Retail News CRM

Tag: Convenience Retail

  • Shell Sells 200 Indonesian Fuel Stations to SEFAS Group

    Shell Sells 200 Indonesian Fuel Stations to SEFAS Group

    Shell has completed the sale of its retail fuel business in Indonesia to local partner SEFAS Group, transferring a network of roughly 200 service stations across the country.

    More than 160 of those forecourts are company-owned sites, and all of them will continue trading under the Shell name through a long-term trademark licensing agreement.

    Announced on Friday, October 30, 2026, the transfer hands over operations to SEFAS while preserving Shell-branded fuel products for Indonesian motorists without disruption.

    Transfer to PT Isla Energy Indonesia

    The transaction shifts Shell’s downstream forecourt assets, supply chain infrastructure, and fuel distribution operations into PT Isla Energy Indonesia, which SEFAS now owns entirely. The deal also hands SEFAS full control of a fuel terminal in Gresik, East Java. Neither company disclosed the financial terms.

    Forecourts will keep selling Shell-formulated fuels without interruption, leaving customer loyalty schemes, payment systems, and forecourt retail partnerships intact at store level. Operating fuel retail through local licensees allows foreign energy majors to cut direct capital expenditure while taking high-margin brand royalties from high-volume emerging markets.

    Forecourt Retail Shift in Southeast Asia

    Fuel retailing across Southeast Asia has shifted away from direct ownership by international majors toward local distribution specialists who operate roadside convenience stores, quick-service dining, and vehicle maintenance franchises more aggressively. Running company-owned networks in Indonesia requires heavy working capital to manage import supply chains and land leases.

    For Indonesian forecourt operators and convenience store concessionaires, the ownership change puts site development decisions in the hands of a local distributor with immediate domestic supply ties. SEFAS absorbs the operational risk of managing site inventories and wholesale fuel margin volatility, while Shell collects licensing revenue without carrying forecourt real estate on its balance sheet.

    Lubricants and Manufacturing Kept In-House

    Shell kept its Indonesian lubricants and industrial manufacturing divisions entirely separate from the retail sale. The energy group continues to operate its lubricant oil blending plant in Marunda, Bekasi, which produces up to 300 million litres annually.

    That manufacturing footprint expanded in September 2026 when Shell started commercial operations at a grease plant with an annual capacity of 12,000 metric tons. SEFAS agreed in August 2026 to buy the retail fuel business before working through Indonesian regulatory clearances and closing procedures.

    Forecourt operators will watch how quickly SEFAS expands the network beyond Java and whether it updates PT Isla Energy Indonesia’s convenience retail partnerships across the remaining dealer-owned sites.

  • CP Group Distances Senior Chairman from 4 Holy Basil Patents

    CP Group Distances Senior Chairman from 4 Holy Basil Patents

    Charoen Pokphand Group (CP) issued a statement on Saturday distancing itself and senior chairman Dhanin Chearavanont from controversial patent registrations covering four new varieties of holy basil.

    The agribusiness conglomerate responded after social media posts alleged CP and Mr Dhanin owned all holy basil varieties across Thailand, barring farmers and consumers from cultivating or selling the herb without permission.

    “That is not factual, scares people and affects the reputation of Charoen Pokphand Group and the individual mentioned,” the company stated, noting that subsidiary CPRAM obtained the 4 plant patents independently.

    Corporate Structure and IP Ownership

    CPRAM operates as a subsidiary of Stock Exchange of Thailand-listed CP All Plc. Charoen Pokphand Group holds equity in CP All, but the parent entity stated it maintains no operational authority over board decisions or intellectual property filings conducted by individual subsidiaries.

    The dispute flared after social media claims alleged CP held a commercial monopoly over holy basil, known locally as kaphrao. Rumours claimed growers faced legal penalties without corporate licensing, prompting visible pushback from herb vendors across wholesale wet markets.

    Read Across for Food Retailers and Agricultural Suppliers

    Contract farming and retail ready meal supply chains across Southeast Asia hinge on public goodwill, particularly when major conglomerates patent proprietary seeds for national staple ingredients. Operating companies in Thailand frequently develop crossbred crops to boost yields, uniform leaf sizes, and shelf life for high-volume chilled convenience meals, yet proprietary breeding quickly draws political scrutiny when perceived as corporate fencing of common culinary heritage.

