Category: Uncategorized

Food price inflation in the UK eased to 12.7% last month, the second sharp drop in a row, as the price of milk fell back but eggs, sweets and oven chips continued to increase.
Price rises slowed for the fifth month in a row in the four weeks to 6 August, the market research group Kantar reported on Tuesday.
Fraser McKevitt, the head of retail and consumer insight at Kantar, said the 2.2 percentage point reduction in the pace of price rises was the second sharpest month-on-month fall in inflation it had recorded since 2008.
“Prices are still up year on year across every supermarket shelf, but consumers will have been relieved to see the cost of some staple goods starting to edge down compared with earlier in 2023. Shoppers paid £1.50 for four pints of milk last month, down from £1.69 in March, while the average cost of a litre of sunflower oil is now £2.19, 22 pence less than in the spring,” McKevitt said.
Shoppers also continue to find ways to offset the impact of inflation on their household budgets by switching to supermarkets’ own-label products. Sales of own-label items rose 9.7% over the four week period, compared with a 6.4% rise in branded products.
The consumer group Which? has called on supermarkets to stock more of their cheapest own-label products in small local stores as it found that some branded food and drink products at supermarkets had more than doubled in price in the last year.
Mr Kipling chocolate slices and bakewell cake slices topped its price increase league with a 129.4% and 98% jump in a year. Yeo Valley yoghurts, Quaker porridge products and Tropicana orange juice also saw price rises of more than 55%.
The hunt for better deals has boosted the discounters Aldi and Lidl. They continued to take a bigger share of spending from their rivals, recording the fastest pace of growth in the market, according to Kantar. Aldi’s sales rose 21.2% and Lidl’s 19.8% in the 12 weeks to 6 August, compared with 9.5% at Tesco, the fastest growing of the traditional chains.
Asda’s sales rose 7.7% over the four weeks, according to Kantar – a slight slowdown in growth from that reported in the previous month as inflation across the market eased.
However, separate figures released by Asda on Tuesday showed sales, excluding fuel, had risen 9.6% in the three months to the end of June, with growth across food, clothing and general merchandise helped by high levels of inflation. The retailer said it had reduced the loss of shoppers to the discounters after updating its loyalty scheme and expanding to its own label range, led by its cut-price Essentials line, driving 14.7% growth in own brand sales.
McKevitt said that as a result of changes in behaviour, the average increase in households’ weekly grocery shop was £5.13 compared with last year, well below the £11.27 extra it would have been if they had continued buying exactly the same items as 12 months ago.
Cool and wet weather meant shoppers switched away from traditional summer fare to more autumnal soups and roasting joints, sales of which rose 16% and 5%. The amount of ice-cream sold slumped 30%, while soft drinks sales were nearly a fifth lower than 12 months ago when the UK was basking in hot, sunny weather. Halloumi, now popular at barbecues, was down by 27%.
The weather put a dampener on spending in supermarkets, with growth in groceries for eating at home slipping to 6.5% in the four weeks to 6 August from 10.4% a month before.
Morrisons continued to struggle, with sales growth of just 2.3%, with only the online specialist Ocado and independent retailers faring worse.
Read more:
Food price inflation in UK falls for fifth month in a row

Jaguar Land Rover (JLR) has recently announced its plans to create hundreds of new job opportunities in the West Midlands region.
This recruitment drive aims to support the increasing production of Range Rover vehicles and the development of next-generation electric models. With a focus on bolstering their workforce, JLR is seeking to hire 300 technicians and test engineers across multiple locations including Solihull, Gaydon, Warwickshire, and Whitley plants.
The expansion of JLR’s workforce comes as a response to the growing demand for Range Rover vehicles. Around 100 of the new positions will be dedicated to supporting the increase in Range Rover and Range Rover Sport production at the company’s new £130 million body shop in Solihull. This state-of-the-art facility will be equipped with cutting-edge automation technology, including nearly 700 robots.
