Despite the much-publicised criticism that Woolworths faced, Andy Latham is optimistic about the need for a British variety store, “When Woolworths went into administration I felt that there was still a demand from consumers to walk up and down the local high street and go shopping in a variety store and Alworths has grown out of that need.” However he remains cautious not to make the same mistakes that occurred in the final years of the now defunct retailer, “Woolworths was taking a lot of money, but its cost base was the problem. Its city centre locations were expensive and the business was so big that it couldn’t adapt quickly to meet customers’ needs.” Even speaking just from my own experience, this makes a lot of sense. I would happily shop for CDs, presents and sweets in the Woolworths on my grandparents’ high street. Yet I rarely stepped foot in the city centre branch at home. As city centre and supermarket shopping grew, and more value retailers emerged, other shops lured and it became easier to find such products elsewhere. Latham says that he is determined to right those wrongs, “Alworths is different because you will only find our stores in market towns with a main high street, rather than city centre locations. The operation is much smaller and slicker, so we can react quicker to the demands of our customers.” This is something he is ensuring is already in place, “During the recent cold snap we have been able to react quickly, stocking up on De-icer and products that customers really need now,” he says.

The product offer has also been re-thought to appeal to current consumer needs, as Latham explains, “We are selling more household convenience items, pet ranges and hard to find products on the high street such as haberdashery and shoe repair. Additionally we are finding we are selling more inspirationally focused lines particularly in our home and gift categories.” Overall the retailer stocks ranges in toys, housewares, sweets, seasonal/ garden, pic’n’mix, stationery, cards and wrap, party, entertainment and haberdashery. “Alworths is aimed at anyone who has children in their lives; Mums, Dads, Nans, Grandads, Aunties, Uncles and so on. It is also aimed at the impulse shopper, someone passing by that thinks ‘I need a birthday card or a pack of biros or a gift,” describes Latham.

So far, so good. Whilst looking to reinvent it for the future, Latham remains dedicated to continuing the legacy of the British variety store and thus the memory of Woolworths. Latham chose what would have been Woolworths’ 100th anniversary as the opening date for the first Alworths store, “We wanted to open our first store before Christmas and the 5th November had personal significance to me and the team at Alworths, as we had all worked for Woolworths for many years.” He also harbours hopes of the chain becoming another high street icon, alongside M&S and Sainsbury’s, but acknowledges that this can only come with years of successful trading.

As for Alworths’ proposition, Latham says that value is of great importance, as well as maintaining stores that are clear and uncluttered, “With the wide product ranges we offer, we are like local department stores on the local high street. We aim to make shopping fun, with a bright, welcoming environment in-store that's uncluttered and easy to get about.” Latham has designed the stores to ensure this, “Our stores are uncomplicated, uncluttered and family-friendly. We're determined that they will be easy-to-shop and will be consistently neat, tidy and clean. The store product range is clearly differentiated and well signposted. The shelves are low, meaning that you can see across the whole of the store, making it easier to navigate your way around and find what you are looking for.” Latham also believes that anchoring each shop in its local area is vital, “We are particularly proud of our people, all of whom are part of the local community and aim to know many customers by name. In our stores to date it is the local workforce - most of whom have learnt their craft in the High Street through long careers – who are helping us to deliver our objectives.”

Following a number of focus groups, purple and turquoise were chosen as the brand’s colours, as well as the font and logo, Latham says because they are welcoming and family-friendly. Arguably the vibrant shades could also signal a brighter and more trend-led future. Latham says that the new tactics are working, “Our stores have been received really well by the local community and our Christmas sales are testament to that. Our sales were up 15 per cent on our targets over Christmas week.” Latham believes that this may be down to consumers leaving local shopping until last and that offering them what they want up to the last minute is therefore crucial. Arguably flying in the face of contemporary retail, there are no plans to launch a transactional Alworths online offer. Latham says this is so they can remain focused on their high street performance, “We have a non-transactional website, where customers can find out more about the brand, locate stores and provide us with feedback…however, the very core of our proposition is about local high street shopping, “going down to the shops” and browsing.”

2010 holds big opportunities for Alworths. Latham has plans to open 17 more shops and says he is “looking forward to seeing the business grow, both in terms of the number of stores, but also in terms of the experience and passion of the team that support me in the business, listening to customers and delivering on our promises.” Keep and eye out for an Alworths opening near you!

For more information visit www.alworths.com