    For consumer operators, food processors, and supply chain managers, the controversy demonstrates that holding standard plant variety certificates can trigger immediate brand friction at retail stalls. CPRAM pursued higher harvest yields and profit margins for partnered growers, but the conglomerate found itself forced into public damage control to prevent broader boycotts against its convenience retail channels.

    Regulatory Scrutiny on Plant Varieties

    Public pushback escalated after domestic television broadcasts featured market vendors criticising corporate control over phat kaphrao, widely treated as Thailand’s staple national stir-fry. In response, government regulators at the Department of Agriculture moved to examine the underlying registration filings covering the specific varieties held by the group’s manufacturing unit.

    The company warned that it reserves legal rights to pursue parties spreading false statements that harm group reputations or executive standing, while state agriculture inspectors conduct their formal registration review.

  • Lactel Malaysia Launches Low Fat Smooth Yogurt in Pouch Format

    Lactel Malaysia Launches Low Fat Smooth Yogurt in Pouch Format

    Lactel Malaysia launched its Low Fat Smooth Yogurt in a portable pouch format this week.

    The easy-to-enjoy yogurt is designed for everyday routines, whether heading to work, squeezing in 1 gym session, or snacking on the go.

    Format Shifts in Chilled Dairy

    Each pouch contains live cultures in a low-fat, smooth and silky formulation. Squeeze packaging eliminates utensils. That shifts chilled yogurt into a single-handed snacking format.

    Dairy brands across Southeast Asia continue shifting traditional tub products into flexible pouches to secure convenience store chiller space. Front-of-store cold cases reward grab-and-go packaging. These items compete directly with ready-to-drink flavored milk, RTD coffee, and ambient snacks.

    Convenience Retail Dynamics

    Squeeze pouches give retailers higher refrigerated stock density than rigid plastic tubs. Urban convenience chains in Malaysia gain stock that stacks easily. Units move fast among transit shoppers during morning and evening rush hours.

    Cold-chain distribution remains a hurdle for live-culture fresh pouches. Logistics networks must keep temperatures steady from factory depot to checkout chiller. Any temperature shift can spoil texture and cut shelf life.

    Targeting Cross-Generational Snacking

    Lactel previously restricted its pouch lineup to children’s lunchboxes and infant nutrition. Expanding to adult shoppers targets consumers seeking functional benefits like live probiotics without dessert-level fat content.

    Rival Malaysian dairy producers have pursued similar packaging across drinking yogurts and cultured milk drinks. Introducing a thicker, low-fat spoonless yogurt tests whether adults will embrace squeezable pouches for breakfast and workout fuel.

    Retail Distribution Rollout

    Nationwide distribution covers hypermarkets, supermarkets, and convenience stores. Retailers are merchandising the pouches in chilled dairy bays next to Lactel tubs and bottled drinks.

    Store audits over the coming quarter will track whether pouch sales cannibalize single-serve pots or attract incremental buyers to the chilled dairy aisle.

  • PepsiCo Introduces STING Energy as Official Formula 1 Partner in Southeast Asia

    PepsiCo Introduces STING Energy as Official Formula 1 Partner in Southeast Asia

    PepsiCo introduced its STING Energy brand as an official partner of Formula 1 in Malaysia and Singapore on September 28, 2026. The debut links the multinational’s regional energy beverage line directly to Southeast Asian motorsport race calendars.

    The push expands PepsiCo’s sports sponsorship presence in core ASEAN convenience and retail channels. STING centers its promotional activations on high-speed brand association across retail shelves and consumer engagement events in both territories.

    Race Season Rollout

    Activations roll out across hypermarkets, mini-marts and petrol stations throughout peninsular Malaysia and Singapore. Retailers receive co-branded point-of-sale displays and seasonal packaging designed to capture race-weekend shoppers.

    STING Energy uses the global motorsport platform to target young, mobile consumers seeking functional beverages at affordable price tiers. The campaign coordinates convenience-store placement with digital race-week content.

