Not only fuels but also tasty food and coffee give new momentum to Shell customers

Our magazine interviewed Péter Gyúrós, convenience retail manager of Shell in Central and Eastern Europe and Shell Hungary’s country chair Andrea Bujdosó. The topic was the renewal process of petrol station shops.

_{Péter Gyúrós and Andrea Bujdosó}

T. M.: – What is the strategy and timing for realising the new petrol station shop concept?

A.B.: We launched the new petrol station shop strategy in 2015. It follows the company’s global development direction. The plan is that by 2025 Shell’s retail business area will realise almost half of its revenue from non-fuel sales.

P.Gy.: With the On the Move concept we focus on those drivers who would like to take a break in a pleasant environment, to sit down for a few minutes and have some quality food.

T. M.: – What other shop formats form part of the strategy?

P.Gy.: Besides On the Move shops, there is a classic petrol station shop and a city café concept. The former focuses on filling one’s vehicle and impulse shopping in the shop, while the latter offers a large selection of food, coffee and cakes, in a trendy coffee shop.

T. M.: – When will these two be available?

P.Gy.: Four shops from each of the new concepts are going to be completed this year. Next year we plan to transform more than 30 shops. Besides, the redesigned shops need to be provided with professional catering equipment and personnel is to be trained, too.

A.B.: Customer needs and feedback are very important elements in the dynamic transformation of Shell’s convenience retail business line.

T. M.: – What can guarantee success in the very competitive market conditions?

P.Gy.: We sell those products for which there is great demand, and we serve high-quality, tasty food and drinks. In-store design, how products are displayed on the shelves and the implementation of promotion campaigns are also important for our partners.

A.B.: The Shell Group notices and rewards our successes. Thanks to this, we will receive considerable funding for further development next year. One of the most important things will be communicating the changes to consumers and partners.

T. M.: – How will you do this?

P.Gy.: We are going to replace the ­deli2go brand name with deli by Shell, to which customers will attach convenient, tasty and high-quality food from the beginning. Customers can already come across the deli by Shell brand name in many places, but it will be promoted with a major campaign in 2018.

T. M.: – In addition to renewing the shop concept, what else will you focus on?

A.B.: We keep updating the ClubSmart loyalty programme, in line with consumer needs. Fuels will also remain an important source of Shell’s revenue. This year we reintroduced the Shell V-Power fuels – enhanced with DYNAFLEX technology – with great success.

T. M.: – What challenges do you have to face during the transformation process?

A.B.: We need to develop the necessary organisational capabilities and processes. Retail is about seamless cooperation of many details.

P.Gy.: We also wish to improve the supply chain. Our plan is to build a more comprehensive and professional relationship with suppliers. In shops the quality will be the same everywhere, but the product selection will vary in accordance with local shopper needs. (x)