In addition to increasing Range Rover production, JLR is also focused on the testing and maintenance of new electric vehicles. Approximately 200 technicians and test engineers will be based in Gaydon and Whitley, where they will contribute to the production and development of JLR’s next-generation electric vehicles. This investment in electric vehicle technology aligns with JLR’s commitment to sustainable transportation and the global shift towards electrification.
The announcement of these new job opportunities has been met with enthusiasm from West Midlands Mayor, Andy Street. He recognizes the positive impact this investment will have on the region’s economy and workforce. In his statement, Mayor Street praises the “exceptionally talented workforce” in the West Midlands and highlights the potential for increased skills, prosperity, and opportunities for local families.
Barbara Bergmeier, JLR’s Executive Director of Industrial Operations, emphasizes the significance of Solihull and Gaydon in the company’s global operations. She sees these new roles as an opportunity for talented individuals to be part of JLR’s ongoing transformation to electrification. JLR’s investment of £15 billion over five years will not only focus on its industrial footprint and vehicle programs, but also on autonomous, AI, and digital technologies, as well as enhancing the skills of its workforce.
As part of this transformation, JLR is converting its manufacturing facilities in Solihull, Wolverhampton, and Halewood to produce electric vehicles. The shift towards electric mobility reflects JLR’s commitment to reducing environmental impact and meeting the evolving demands of the automotive industry.
Read more:
Jaguar Land Rover Creates 300 New Jobs in West Midlands

Challenger bank Monzo has topped an official league table charting whether customers would recommend their bank to family and friends.

The Official League Table, published by the Competition and Markets Authority (CMA), is a biannual survey that rates the service quality of personal and business current account providers in the UK.
The survey covers various aspects of service quality, including online and mobile provision, branch services, and the overall customer relationship management experience. Monzo has emerged as the leading bank in both the personal and business account categories, surpassing its competitors.
Personal Account Rankings
In the personal account category, Monzo secured the top spot with an impressive satisfaction rating of 86%. This rating is based on responses from approximately 19,000 customers across Great Britain. Monzo’s commitment to putting customers at the heart of its operations has undoubtedly contributed to its success. The bank’s intuitive online and mobile banking services, coupled with its excellent overall service quality, have earned it a loyal customer base.
Business Account Rankings
Monzo’s dominance extends beyond personal accounts, as it also claimed the top position in the business account category. With a satisfaction rating of 89%, Monzo showcases its dedication to meeting the unique needs of business customers. The bank’s user-friendly online and mobile banking services, along with its personalized relationship management for small businesses, have resonated well with entrepreneurs and enterprises alike.
The Impact of Customer Service
Monzo’s ability to prioritize customer service has played a significant role in its success. The bank has built a reputation for being attentive to customer needs and providing efficient and user-friendly banking solutions. By offering excellent customer service, Monzo has fostered trust and loyalty among its customers, resulting in high recommendation rates.
The CMA’s Official League Table serves as a catalyst for competition among banks. By publicly ranking banks based on customer satisfaction, the CMA encourages institutions to improve their service quality and customer experience. This competition benefits consumers, as banks strive to meet their evolving needs and expectations.
Adam Land, Senior Director of Remedies, Business, and Financial Analysis at the CMA, emphasizes the impact of customer service on people’s daily lives. He believes that these rankings empower customers to make informed decisions and put pressure on underperforming banks to improve their services. If customers are dissatisfied with their current bank, they have the opportunity to switch to a more customer-centric institution.
Read more:
Monzo Tops Satisfaction Rankings in the UK Banking Industry

Hotels just like any other business are facing a host of challenges that demand creative solutions in the modern way.
The shifting landscape of guest expectations to the integration of advanced technologies is the standard to survive, thrive and stay in business.
Our editorial takes a detailed look into the contemporary challenges and solutions as well as how hotel POS integrations can be a key instrument in overcoming these obstacles.