    Energy Drink Market Dynamics

    Energy drinks continue to generate consistent velocity for modern trade operators in Southeast Asia. Category volumes benefit from high turn rates at petroleum forecourts and 24-hour convenience chains, where grab-and-go purchases drive basket margins.

    Rival brands have long dominated motorsport sponsorships across the region. By stepping into Formula 1, PepsiCo challenges established competitors for prime counter placement and cold-vault real estate in urban hubs.

    Channel Strategy Across Southeast Asia

    Distributors face the task of keeping store shelves stocked through high-traffic race periods. Regional convenience chains routinely report beverage volume surges during major regional sports broadcasts.

    For retail buyers, tiered sports partnerships provide predictable promotional calendars. Stocking commitments tied to international race circuits allow supermarkets and regional distributors to plan inventory buys months ahead of key fixtures.

    What to Track Next

    Attention turns to distribution figures across regional retail chains following the race season launch. Inventory turnover numbers across Malaysian and Singaporean convenience outlets during upcoming race fixtures will show how effectively global sports branding converts to sustained register receipts.

  • Lay’s Thailand Launches 2 Unconventional Potato Chip Flavours

    Lay’s Thailand Launches 2 Unconventional Potato Chip Flavours

    Lay’s Thailand has launched 2 unconventional potato chip flavours across 7-Eleven convenience stores nationwide. The rollout introduces coriander and durian options to local snack shelves.

    Both items arrived in stores in September 2026 under the Lay’s Coriander Seasoned and Lay’s Durian Delight labels. Bright yellow bags house the durian crisps, designed to stand out against standard savoury snack lines in busy retail aisles.

    Convenience channel distribution

    Lay’s designed the coriander variant to mirror the savoury, aromatic profile of dishes cooked with fresh herbs. It provides a rich, savoury seasoning intended for easy snacking. Meanwhile, the durian edition releases a sweet, creamy aroma immediately upon opening, offering durian enthusiasts a crunchy chip format.

    Distribution relies entirely on the 7-Eleven retail network across Thailand’s provinces and urban centres. Placing the specialty runs directly into the country’s dominant convenience footprint secures maximum visibility at checkout counters.

    Regional taste experimentation

    Consumer fascination with coriander snacks across mainland China and Taiwan paved the way for the launch. Food manufacturers in East and Southeast Asia regularly use regional botanical ingredients for short-run flavour trials. These releases test shopper willingness to try unfamiliar profiles.

    Taiwanese snack makers have similarly tested experimental categories, including century egg crisps and fermented seasonings, to drive social media buzz and trial purchases. Durian remains an established flavour foundation in Southeast Asia. Even so, combining sweet fruit profiles with savoury potato bases continues to divide consumers.

    Portfolio risk and rotation

    Novelty flavours present distinct operational calculations for fast-moving consumer goods manufacturers and retail category managers. These limited batches rarely turn into permanent volume drivers. However, they generate valuable basket conversion when standard potato chip variants hit sales plateaus.

    Inventory risks mount quickly if repurchase rates drop after initial curiosity purchases fade. Convenience operators manage this exposure by running rapid stock rotations. They clear experimental stock before consumer fatigue sets in across key demographic clusters.

    Sales performance across Thai 7-Eleven branches will now determine whether the company pursues wider distribution across Southeast Asian convenience chains.

  • Monde Nissin Releases Two Limited-Edition Lucky Me! Pancit Canton Flavours

    Monde Nissin Releases Two Limited-Edition Lucky Me! Pancit Canton Flavours

    Monde Nissin Corporation rolled out two limited-edition flavours of Lucky Me! Pancit Canton across Philippine retail channels this week. The release pairs Extra Hot Chili with Cheese and combines the brand’s Original seasoning with Barbecue.

    Both variants target instant stir-fried noodle consumers looking for hybrid seasonings. The Extra Hot Chili and Cheese option balances capsaicin heat with a dairy profile, while the Original and Barbecue variant adds smoky sweetness to the base soy-and-citrus profile of the flagship product.

    Flavour combinations for the core line

    Limited-edition extensions allow food manufacturers to generate temporary sales bumps without retooling permanent factory lines. By mixing established spice packets with cheese and barbecue elements, Monde Nissin tests consumer appetite for western-style savoury combinations on its highest-volume dry noodle format.

