During the recession there's been much talk about consumers turning their backs on big brands and opting for own-label versions of their favourite products instead. However this big switch has not been altogether successful. Some consumers have tried own-label, found it lacking, and gone back to brands while some brands have used promotions and the introduction of value ranges to hold onto their consumers. It seems the power of the brand should not be under-estimated and that's the reason why so many motorway services ally themselves with big brands think Burger King, KFC, M&S Simply Food and now Waitrose.

A symbol group is often the favoured way to get support from experts while you get to grips with the convenience store trade, but it's not the only way. Adhering to certain processes or fulfilling particular volume and ranging requirements might not be your idea of independent trading. Indeed it might make the freedom to trade how you wish without the constraints of a fascia seem more appealing.

While stylish branding and fascias can attract a customer to a store in the first place, it's actually what goes on behind the scenes that can dictate whether that customer comes back. Pricing, promotions, efficiency of supply and delivery are all key elements that will keep a store performing at its peak. Which is why Phil Smith has been heavily occupied since taking up his role as managing director of Musgrave Retail Partners GB 18 months ago.

A tailored package that's at the forefront of innovative solutions for the professional independent retailer, which offers superb value and service combined with the best retail support and knowledge available in the industry. That's how Palmer & Harvey (P&H) describes its Partnership Plus initiative.

In 2009 most recesssion-hit shoppers are looking for one thing when they get out their wallets: value for money.

Autoglym has launched a major campaign to attract more independent retailers to use its products and services in their car washes.

In 2006 Justin Entwistle, managing director of Hambleton Service Station near Poulton-le-Fylde, Lancashire joined Spar. Then he had a 1,000sq ft unbranded store turning over between £8,000 and £10,000 a week. Today he has a 2,600sq ft Spar store doing £23,000-£24,000 a week and he is confident of getting the turnover up to £30,000. Justin describes his store as modern; its state-of-the-art features include a walk-in chilled room for alcohol where the beers and wines are kept at below 10°C.

Wilcomatic is one of the longest-established names in the UK car wash business, and last October it ensured its future as the UK's sole 'independent' wash company following a management buyout from major motor retailer Inchcape.

Branding is everything nowadays - whether it's the hippest fashion label or coolest make of bottled water - many consumers want to be associated with brands. And independent forecourts can be associated with them too thanks to alliances with the likes of Budgens, Londis and Spar, and in the food-to-go arena they can tie in with coffee companies and people like Subway.

The evolving forecourt market has prompted Palmer & Harvey to adapt its service to the independent sector. Along with the launch of the Sinqua epos system for forecourts by YP Electronics, which P&H acquired in 2000, it has this year formed a new team dedicated to serving the growing number of multi-site operators.