The Landscape of Modern Hotel Challenges
Challenge 1: Evolving Guest Expectations
Standards by guests have gone up with the expectation of tailored experiences, this is especially the case since competing hotels are meeting these needs.
Challenge 2: Technological Transformation
Technology is changing how businesses and people are interacting in real time, the problem here for some hotels is keeping up with all changes.
Without disrupting operations is a major challenge when bringing in new tech.
Challenge 3: Intense Competition
As the hospitality market becomes increasingly crowded, hotels must find unique ways to stand out and attract guests & that’s the name of the game.
Challenge 4: Sustainability Demands
In 2023 landscape hotels are under pressure to adopt sustainable practices that minimize their ecological footprint. Here are the best sustainability trends and initiatives for hotels
Challenge 5: Efficient Operations
Streamlining hotel operations to optimize guest services while reducing costs presents an ongoing challenge for hotel management.
Solutions: How POS Systems Can Make a Difference
Solution 1: Personalized Guest Experience
Hotels have the ability to collate data and feedback from their customers on how to improve and POS is one of the best ways.
POS systems enable hotels to provide personalized services, from tailored room amenities and restaurant recommendations.
Solution 2: Seamless Technological Integration
By integrating POS systems with existing hotel software, hotels can ensure smooth operations and minimize disruptions during technological upgrades.
Solution 3: Data-Driven Competitive Edge
The real game changer here is collating data on spending patterns, popular items, and peak hours. Being able to analyse this allows hotels to stay competitive with their marketing and offerings, all thanks to POS systems.
Solution 4: Sustainable Practices
It can be challenging for your hotels to become completely sustainable over a short period, this is a gradual process. POS systems can aid in sustainability efforts by digitizing transactions.
Small starts such as digital receipts and invoices go a long way.
Solution 5: Enhanced Operational Efficiency
By automating tasks like order taking and payment processing, staff can focus more on guest interactions, leading to faster service and increased guest satisfaction, it’s a win-win!
Solution 6: Centralised Operations
Centralised operations allow for efficient communication between the front desk, housekeeping, and restaurant staff, resulting in better coordination and a seamless guest experience and better experiences for customers mean more revenue!
Solution 7: Mobility and Flexibility
Mobile POS systems enable staff to take orders and process payments anywhere on the hotel premises. This means shorter waiting times, showing innovation on the premises and increases revue for your bar, restaurants and other services.
Solution 8: Inventory Management
POS systems with inventory tracking functionalities help hotels manage stock levels more effectively. By automating inventory updates, hotels can avoid overstocking or stockouts, leading to cost savings and operational efficiency.
Solution 9: Financial Transparency
Modern POS systems provide detailed financial reports and analytics. This transparency allows hotel managers to identify areas of improvement, monitor revenue trends, and make data-driven decisions to optimize profitability.
Solution 10: Upselling Opportunities
POS systems can prompt staff to suggest additional services or upgrades based on guest preferences and spending history. This enables hotels to maximize revenue through upselling and cross-selling opportunities.
In Conclusion: Thriving Amidst Challenges
It should now be invented that POS systems have evolved into versatile solutions that address the multifaceted needs of hotels.
By leveraging the capabilities of POS systems, hotels can provide personalized guest experiences, integrate advanced technologies seamlessly, and streamline operations for optimal efficiency.
These systems empower hotels to navigate competition, adopt sustainable practices, and gather valuable insights to remain ahead in the market.
As hotels continue to embrace the digital age and prioritize guest satisfaction, POS systems emerge as indispensable tools that bridge the gap between innovation and hospitality. So, whether you’re a seasoned hotelier or a newcomer to the industry, consider the transformative potential of modern POS systems as you navigate the challenges and opportunities of the modern hospitality landscape.
Read more:
Hotel Challenges in the modern world and how to overcome them

What’s clear from Deloitte’s Global Chief Procurement Officer Survey 2023 is that environmental and social governance (ESG) is now firmly on the corporate agenda. This year, it leapt right up the priority list, from seventh place to second.