    Flavour experimentation in the instant noodle segment historically relies on spicy profiles across Southeast Asia. Introducing dairy notes into a hot dry noodle directly counters imported spicy ramen varieties that have gained traction among younger demographic segments.

    Shelf space and convenience retail

    For supermarket chains and convenience operators like 7-Eleven and Ministop in the Philippines, line extensions provide promotional material for end-cap displays. Temporary flavours rotate inventory faster because shoppers treat them as impulse purchases rather than pantry staples.

    Modern trade buyers allocate prominent shelf space to short-run stock from dominant domestic suppliers. The turnover speed of limited batches protects retail margins while testing demand before deciding on permanent manufacturing commitments.

    Managing portfolio risk in instant noodles

    The operational challenge for Monde Nissin sits in inventory balance across traditional trade. In the Philippines, independent sari-sari stores generate the bulk of fast-moving consumer goods volume. If limited-edition stock lingers on wholesale shelves after marketing campaigns finish, store owners discount standard packs to clear inventory.

    Competitors like Universal Robina Corporation and imported Korean brands continue to crowd the instant noodle aisle with specialty sauces. Keeping the Lucky Me! Brand active through rotational flavours prevents volume erosion toward premium foreign alternatives.

    Distribution rollout across regional trade

    Monde Nissin distributed the initial production run to major supermarket operators and wholesalers across Metro Manila before expanding shipments to regional distribution hubs in Luzon, Visayas, and Mindanao. Retail pricing remains pegged close to the core Pancit Canton range to protect everyday volume.

    Stock allocation will run through standard retail cycles until production quotas conclude. Retail sell-through rates across modern grocery channels will dictate whether either formulation enters permanent manufacturing rotation.

  • Zuum Adds Strawberry Energy Gum in Ten-Product Expansion Push

    Zuum Adds Strawberry Energy Gum in Ten-Product Expansion Push

    Australian functional consumer brand Zuum launched an extra-strength strawberry energy gum in September 2026. The release kicks off a planned 10-product rollout across domestic and overseas retail networks.

    The new variant expands the core Performance Energy Gum line. Zuum is targeting wider shelf space in convenience chains, pharmacies and online direct-to-consumer channels.

    Expanding the functional gum lineup

    Cool Mint, Extra Strength Arctic Mint, Spearmint and Watermelon already sit in the range. The strawberry gum sells through Zuum’s website alongside physical retail stockists.

    Functional chewing gums deliver active ingredients like caffeine and vitamins through oral absorption. That format provides faster uptake without liquid volume, giving shoppers an alternative to ready-to-drink energy beverages and traditional confectionery.

    Convenience and pharmacy distribution

    Convenience stores and pharmacy banners serve as the primary distribution ground for impulse functional products across Australia. Checkout placement captures commuters and workers seeking quick alertness fixes.

    For retailers, high-margin functional confectionery delivers strong sales density per square centimetre at front registers. The products challenge conventional mints and sugary gums, which face steady volume pressure from health-conscious consumers.

    Competitive pressure in energy alternatives

    Energy gum competes directly with canned energy drinks, caffeine pouches and functional tablets. While canned drinks dominate total volume, portable formats win on pocket-sized convenience and zero-sugar recipes.

    Survival in functional confectionery requires steady sales velocity after opening promotional campaigns fade. Retail buyers routinely clear counter space of slow-moving stock keeping units.

    Retail rollout timeline

    Zuum established its mainstream retail footprint in 2024 when convenience operator 7-Eleven introduced the gum line to Australian stores. That partnership gave the brand national visibility across high-traffic urban and roadside locations.

    Nine additional products will arrive before the end of the second half of 2026. The company is now negotiating broader listings in domestic pharmacy chains and selected international markets.

  • PepsiCo Launches Nobby’s Protein Coated Almonds in 45G Packs

    PepsiCo Launches Nobby’s Protein Coated Almonds in 45G Packs

    PepsiCo Australia expanded its impulse snacking portfolio on September 16, 2026, with the launch of Nobby’s Protein Coated Almonds.

