Retail Accounting

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Oil and Gas: Mergers and Acquisitions Report

Oil and gas M&A activity in 2014 has centred on rationalising property mixes rather than expanding asset bases.Oil and Gas M&A

This free whitepaper from Deloitte takes an in-depth look at what’s affecting merger and acquisition activity.

In this whitepaper you will learn:

1. What’s causing the decrease in M&A in the oilfield sector

2. Which were the largest M&A deals for 2014

3. What’s driving an increase in M&A in refining and marketing

4. How the economic recovery has affected M&A

Access the whitepaper here.


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How can fuels retailers remain competitive?

by Zahra Bahroloumi

Retail trends are consistently pointing toward consumers’ hunger for a consistent, relevant and convenient customer experience. The time-constrained and tech-savvy social media-tuned consumer is driving consumption patterns in line with their lifestyle and daily working routines. Fuels retailers cannot afford to fall short in delivering basic customer needs, particularly when the leading hypermarkets can mobilize and respond to customer demand in increasingly sophisticated ways. Accenture believes fuels retailers should focus on three key aspects of their service to maintain their competitiveness in an ever-competitive industry:
  • Customer focus, to understand what a convenient and relevant offer looks like at every site in the network
  • Excellence in customer service provision, delivered at every site in the network, to confirm a consistent customer experience
  • Speed to market, to maintain relevance across the retail portfolio.
How can fuels retailers go the distance?
Rebuilding market share requires strategic planning and the ability to implement change. Accenture believes that providing greater value to customers means acknowledging environmental and internal blockers, and understanding how to manage them. The following graphic describes some of the key factors fuels retails must navigate to remain competitive:
The following graphic describes some of the key factors fuels retails must navigate to remain competitive
Highlights include:
  • Orientate toward the customer and understand how they can influence your brand. Put the customer at the heart of every business decision. Simplicity, ease and convenience are priorities in the era of digitization, smartphones and social media. Retailers can make the most of increasingly rich sources of data—information on sales, inventory, energy and space utilization, and customer through-flow—to gain new insights into ways to improve the business.
  • Use technology to augment the customer experience and capitalize on the need for convenience. Adopt agile architecture and leverage supplier relationships to support fast-changing customer needs and enhance business capabilities.
  • Pay attention to real estate. A strong physical presence, effective store layout and real estate analytics can drive savvy investment decisions and an appealing customer experience.

Business leaders need to identify the right combination that provides the greatest return on investment for their business and customer mix.

Beyond the 5 minute economy

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In 2014 Shell commissioned extensive research into consumer behaviour and expectations in four segments in convenience retail (fuel, convenience, technology and fashion).

The research examined the shopper behaviour of 6000 consumers across China, Germany, South Africa, Turkey, USA and the UK. 35 qualitative interviews with retail experts and business leaders were also undertaken.

The research uncovered a number of important findings:

1. The Gap: There is a significant gap between what consumers want and what they are receiving. Convenience retailers need to find a way to bridge this gap.

2. The Four Pillars – Efficient and high quality customer service, a variety of payment methods, a seamless omni-channel experience, and great partnerships delivering quality products.

These are the driving forces behind competition in convenience retail.

3. Time: In a fast paced world, time is in short supply. However, the amount of time consumers are prepared to spend in a store depends on the sector. For example in fuel retail, consumers are prepared to spend 1-5 minutes in the store, in contrast to technology stores where they will spend up to 26+ minutes.

Learning how to use this time effectively will be the key to convenience retailers’ success.

4. Convenience Cravers: This group (the millennials) represent 27% of consumers globally and are aged 25 – 34. They are driving change in convenience because:

  • They have larger than average disposable incomes
  • They are highly connected and influential
  • Act as brand advocates

Read the full report:


Watch a video overview of the findings:



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Whitepaper: Retail 2020

We found this great whitepaper from IBM and New York University Stern School of Business on retailing in 2020. In this whitepaper you will learn:Retail 2020 Whitepaper

– How the industry has been affected by the change in shopper behaviour.

– How retail has been shaped by events such as the recession.

– Who will shape the industry in the future and the implications for retailers today.

– Predictions on how retail will look in 2020.


To access the whitepaper visit:



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Six questions every retail executive should ask about cloud computing

A very informative whitepaper from Accenture on cloud computing for retail.

What you will learn:

1. What cloud computing is and how it works.The cloud for retail

2. What benefits the cloud can bring to your retail business.

3. How the cloud can help address specific changes faced by your business.

4. Whether you can depend on the cloud to save money.

5. How the cloud will affect the way your business operates in the future.

6. About security and data privacy.

‘The retail industry’s migration to cloud: not a question of ‘if’ but ‘when’.