Elevating ESG, however, is tough to deliver. In practice, it is hugely dependent upon good supplier data, which is notoriously hard to achieve and maintain. Exploring why turns the spotlight to its source: suppliers. So, do suppliers themselves cause brands to struggle with data?
Supplier experience expert HICX’s CEO, Costas Xyloyiannis, says they do – but only reactively. Where we really should turn the spotlight, he believes, is toward the experience suppliers receive as they serve big manufacturing brands.
Letting data live across teams will harm it
The way in which big brands work with suppliers creates too many entry points for their data. Each digital tool which employees use to engage suppliers is an opening. And by default, suppliers deposit their data in whichever tool they’re expected to use.
For example, when working with a major brand, suppliers are expected to use different tools for placing orders, sending compliance surveys, assessing performance, and doing many other tasks. Furthermore, most employees across the business work with suppliers in some way. Each time the parties work together in one of these tools, it stores the supplier’s data. And when we step back and look at all the data across the brand, as a whole, it is very compromised.
When the master dataset is created this way, it gets peppered with duplicated, incomplete, and outdated entries. Regrettably, in this format, it misguides decisions – including those which shape ESG activity.
The best team to own supplier data is overrun
Brands can reverse this weakness by addressing the data problem. But someone needs to do it. Despite so many teams contributing to and using supplier data, there is no one perfect owner for the job.
There is a function, however, which is closest. Procurement. As it already runs the relationship with suppliers, Chief Procurement Officers (CPOs) can probe adjacent issues – such as data.
A consideration though, is that Procurement teams already have mandates, which they are stretched to deliver. Eating into the function’s bandwidth is the necessity to tackle inflation, demand surges, driver shortages, and other Covid-19-related issues. Also waiting for the function’s attention is digital transformation, an area in which it seriously lags.
Put data at the heart of current strategies.
Looking at Deloitte’s latest survey results, there is an opportunity for CPOs to work smart. There is a clear path for CPOs to fit the brand’s data goal at the heart of their two top strategies, “increasing supplier collaboration” and “investing in digital transformation.” Supporting this approach is in the interest – and arguably the responsibility – of all C-suite executives.
How then can fellow executives get involved? First, we can help Procurement’s collaboration strategy by reforming how every employee sees suppliers. Too often, suppliers are just a means to save costs. And while saving costs is important, it’s not everything. Untypically, cost savings slipped off the podium in this year’s survey, into fourth place. This shift in focus – away from squeezing suppliers and towards collaborating with them – will bode well for brands that want to perform in ESG. But only if everyone in the organisation can adopt the mindset.
If they do, brands can offer suppliers a better experience which will encourage them to contribute to improving data. It is human nature to want to give back. Further, we learnt in a recent HICX survey that suppliers are 20% more likely to “go the extra mile” for brands they rate as customers of choice. Therefore, it’s likely that suppliers will want to participate.
But a willingness to hike data quality is not enough. In addition to company mindsets, brands must tackle a second obstacle: digital processes.
Redefine what it means to digitise
Next, we can help Procurement to revamp the tools through which everyone engages suppliers. We know that too many entry points pull down data quality. The opportunity, then, is to guide the way in which Procurement digitises so that the brand and function can gain control. Thinking about processes in this way is real digital transformation.
Today’s situation makes maintaining reliable data very hard. Any attempt to cleanse data is undermined by the inflow of new data from multiple sources. It’s like trying to clean the ocean. The rate at which new pollution enters the ocean outstrips most efforts to remove it. And in both cases, it makes sense to control the inflow.
In a digital environment, this means fitting a solid data foundation. A data foundation, in practice, is a central repository with one front door that is monitored and through which all new data must come in. Master data can be sent to other tools. The rule however is that they can only borrow the data, and never alter it. Good data resides in this foundational repository, where it is looked after.