    The single-serve range comes in 45g packages featuring whole roasted almonds enclosed in a protein-enriched coating and seasoning.

    Functional Formats for Front-of-Store Displays

    The product enters the market in two flavours: Cacao, delivering 11g of protein per pack, and Salted Caramel, providing 10.8g of protein per pack.

    Traditional packaged nuts already carry a natural health halo, but multinational snack makers face rising competition from dedicated sports nutrition bars and fortified confectionery. Adding a concentrated protein coating lets PepsiCo position a heritage pub-snack brand like Nobby’s directly against specialized fitness snacks on convenience racks.

    Margin Pressure and Category Competition

    For convenience operators and grocers, the format offers higher revenue per square centimetre of impulse shelf space compared to conventional salted peanuts. The risk rests in repeat purchase behaviour: coated nuts carry a heavier processing load, and shoppers buying functional protein often scrutinize sugar levels and ingredient purity before committing to daily consumption.

    Rival consumer goods manufacturers in Australia and across broader Asia-Pacific markets have pursued similar line extensions, turning core confectionery and nut brands into macro-friendly alternatives. PepsiCo itself continues to tweak recipe formulations across its regional portfolio to counter slowing volume growth in traditional fried snacks.

    Shelf Performance Metrics to Watch

    The Australian launch follows wider category revamps across PepsiCo’s regional business, where the company has sought to offset shifts away from high-sodium savoury snacks with portion-controlled, higher-margin impulse items.

    Retailer uptake across nationwide fuel and grocery chains over the fourth quarter will indicate whether the brand can hold dedicated impulse real estate outside its traditional salted nut stronghold.

  • Philip Morris Tops $11 Billion in Net Revenue as Smoke-Free Sales Hit 42 Percent

    Philip Morris Tops $11 Billion in Net Revenue as Smoke-Free Sales Hit 42 Percent

    Philip Morris International generated more than $11 billion in net revenues during the second quarter of 2026. Higher international sales of heated tobacco and oral nicotine alternatives drove the total.

    Organic top-line growth reached close to 8 percent. That lifted the smoke-free category to 42 percent of total group net revenues across the first six months of the year.

    Operating income climbed 11 percent on an organic basis. In currency-neutral terms, adjusted diluted earnings per share rose 14 percent, or 15 percent in dollar terms. IQOS heated tobacco systems and VEEV vapes led non-combustible volume gains abroad. Meanwhile, the conventional cigarette unit held gross profit growth through higher pricing and steady category share. In the oral nicotine business, ZYN shipments rose 2 percent year on year to 2.9 billion pouches, helped by early distribution of the new ZYN ULTRA variant.

    Portfolio shift across retail channels

    Convenience retailers and travel hubs across Asia-Pacific and Europe now face a permanent rebalancing of shelf space. In Japan and South Korea, heated tobacco adoption outpaces traditional smoking in major cities. Tobacco fixtures there function increasingly like consumer electronics displays. Retailers with early distribution deals for IQOS consumables continue to capture higher basket values from repeat device and heatstick purchases. Traditional corner shops reliant solely on combustible cigarette cartons face shrinking margins.

    Across Southeast Asia, the transition creates immediate inventory complications for convenience store operators. Regional regulators take fragmented stances on reduced-risk products, ranging from outright bans to regulated imports. Retailers in open markets must tie up working capital in multi-brand hardware alongside conventional packs. That creates inventory turnover risks if consumer adoption lags manufacturer targets.

    Pricing power and regional performance

    Cash flow from conventional cigarettes continues to fund smoke-free production facilities and clinical testing. Higher prices in emerging markets offset volume declines in mature combustible territories, keeping category margins steady. Group CFO Emmanuel Babeau pointed to sequential gains in the United States after a slow start to the year, alongside momentum across wider international markets.

    We reported close to plus 8% organic top line growth, reaching over $11 billion in quarterly net revenues for the first time.

    Transition timeline and next targets

    Full-year 2025 performance set the foundation for the latest quarter. Smoke-free alternatives reached 109 commercial markets worldwide that year, topping 50 percent of total net revenues in 27 national territories. The company counted more than 43 million legal-age consumers using its reduced-risk lines by late 2025, broadening out from early adoption hubs in Japan and select European test cities.

