the levy is a direct response to the Australia Post and StarTrack increases. State clearly that the fee is reviewed monthly. This shows that you are only seeking to recover costs rather than padding your profits.

Strategic adjustments for regional retailers

For those operating in regional hubs, logistics are the lifeblood of the business. You may need to review your “free shipping” thresholds immediately. A threshold that worked when surcharges were at 4% is likely losing you money at 12% or 22%. Consider offering a “Click and Collect” discount to encourage local pickups. This reduces your reliance on external couriers and keeps your margins intact.

The current fuel crisis is a test of business resilience. By being transparent and adjusting your pricing model early, you can protect your bottom line. You will also maintain the trust of the community you serve.

Practical advice on managing the messaging

A clear and empathetic notice is essential. Below is a template you can adapt for your website or in-store signage. It is designed to be professional, transparent, and grounded in the current reality of the Australian transport sector.

Notice: Introduction of a temporary fuel surcharge

We are writing to share an update regarding our delivery services. We’re sure you would have seen or heard the news reports about the significant volatility in global energy markets. This has led to a sharp rise in diesel prices across Australia, with regional terminal gate prices recently increasing by more than 50% in some areas.

To ensure we can cover these rising costs, we are implementing a temporary fuel surcharge on all shipped orders, effective 23 April 2026.

Why this is happening. Our primary freight partners are increasing their costs to us. For example, including Australia Post and StarTrack, have announced substantial increases to their fuel levies to recover their rising operational costs. For example:

  • Domestic parcel contract surcharges are increasing from 4.8% to 12%.
  • Express and Premium service surcharges are rising from 15.5% to 22.7%.

Our commitment to you. We have resisted passing on these costs for as long as possible. However, the scale of these recent increases means we must adjust our shipping model to maintain the service standards you expect.

  • Transparency: This is a standalone surcharge, not a hidden price hike on our products.
  • Flexibility: We will review this levy on the 1st of every month. As soon as fuel prices and carrier surcharges stabilise or decrease, we will adjust our rates accordingly.
  • Local Support: For our local customers in Malvern and surrounding areas, our Click and Collect service remains 100% free of any surcharges.

We appreciate your understanding as we navigate these broader economic pressures together. If you have any questions about a specific order or our shipping tiers, please don’t hesitate to reach out to our team.

There is another option here. Plan B: an general price increase

You could not implement a fuel charge and, instead, increase prices on products over which you have price control. This “cleaner” approach avoids the friction of extra fees at the checkout and protects your brand from being associated with “surcharge fatigue.”

However, because this increase is permanent and less “justifiable” by a single external factor, your strategy must shift from cost-recovery to value-preservation.

The Psychology of Plan B

Research in consumer behavior suggests that customers often react more negatively to a small, visible $2 surcharge than to a $5 increase in the base price. Surcharges feel like a “penalty” at the final moment of commitment. An across-the-board increase, if done subtly, often goes unnoticed.

How to Implement a Plan B “Modest Increase”

To make this work without losing customers:

  • The “Cent” Strategy: Instead of a flat percentage, use “charm pricing.” If an item is $9.50, moving it to $9.95 is often more acceptable than moving it from $10.00 to $10.50.
  • Target High-Volume, Low-Sensitivity Items: A 20-cent increase on a high-turnover item can often cover a 12% freight hike more effectively than a large jump on a big-ticket item.
  • Review Your “Free Shipping” Threshold: If you offer free shipping for orders, Plan B usually requires raising that threshold (e.g., to $120). This encourages larger basket sizes to offset the shipping cost.

Messaging Without Mentioning “Fuel”

When you don’t use a surcharge, you shouldn’t constantly remind people about fuel prices. Instead, focus on quality and sustainability.

The Tone: Focus on “Investing in our service.” The Explanation: “To ensure we continue sourcing the highest quality products and maintaining our fast, reliable delivery standards, we have updated our pricing across our range. This allows us to remain a sustainable local business in a changing economic landscape.”

Which Plan is right for you?

Given the mix of products in an Aussie newsagency, even in a transformed newsagency, Plan B is more likely a better fit.

  1. You have a loyal, local customer base who values the “relationship” over the lowest possible price.
  2. You want to maintain a “premium” feel (premium brands rarely use surcharges; they just adjust their prices).
  3. You want to avoid the administrative headache of changing a surcharge percentage every time Australia Post sends a 30-day notice.

Ultimately, what you do is up to you. Think about it carefully. Doing nothing means you soak up the extra cost yourself, and likely complain about it. Rather than complain, make a business decision.

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

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Newsagency management
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