“My shop has three specialties designed to attract customers here and then lock them in. I want to offer something different which makes them want to come back. I know that if they come to purchase a niche product, they will probably end up doing most of their shopping here,”
Success isn't permanent, and failure isn't fatal 
A young Maurice Bennett learnt his first business lesson on his parent’s front porch. His after-school job was to sort through boxes of cheap strawberry “seconds” to find the best berries. He would then box these up and they would be sold for a good price in his parent’s store the next day. This sorting system was not just profitable but also provided a real “point of difference” for the family business. The Bennett’s little Four Square superette became well-known for the quality (and price) of their strawberries.
Now a supermarket owner and renowned toast artist, Maurice continues with this philosophy at the Island Bay New World supermarket. For over fifteen years he has run a medium sized suburban supermarket employing 102 staff. “I simply can’t directly compete with the larger supermarkets on price. They are able to offer a price difference we can’t afford to match. Instead, I have to look for points of difference – niche markets which make my supermarket stand out for consumers,” says Maurice.
“My shop has three specialties designed to attract customers here and then lock them in. I want to offer something different which makes them want to come back. I know that if they come to purchase a niche product, they will probably end up doing most of their shopping here,” he says.
The first niche is organic food. Maurice says sales of organic food are continually growing but perhaps not as fast as the literature would suggest. “It’s a growth area, no doubt, but the trendy magazines may have underestimated the impact of the much higher prices for organic products. It seems to be a factor for my customers at least,” says Maurice.
Island Bay New World also has one of the largest ranges of gluten free products in the country. “The number of people shopping for gluten free food is small but they are very determined. They will travel much longer distances to find a good range. After traveling so far, the chances are they will do the rest of their shopping here too,” he says.
With a mischievous grin, Maurice also admits having a real passion for beer. He says that is one of the reasons he made the decision to stock a massive range of interesting beers. “If there is a new beer out, I’ll buy it and put it on my shelves. I stock beers brewed in Belgian monasteries and beers brewed in Invercargill warehouses. I have wheat beers from Germany and wheat beers from Waikanae. The weakest beer on the shelves is 0.1% while the strongest is 12%,” laughs Maurice.
“It makes commercial sense too. People like the selection and variety. They are more likely to try something new these days. My own range of Bennett’s beer sells well but from what I see in my sales, people want choice. They want a range of beers, particularly boutique beers. I have one customer who will drive over an hour each way to pick up a weird and wonderful selection of beers every month. Beer is a focal point of the store. It gives the supermarket a name. It is usually the first thing people mention to me when we talk about the shop,” he says.
Of course, Maurice is quick to point out the store’s success is not all because of beer and organic sausages. “There are a lot of young families moving into our community. Foodstuffs provided lots of support and helped us set up our Baby Club. The Baby Club is a loyalty/information programme where new parents can earn Fly Buys points and receive updates on nutrition and baby care. It’s hugely popular,” Maurice says.
The biggest challenge facing most supermarkets is staffing. “Staff recruitment and retention is difficult across the industry. We are no exception. A number of my key staff are hugely loyal – they have been here through thick and thin. That’s a massive bonus and I’m very thankful. One system we have developed for new staff is to quickly train them up in a range of jobs. Having multi-skilled staff gives you more flexibility when putting together a roster. It also keeps work a bit more interesting for staff too,” he says.
“I know all this because I’m on the floor a lot,” says Maurice. “I definitely pride myself on being old school like that. I enjoy physically doing the work alongside my staff and it adds value to my business. I can see what customers are looking for. I can spot problems early. I can quickly help resolve issues for customers and staff. I’m not usually far away – it’s nice to have the personal touch and be able to greet customers yourself.”
“Without customers there is no store. My challenge is to constantly find those points of difference which encourage them to shop here. Then we have to offer quality and service to keep them. The grocery trade must be in my genes, I love it,” says Maurice.
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