    Management presents its next strategy update at the Barclays Global Consumer Conference on September 8, 2026, where commercial execution figures for the ZYN portfolio expansion will face investor scrutiny.

  • Best Mart 360 Lifts First Half Revenue to HK$1.45 Billion

    Best Mart 360 Lifts First Half Revenue to HK$1.45 Billion

    Hong Kong snack retailer Best Mart 360 Holdings reported a 1.0 per cent rise in revenue to HK$1.45 billion for the six months ended 30 June 2026. Profit attributable to owners reached HK$116.2 million, supported by steady store-level demand for imported packaged food and household staples.

    Gross profit edged up 0.1 per cent to HK$518.8 million, translating to a gross profit margin of 35.8 per cent. The board declared an interim dividend of HK11.0 cents per share on basic earnings of HK11.6 cents.

    Private labels drive margin defence

    Sales from in-house private labels generated HK$277.2 million, up 10.3 per cent from HK$251.2 million a year earlier. These proprietary lines now represent 19.1 per cent of total turnover, spanning 12 private labels and 272 stock-keeping units across dried fruits, canned seafood delicacies, cereals, honey, and personal care items.

    Total store count reached 190 outlets at the end of June 2026, comprising 184 locations in Hong Kong and six in Macau. Cash-basis rental expenses absorbed 9.7 per cent of sales revenue during the period, while staff costs accounted for 9.6 per cent across an operational workforce of 1,257 employees.

    Expanding the FoodVille footprint

    The company continues to run a dual-banner model, deploying eight premium specialty shops under the FoodVille brand alongside its core chain. FoodVille targets mid-to-high-end consumers with selections of imported wine, chocolates, cheeses, and Western condiments. Across its entire business, the group catalogued over 3,054 stock-keeping units from 1,045 global brands.

    Hong Kong packaged food retailers face mounting headwinds as mainland Chinese e-commerce platforms expand cross-border grocery deliveries into the territory. At the same time, weekend outbound travel to Shenzhen continues to divert discretionary retail spending away from local neighborhood shopping malls. Best Mart 360 has countered this pressure by deepening promotions through its foodpanda mall delivery channel and expanding its direct-procurement supply base.

    Customer membership reached 2.47 million registered accounts by mid-year, including 1.37 million app users. Management is now negotiating lease renewals across high-density residential clusters while testing automated workflow tools to trim store-level administrative costs before the peak year-end retail season.

  • Suntory Oceania Expands Maximus Lineup with Pink Lemonade Sports Drink

    Suntory Oceania Expands Maximus Lineup with Pink Lemonade Sports Drink

    Suntory Oceania launched a Pink Lemonade variant for its Maximus sports drink brand across Australia. The standard 1-litre bottle carries an RRP of $3.15.

    This addition expands the core beverage lineup. It follows reported incremental volume growth across the regional sports hydration category.

    Category Expansion and Flavor Lineup

    Shipments join existing Maximus varieties on retail shelves, including Blue, Mango Passionfruit, Grape, Red, and Lemonade Ice Block. Retailers are stocking the 1-litre single-serve bottle to capture commuter and athlete demand for high-volume functional drinks.

    Brand teams aimed the release at consumer demand for familiar citrus profiles in hydration. Maximus leans on its value-per-volume pitch against traditional 600ml rivals in convenience stores and supermarkets.

    Oceania Hydration Strategy

    Japanese parent firm Suntory Holdings consolidated its Australia and New Zealand commercial operations to speed up distribution across soft drinks, ready-to-drink options, and functional beverages. Maximus acts as the group’s primary volume driver against global incumbents in the regional isotonic category.

    Across Asia-Pacific, beverage makers face tighter shelf space as retailers cut underperforming SKUs for high-turnover line extensions. Suntory Oceania is pushing mainstream flavor profiles to secure fridge door share in independent petrol and grocery channels.

    Rollouts continue across major Australian retail chains and convenience networks this month. Sales velocity and inventory levels over the spring trading period will determine whether the flavor secures a permanent core ranking.