A word of caution though: be aware of quick fixes. A deeper look at the “multiple entry points” situation reveals a deeper integration challenge. Established tools, such as source-to-pay suites through which Procurement and Finance work with suppliers, don’t always mix well with newer tools on the market. One remedy is to use established suites fitted with newer features. But this fails to address the data quality goal. It reminds me of the famous quote by Henry Ford: If I had asked people what they wanted, they would have said faster horses. Using old suites fitted with new features is like using a faster horse. It’s a stopgap. Rather, let’s stop good data’s tendency to evade ESG leaders when they need it most. Let’s tackle underlying issues once and for all.
Building for the future
Truly digitising, of course, gives suppliers a better experience too, which drives the collaboration goal—and sets in motion a virtuous cycle.
Now, suppliers who once fed the ESG data problem can contribute to its solution. Leaders who help their CPOs to collaborate with suppliers and digitally transform, for the greater enterprise, can steer supplier behaviour and keep good data. And this, as we know, is the fuel to ESG success.
Read more:
Want to keep good ESG data? Foster its source

HMRC revealed its plans to engage 1,630 extra temporary workers every month until September, as it looks to improve declining service levels – a move which flexible working expert, Qdos, has said “smacks of irony”.
In its latest set of accounts, HMRC stated that it will engage 1,630 additional temporary staff monthly, between April and September. This is to improve customer service levels which have seen average call waiting times more than treble since 2018/19.
Typically, taxpayers spent 16 minutes 34 seconds to speak to an advisor in 2022/23, with waiting times exceeding 20 minutes on average in the last quarter of the financial year. This is compared to 5 minutes 14 seconds in 2018/19.
HMRC’s plans were announced in the same report which showed that the tax office did not engage any contractors outside the scope of the IR35 legislation in 2022/23.
Seb Maley, CEO of Qdos – an IR35 specialist and insurance provider for flexible workers – commented: “The fact that by September HMRC is bringing in thousands of temps highlights the vital role that flexible workers play in challenging times. But its plan to engage 1,630 more flexible workers every month when HMRC won’t engage contractors outside IR35 smacks of irony.
“On one hand, HMRC desperately needs temporary workers to improve declining service levels. On the other, it seems to be giving them no choice but to work on the payroll – regardless of their true employment status.
“Let’s not forget that this is the same body that created, enforces and insisted on reforming the IR35 legislation. Rather than demonstrating to other organisations how different types of flexible workers can be engaged, HMRC is a shining example of how not to go about it.”
Read more:
HMRC to hire 1,630 extra temps monthly to improve falling customer satisfaction 

Amazon, the global online retail giant, has partially relented following a row over new rules that would have affected thousands of marketplace sellers in the UK and continental Europe.
The company initially announced that it would hold on to the proceeds of sales for more than a week, rather than crediting sellers’ accounts immediately after a sale was made. This move sparked outrage among small businesses, with concerns that it could force them out of business. However, after facing mounting pressure and scrutiny, Amazon has now announced that it will delay the rule change for several months for some sellers.
The Impact on Small Businesses
The new policy announced by Amazon would have required sellers to wait a week after the delivery of an item to receive payment, with funds not reaching their bank accounts until three days later. This delay in payment raised serious concerns among small businesses, many of whom rely on a steady cash flow to sustain their operations. Some sellers even voiced fears that their businesses could collapse as a result of the extended wait time for receiving their sale proceeds.
According to Amazon, there are approximately 225,000 small- and medium-sized businesses selling through its marketplace across Europe, with around 15% of these sellers, or about 33,750, potentially being affected by the rule change. For some sellers, this meant that thousands of pounds would be held back, disrupting their cash flow and hindering their ability to cover expenses and grow their businesses.
