Redbeck Group has almost doubled shop sales since investing approximately £250,000 on a refit at its Irlam forecourt: a template it now plans to adopt at its other three petrol stations, future-proofing them for the next decade.
Store sales have leapt from £8,500 to around £15,000 a week at the Greater Manchester site since the work was completed at the end of 2024. And that is despite strong competition in the area, with a Tesco Express, Tesco Extra, Spar and most recently a Kay Group forecourt opening nearby.
The majority of the investment went on refrigeration with glass doors, bespoke LED lighting, shelving, a ducted air conditioning system, flooring and a full layout reconfiguration.
“Refrigeration was a significant element of the budget, but chilled and food-to-go are growth categories, so it was essential,” explains director Fuzail Patel. “We also upgraded electrics, the ceiling, and the changes improved overall energy efficiency.”
The 1,500sq ft store now has a “strong forecourt range” from premium chilled food, to American confectionery, vaping and protein products, with a focus on impulse and top-up convenience lines, and products from Bestway and multiple other suppliers. “As a group, our focus is to be as different as possible while still delivering the best possible offer for local customers,” says Patel.
The shop now has around 6m of chilled space, compared with 4m before. That has significantly strengthened food-to-go, dairy and premium soft drink sales, says Patel, who is now an advocate of putting doors on chillers.
“There is always a trade-off with doors, as some believe they can impact impulse sales, but the energy savings and overall presentation made it the right long-term decision for this store.”
Patel also focused on improving aesthetics. “We installed bold tiled flooring, which has transformed the feel of the space. We moved to black shelving instead of traditional white, lowered shelf heights to improve sight lines, added wooden cladding at the counter and behind it, and introduced colour backdrops behind the chillers to create depth and visual impact.”
He adds: “The lighting is bespoke LED strip lighting, rather than fluorescent. It provides bright, clean illumination while remaining energy efficient. It lifts the entire store and makes products stand out properly.”
The forecourt, which this week is moving from Shell to Texaco, has been given refreshed signage, improved lighting, repainted kerbs and bollards, as well as upgraded pump vinyls, to ensure that the external presentation matched the transition of the store.
“We have effectively traded brand for price/margin, and it will be interesting to see how that develops over time,” says Patel. “Perception plays a key role — when the shop looks premium and well-run, customers feel more confident about the entire site.
“We’re seeing new customers coming through the door, and the fresh, clean environment gives people confidence in the site. Retail cannot stand still – if the experience becomes tired, customers move elsewhere. We have to keep evolving.”
“What I’m most pleased with is that we haven’t just improved the aesthetics — we’ve fundamentally repositioned the business. We’ve built a new customer base, strengthened margins and created something we’re genuinely proud of,” says Patel.
The refit took just under four weeks, with the forecourt remaining open throughout. “It required detailed planning and strong teamwork, but closing the site completely wasn’t something we wanted to do unless absolutely necessary,” explains Patel.
“We were disciplined with the spend — refreshing and rebranding signage while retaining and repurposing elements where possible to control costs. It wasn’t about spending for the sake of it; it was about investing intelligently where we would see a return.
“Before the transformation, the shop was functional but tired. It did the job, but it didn’t inspire confidence or reflect modern convenience retail standards. Now, it feels contemporary, warm and well thought out.”
The business also took the “major strategic decision” to switch from a Subway to its own-brand Yoh Burger Co. concession at the site. “Subway was predominantly strong at lunchtime, but almost non-existent in the evenings, creating an uneven trading pattern,” says Patel. “Yoh Burger has introduced a completely new customer base and added real value to the site.”
The Yoh Burger menu has been structured to focus on value-led items to drive lunchtime trade, and more premium options in the evenings. “That balance allows us to trade strongly across the whole day, rather than relying on a single peak period,” adds Patel. “Operationally, it keeps the menu efficient and the space well utilised.”
Patel is excited that his investment has paid off, giving him confidence to roll out the concept at his other sites over time. His Sandgate forecourt at Urmston, Greater Manchester, has just begun a knock-down rebuild, with progress on the work reported on regular TikTok updates.
“Every shop we build is a learning curve. Strong communication between forecourt retailers is vital — sharing knowledge benefits everyone. Personally, I’m keen to expand relationships with more suppliers this year so we can continue evolving the offer, growing sales and meeting customer demand — sometimes before customers even realise what they’re missing.
“We are always open to working with new and innovative suppliers. If anyone has a product that genuinely adds value and differentiation, we’re always happy to have a conversation.”
He concludes: “If I had to give one piece of advice to operators considering a refit, it would be this: be clear about who you are and invest with purpose. Don’t just refresh cosmetics. Get the layout, refrigeration, lighting and category mix right for your site. In competitive markets — you have to be different.”