  • Ampol Convenience Earnings Rise 12% to $299 Million in First Half

    Ampol Convenience Earnings Rise 12% to $299 Million in First Half

    Ampol Limited lifted its convenience division earnings 12 per cent in the first half of 2026, riding out global oil market volatility linked to Middle East tensions. Adjusted earnings before interest, tax, depreciation and amortisation for the retail network reached $299 million on a replacement-cost basis.

    Earnings before interest and tax in convenience climbed to $204.5 million for the six months ended June 30. Across the wider group, underlying net profit after tax on a replacement-cost basis reached $857.2 million.

    Volume Gains on the Forecourt

    Convenience fuel sales volumes rose 2.4 per cent during the half. Growth centered on base-grade petrol and standard diesel, helped by steady product availability across company-controlled forecourts while wholesale supply chains faced regional shipping constraints.

    Higher pump throughput carried additional foot traffic into store aisles. The shift toward value-oriented base fuels reflects tighter household budgets across Australian metro and regional markets, where motorists continue to trade down from premium fuel grades.

    Shifting Margins Across the Network

    Forecourt operators across Australia and Southeast Asia face a tricky balancing act between volatile wholesale procurement costs and sticky retail shop margins. Competitors such as Viva Energy and standard supermarket-aligned fuel sites have stepped up food and drink promotions to offset lower margins on refined fuel imports.

    Ampol relies on its domestic refining and supply infrastructure to keep supply steady when geopolitical shocks disrupt trade routes. The focus turns to whether retail shop baskets can hold their value into the second half as motorists watch day-to-day spending at the register.

  • Ally Adds Collagen and Lifts Protein to 10G in Thailand Drink Relaunch

    Ally Adds Collagen and Lifts Protein to 10G in Thailand Drink Relaunch

    Thai functional beverage brand Ally has reformulated its Pro Fiber line in Bangkok, raising plant protein to 10 grams per bottle and adding collagen peptide.

    The updated ready-to-drink formula packs 20,000 milligrams of dietary fiber alongside psyllium husk to target digestive health and sustained fullness. Two new flavour profiles accompany the relaunch: Grape Berry, blending grape, blueberry, acai, and kale, alongside Apple Lemon, made with apple, pear, lemon, and kale.

    Upgraded formulation and new blends

    Ally originally launched the Pro Fiber line in 2025 with 8 grams of plant protein per unit. The revised 2026 iteration increases the protein dose extracted from pea and soy by two grams to support muscle maintenance while introducing marine collagen peptide aimed at skin hydration.

    Packaging changes reflect the formula shift. Psyllium husk, previously listed as a minor claim at the bottom of the bottle, now sits prominently on the front panel as a key functional selling point.

    Shift in convenience beverage positioning

    Thai beverage makers are packing multiple functional ingredients into single stock-keeping units rather than selling standalone protein or fiber drinks. Ally itself expanded into clear protein with creatine in May 2026 and rolled out ready-to-eat overnight oats in July 2026, building out a convenience-led functional nutrition portfolio in urban retail chains.

    Distribution continues across convenience store chillers and supermarket shelves in Thailand, where consumer uptake of high-fiber meal-replacement beverages will test whether multi-benefit RTD drinks can sustain premium shelf space against traditional dairy and juice competitors.

  • EPS helps elderly to withdraw money at circle K stores

    EPS helps elderly to withdraw money at circle K stores

    EPS Company (Hong Kong) has introduced a service that enables the territory’s elderly to withdraw small amounts of cash at Circle K convenience stores.

    The first phase of EPS EasyCash for Senior Citizens has been launched as an extension to the EPS EasyCash service. It allows senior citizens to withdraw money at designated stores without needing to make a purchase.

    EPS GM Raymond So says the company hopes to engage more business partners and plans to expand the service to most districts in Hong Kong by the end of this year.

    “Making customers’ lives easier is Circle K’s core motto,” says CEO Richard Yeung of parent company Convenience Retail Asia. “With Circle K’s extensive network, we hope to provide the community in need with a convenient and fast cash withdrawal channel through this co-operation.”

    To use the service, elders simply go to the counter at  Circle K store and present their senior-citizen card and ATM card issued by EPS member banks. Circle K staff members will help elders make withdrawals of up to HK$500 (in multiples of HK$100).