Backlash and Government Intervention
The announcement of the rule change sparked a growing outcry among affected sellers, leading to a public backlash and calls for Amazon to reconsider its decision. The situation escalated further when it was revealed that a UK government minister had written to Amazon, seeking clarification on how the company planned to support small sellers affected by the new rules.
In a letter addressed to John Boumphrey, the head of Amazon’s UK business, Kevin Hollinrake MP expressed his concerns, stating, “I would be grateful if you could explain how Amazon intends to help mitigate the impact on its sellers of this change, as this is a challenging time for many small businesses who are already struggling with cashflow issues.”
The UK government’s intervention signaled the gravity of the situation and highlighted the importance of platforms like Amazon in supporting small businesses and helping them access global markets. The livelihoods of these businesses should not be jeopardized by Amazon’s approach, according to the letter from the small business minister.
Amazon’s Partial Concession
Amid mounting pressure and concerns raised by both sellers and the UK government, Amazon announced that it would delay the implementation of the rule change for some sellers. The transition date for these sellers has been extended until 31 January 2024, providing them with temporary relief from the cash flow disruption caused by the new policy.
While this concession was seen as a small victory for affected sellers, some expressed dissatisfaction, highlighting that it merely postponed the challenges they would face until January 2024. Many sellers called for further clarification from Amazon, seeking reasons why such a policy change was deemed necessary.
The situation with Amazon is not an isolated incident. Another online marketplace, Etsy, faced a similar backlash when it introduced a policy that held back a significant portion of sellers’ earnings for an extended period. This policy, implemented in late May, allowed Etsy to withhold up to 75% of some sellers’ takings for at least 45 days.
In response to the uproar from sellers, who boycotted the platform in protest, Etsy was forced to reconsider its stance. The company announced that it would reduce the amount held back from sellers, with the most common level of reserve expected to be 30%. This incident highlights the growing concerns among online sellers about the financial practices of major e-commerce platforms.
The Future for Amazon Sellers
The delay in the rule change for some Amazon sellers provides temporary relief, but it also raises questions about the long-term implications for businesses operating on the platform. Sellers must carefully evaluate their dependence on Amazon and consider diversifying their sales channels to mitigate any potential risks associated with policy changes.
While Amazon has stated that the new policy is intended to ensure sufficient funds to cover product returns or customer claims, it is essential for sellers to have contingency plans in place to protect their businesses. This may involve exploring alternative platforms, building a direct customer base, or investing in marketing strategies to drive traffic to their own e-commerce websites.
The recent controversy surrounding Amazon’s rule change and the subsequent delay highlight the challenges faced by small businesses operating on major e-commerce platforms. While Amazon’s partial concession provides temporary relief for some sellers, it also underscores the need for sellers to be proactive in safeguarding their businesses. Diversification and contingency planning are crucial to ensure long-term sustainability and resilience in the face of policy changes and potential disruptions.
As the e-commerce landscape continues to evolve, sellers must stay informed, adapt to changes, and explore opportunities beyond a single platform. By doing so, they can mitigate risks and maintain control over their businesses, ultimately ensuring their continued growth and success.
Read more:
Amazon Delays Rule Change for UK Sellers Amidst Concerns of Business Collapse

Bookshop.org, the ethical book-buying alternative to Amazon, has now generated £3 million in profit since its launch for the 570 independent bookshops using the platform, and is setting the goal to increase online sales for indies by five times in the next five years.
The news comes as a new survey from the Booksellers Association (BA) sheds new light on the digital footprint of independent bookshops in the UK, which Bookshop.org is set to expand even further over the next few years. The BA and Bookshop.org will be conducting the survey on an annual basis, to report on the development of indie bookshop online sales in the UK.
The survey finds that for independent bookshops in the UK online sales make up a total of 7% of their overall revenue, with over half of them reporting that they are either somewhat or very dissatisfied with their online business, and express aspiration to grow their online sales by over 20% in the next year alone. The survey reports that the main obstacles that stand in the way to the indies doing more online business are lack of time and knowledge.
