How and why did you become involved with ACS?

After graduating with a politics degree, I fell into market research. It was then that I decided I wanted to work in the area that had been my chosen subject at university, so I wrote to political lobby groups, and was offered several internships.

However, one of them responded and said they had an opening for a public affairs manager with one of their clients - and that client just happened to be ACS. I went for an interview and got the job.

That was 10 years ago, just two years after ACS was formed in 1995. At that stage the organisation was still very much in its infancy, but I loved it when I first started and still do. Although ACS is a lobbying group, it has a strong purpose and covers a wide range of diverse issues. Since I have been on board, the organisation has gone from strength to strength, and I have grown with the firm, taking on more and more responsibility over the years.

On November 1, 2006, I became chief executive, following the retirement of David Rae, so am relatively new to this role. So far, the extra responsibility is liberating, and it’s great to be at the cutting edge of what we are doing.

I understand a white paper on planning is due to be published soon which could have far-reaching implications for the convenience store sector. Why is this?

The white paper on planning is expected to be published by the Department of Communities and Local Government soon, as the government’s substantive response to the Barker Review. It is speculated that it will propose planning be derestricted by the abolition of means testing for the construction of out-of-town retail parks.

ACS believes that we need to retain a “town centre first” policy, in order to promote diversity and prevent the construction of yet more out-of-town centres, which are perfect for the major multiples but a blow to the convenience store sector.

The publication of this white paper is crucial to our industry and has become a key battleground for ACS.

What is ACS doing to take a stand against the major multiples on behalf of convenience stores?

ACS called for a formal investigation into the competition problems in the grocery market. After a long fight, we forced the Office of Fair Trading to allow this investigation to take place. Right now our focus is on making sure the Competition Commission, which is conducting the study, is looking at the right issues and right evidence. In the end, we want the process to lead to a level playing field for those competing for grocery customers.

We also have a job to ensure that government, politicians and the general public understand what is at stake in this issue, namely the way in which they buy food, the shops that reside at the geographical and social heart of their communities and ultimately a market where they can choose between a national brand or a local business.

Having said all of this, we have to edcuate retailers to adapt and meet the challenges they face today. ACS has no interest in protecting businesses that are not working hard to help themselves.

What does the fresh produce sector need to do to help convenience retailers boost the category in store?

The issues that the convenience sector has with handling fruits and vegetables are largely centred on modes of distribution. Product normally comes from a third party to our members, which elongates the supply chain, and they generally receive fewer deliveries than supermarkets tend to, which means there can be certain quality issues with the produce.

Together with the fresh produce industry, we need to help convenience retailers grow the category. Setting up a produce range in store is a significant investment, but the better a retailer’s fresh produce offer becomes, the more a store will become established in consumers’ minds as a place to buy quality fruits and vegetables. But retailers have to change their mindset with regards to waste - it takes time and expense to build up a reputation, and in the meantime stores are bound to incur some wastage.

Of course, it is not right for all convenience stores to branch out into fresh produce. But if they want to do it, they cannot play at it, and must accept the need to invest in wastage upfront.

More frequent fresh produce deliveries is one way to grow the category, along with better in-store presentation and more efficient waste management.

The real advantage of the convenience sector is the top-up shopping option it offers, and this is one of the key drivers in produce purchases. For high quality, consumers will buy fruit and vegetables daily, and if a small shop fulfils that need, it will convince shoppers to keep it local rather than pop to the supermarket.

Are convenience stores still an important player in grocery retailing and what role can price promotions fulfil?

People enjoy having local shops nearby, and want to feel that they are integral to the community. After all, shoppers do not always want to get in their car and drive to a supermarket just for a few items. There is a trend towards people buying less food in one trip and shopping more often, so convenience stores are growing in importance. This issue is about choice and dominance, not big format versus small format.

Although cost-cutting initiatives obviously have a role to play, it is quality that can set the convenience sector apart, not price. Consumers need to know that if their local shops offer fresh produce, then it is of high quality and competitively priced. There is a common perception among consumers that convenience stores are expensive, but boosting quality can dispel this image.

So what do you feel lies ahead for the sector?

Fresh and chilled produce, especially food-to-go, is certainly set to become a major growth category. ACS represents a breadth of locations and store types up and down the UK, so the future will be different for everyone. But in basic terms, while demand for local shopping is on the up, competition for retail space is tough, and to that end there are an awful lot of challenges for us to overcome.