    In the first phase, the service will start in 34 Circle K convenience stores across Tin Shui Wai, Sheung Shui, Yuen Long, Cheung Chau and Tung Chung, Lantau Island. By the end of the year, the service will be available at most Circle K stores in Hong Kong.

    Established in 1884, EPS Company is a consortium of 20 major banks in Hong Kong with a mission is to provide greater convenience for customers and merchants through electronic payment transfers. Its EPS secured cashless retail payment system is available at more than 30,000 locations in Hong Kong and Macau.

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  • Convenience Retail to offload Circle K Guangzhou

    Convenience Retail to offload Circle K Guangzhou

    Convenience Retail Asia, the Hong Kong-listed operator of Circle K convenience stores and Saint Honore Cake Shops in Hong Kong, Macau and Guangdong province, has reported a 36.8 per cent decline in first half year profit.

    While sales increased 5.8 per cent in the half year to HK$2.368 billion, labour and raw material costs increased, reducing its gross margins, and it incurred substantial investment costs in its eCommerce business.

    Along with its results, the company announced it would sell its stake in the loss-making Circle K Guangzhou business to its controlling shareholder and focus on the Circle K business in Hong Kong and Macau. Fung Holdings (1937) Limited will pay CRA HK$104.5 million for its share of the business.

    “The sale of the Circle K Guangzhou will help to create positive momentum for the Group’s financial performance in a difficult retail and economic environment that continues to place pressure on the results of the group,” said Richard Yeung, CRA CEO.

    “This sale, which will also result in a one time gain ($50 million), underlines our focused commitment to delivering long-term growth, profitability and shareholder value.”

    In the half year, turnover for the Circle K business increased 5.7 per cent to HK$1.902 billion, with comparable store sales rising 8.8 per cent in Hong Kong and 2.6 per cent in southern China.

    Turnover for Saint Honore Cake Shops rose 5.5 per cent to HK$498 million, with 4.1 per cent growth in comparable stores sales in Hong Kong. Core operating profit of the group decreased by 34.6 per cent to HK$42 million and net profit declined by 36.8 per cent year on year to HK$31 million.

    During the first half, the group incurred higher expenditure to support intensive marketing campaigns for its e-commerce platform FingerShopping.com, and because of investment in a pilot programme launched in late 2014 with Sinopec Marketing. The pilot program manages 10 petrol stations in addition to Easy Joy convenience stores on behalf of Sinopec Marketing in Guangzhou. Excluding the Projects expenses, core and net operating profit would have decreased, respectively, by 18.5 per cent to HK$57 million and by 16.1 per cent to HK$45 million.

    Gross margin and other income as a percentage of turnover decreased slightly by 0.8 per cent to 36 per cent compared to the same period in 2014, due to rising raw material prices and factory labour costs. Operating expenses as a percentage of turnover increased from 33.9 per cent to 34.2 per cent because of the higher operating costs as well as increased marketing and investment expenditure in projects.

    “Our ability to drive higher comparable store sales despite adverse external conditions is also a reflection of our unwavering commitment to excellent customer service, in-demand products and services, and timely, effective marketing,” Yeung added.

    “We believe these indications of strong brand equity and customer loyalty will be invaluable once the retail sector begins to improve. However, we anticipate that higher costs and declining spending will continue to affect our operations for the remainder of 2015.”

    Yeung said the company’s online consumer platform, FingerShopping.com, continued to make encouraging progress in the first half of the year. Health and beauty is the platform’s most successful anchor category.

    “FingerShopping.com is enjoying increasing customer loyalty and continues to expand its product roster, which includes a number of popular brand names. The group is now testing FingerShopping.com’s delivery services in Guangzhou and has also secured partnerships with leading Hong Kong banks as well as promotional campaigns with major retailers in Hong Kong.”

    CRA says it expects the retail market to remain weak in the foreseeable future and operating costs are likely to remain high.

    “We are trying our best to mitigate the adverse market conditions through our exit from the convenience store business in Guangzhou while continuing to invest in FingerShopping.com, strengthening our operations to retain talent, delivering first-rate customer service and driving cost efficiency,” Yeung concluded.