Since the pandemic, the book industry has seen remarkable growth in online sales – 60% of books are now bought online . After generating £3 million for independent booksellers, Bookshop.org’s goal is to increase online sales for the indies by five times by 2028, helping them fulfil their ecommerce potential.
To achieve this, they are asking customers to support independent bookshops through online sales – whether that is the shop’s own ecommerce platform or via Bookshop.org – to bolster the indies’ portion of the online book market.
In addition, Bookshop.org are calling on the wider book industry (authors, publishers, influencers, event organisers, partners) to join them on their mission and actively support independent bookshops to expand digitally, for example linking to Bookshop.org or independent bookshops’ own website, curating lists on the platforms, engaging with indie bookshops on social media, etc.
Independent booksellers are vocal about how their presence on Bookshop.org supported their in-shop efforts, and not merely by bringing in incremental financial revenue. In addition to the commission generated by online sales, their presence on the platform contributed important new customer streams, gave them access to learning opportunities, and enabled them to invest in their local communities and staff, as well as upgrading their premises and funding special author events.
Sheryl Shurville, Co-owner of the Chorleywood and Gerrards Cross Bookshops, said: “Online sales through Bookshop.org are a vital (and growing!) part of our business, contributing significantly to the services we offer to customers. One of our main aims is for our Bookshop.org shop fronts to be the first port-of-call for readers wishing to shop online, connecting us with customers beyond the physical reach of our bricks-and-mortar shops. With this in mind, we anticipate doubling our online sales in the next three years. The Bookshop.org team have been hugely supportive of our activities in this area, and the commission we’ve received so far has helped us to upgrade and refurbish our Gerrards Cross Bookshop, enhancing the experience for customers in the local community.”
Richard Drake, Owner of DRAKE The Bookshop, said: “Bookshop.org is a great way to allow people who are fans of online shopping to still support their high street. The fact that the platform has reached such an incredible milestone demonstrates this perfectly. Obviously, as bookshop owners we think there is nothing better than heading into a bookshop for a browse, but if people can’t do that then continuing to support Bookshop.org means and in turn us means we can continue to use our share to help fund fantastic ventures such as The Great North Author Tour. Many, many physical bookshops do a great job of putting on school events, author talks and signings, and multi-bookshop tours, all of which are vital to our communities and our high streets.”
Over the next five years, Bookshop.org’s goal is to help the indies grow their online sales significantly, not only via direct sales on the platform, but also through their support towards building the booksellers’ online skills and confidence. The Bookshop.org model doesn’t require booksellers to become experts in ecommerce in order to thrive online.
The platform has the benefit of saving them time by offering an accomplished service of stocking, packing and posting books, freeing up precious time for booksellers to bring what they do best to the online word: talking about books, recommending titles, connecting authors with readers, bringing together communities. Furthermore, through Bookshop.org’s regular Town Halls, bookshops can bring additional strength to their business by growing their digital marketing skills.
As part of Bookshop.org’s mission to allow independent bookshops to thrive in the age of ecommerce, last year they secured a partnership with TikTok, as the social media platform grew its role as influencing book-buying trends. Thanks to the partnership with Bookshop.org, independent bookshops have easy access to a way of selling books through their social media, thus reaching an important portion of the online market.
The next step for the ethically conscious retail website is their expansion onto the audio and eBook market. For the first time, independent bookshops in the UK will be able to offer audiobooks and eBooks to their customers, all available on one easy-to-use platform.
As well as a great user experience, seeing audiobooks, eBooks and physical books all sold on the same platform, Bookshop.org will apply the same business model as their physical book sales, offering independent bookshops a more generous cut than other affiliate-based retailer platforms. UK bookshops will be able to keep the full profit margin of any eBooks or audiobooks they sell, while all other sales will generate 10% for the profit pool.
Martin Higgins, UK Retail Director at Penguin Random House, said: “The development of Bookshop.org over the past two and half years in the UK has been remarkable. They have complemented and amplified the growing UK independent bookshop market with an original business model, and have succeeded in ensuring many high street booksellers establish a strong online trading presence. We are looking forward to continuing to work closely with the team at Bookshop.org on their exciting future plans.”
Sophie O’Neill, Managing Director at Inpress Books, commented: “At Inpress we are committed to growing the market for independently published books and we have always relied heavily on support from the independent book trade. Bookshop.org has been transformative in terms of growing sales for indie presses, offering the vital online presence of hand selling and recommendations which is so key to the indie shopping experience. They have been instrumental in creating our word-of-mouth and bookseller led bestsellers. We are completely behind the goal of raising turnover by x5 in the next five years and will do all we can to support Bookshop.org in achieving their ambition. Bookshop.org is a key player in our future strategy, not only as a commercial partner but a partner that reflects the values and ethos of the publishers we represent.”
Nicole Vanderbilt, Managing Director of Bookshop.org UK, said: “Thanks to ethically conscious book-buyers in the UK, we are proud to have reached the milestone of £3 million in incremental profit generated for independent bookshops. However, we believe the online book market has many more opportunities to offer to independent booksellers – in a way, we’ve only helped them scratch the surface so far. As 60% of books are currently bought online, independent bookshops should aim to see a larger proportion of their books also bought online.
We want to help them be competitive in the world of ecommerce, translating their knowledge, passion and creativity to the online world, and freeing them of the logistics of online book order taking and delivery. Whether on our TikTok shop or on the curated lists on our website, we pride ourselves on experimenting and being at the leading edge of new uses of technology for selling books. But we can’t do this on our own: we need publishers, authors, partners, bookshops and readers themselves to embrace our cause. Bookshops are primed and ready on our platform, we need the book world to change their ways. We believe that a world where independent bookshops are successful businesses, with a robust online presence, is a better world for everyone.”
Read more:
Bookshop.org hits £3m profit for indie bookshops, as it pledges to increase online indie sales by 5x times in 5 years

Birmingham has been ruled out as a replacement venue for the 2026 Commonwealth Games by West Midlands Mayor Andy Street.
He was commenting after it emerged that the State of Victoria in Australia backed out of hosting the 2026 games and Alberta in Canada has been ruled out as the 2030 host.
Asked if Birmingham could step in, he told GB News: “So the interesting phrase is that word in that question, is ‘could’ – of course we could, a brilliant job was done across Birmingham and the West Midlands last year.
“And we’ve seen all the figures around inward investment, the brand of Birmingham around the world being enhanced. Should we? My answer at the moment is no.
“What the Commonwealth Games needs for its long term success is for an Australian state to step forward, a Canadian state to step forward and it wouldn’t be quite the same if it was just in one location. As much as we in a sense would love to do it again, it’s not yet the right answer.”
In a discussion with Camilla Tominey, he also called on the Government to reduce Corporation Tax eventually: “Corporation Tax, I would like to see it come down over time, but let’s be honest, the Government has got to manage its finances as well.
“We were at about 19%. That was very competitive within the G7. If we could get back to that, that very competitive position – the Government has been really clear they want to get back to that when the public finances allow.
“We can’t deny that we’re in a particularly difficult position and good sound finance is a Conservative principle.”
He also said that the Covid pandemic had hampered the efforts with levelling up: “We were closing that gap but actually the pandemic has pushed our performance backwards.
“It makes this agenda even more important and actually…what this government under Rishi Sunak and Jeremy Hunt have done, they are investing billions in areas outside of the south-east.
“If I look at our experience, a billion pounds for transport investments, huge money for developing skills, huge amounts of money now, and recently a half a billion pounds more for building affordable homes.
“So that cash is being put on the table by the Government and what people on the ground want to see is actual delivery.”
Read more:
Birmingham ruled out as Commonwealth Games replacement venue by mayor