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    How to Grow FMCG Sales in the UK Grocery Channel - GUIDE

    Growth in UK grocery isn’t just becoming more complex - it’s becoming more selective.

    Most brands aren’t short of activity. They’re short of impact.

    Traditional models built on broad coverage, fixed call cycles and activity-based KPIs still dominate. They may create visibility and consistency.

    But they don’t always deliver measurable return.

    In a market where performance varies dramatically by store, SKU and moment, that creates a problem: Value is being left on the shelf.

    The reality is, much of the growth brands are chasing isn’t missing -
    it’s just not being identified, prioritised or converted effectively

    This guide challenges conventional thinking about grocery execution and sets out what actually drives performance today - from where opportunity really exists, to how it can be captured consistently at scale.


    Busy supermarket

    1 Understanding the UK Grocery opportunity

    The shape of growth in grocery is changing.

    Rather than broad, consistent gains across the market, performance is increasingly driven by specific shopper behaviours, category dynamics and in-store execution.

    Shifts in how shoppers balance value and indulgence, rising expectations around health and sustainability, and increased pressure on availability and innovation are all influencing how and where brands win.

    Understanding these trends is critical to identifying where the most valuable opportunities now exist.

     

    Market dynamics shaping Grocery performance

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    1 Value and Premium now co-exist

    Shoppers are balancing budgets carefully — trading down on everyday items while still spending on small, affordable treats.

    This creates a dual dynamic where both value and premium can win, but not consistently across all stores or SKUs.

    So what?
    Demand is no longer evenly distributed. Performance varies significantly by location, format and occasion — making blanket coverage increasingly inefficient.

     

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    2 Health and sustainability are expected

    Health, reformulation and sustainability are now baseline expectations rather than differentiators.

    Products still need to be clearly positioned and easy to navigate in-store to convert.

    So what?
    Simply meeting shopper expectations doesn’t guarantee performance. Execution - visibility, clarity and placement - plays a bigger role in determining what actually sells.

    Innovation
    3 Innovation has less time to succeed

    Retailers are reducing tolerance for incremental innovation, with fewer launches and higher expectations for early performance.

    New products must demonstrate value quickly to retain space.

    So what?
    There is less margin for error. Poor early execution or missed opportunities in key stores can lead to lost listings before products reach their potential.

     

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    4 In-store experience differentiates

    As discounters compete on price, mainstream grocers are investing in experience, theatre and inspiration.

    Brands that contribute through sampling, seasonal activation and strong merchandising are more likely to earn visibility, engagement and shopper attention.

    So what?
    Execution quality is no longer just operational - it directly influences commercial performance. Poor execution doesn’t just underperform; it actively limits growth.

     

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    5 Availability is more critical & fragile

    Out-of-stocks drive immediate switching - often both at brand and store level.

    Consistent availability of core and hero SKUs remains one of the most important drivers of performance in grocery.

    So what?
    Small gaps at the wrong moment - particularly during high-demand periods - can result in disproportionate lost sales.

    6. Promotions are driving spikes, not stability

    Promotional activity remains central to grocery growth, but its impact is becoming less predictable.

    Demand doesn’t rise evenly - it concentrates around key moments, with certain SKUs and stores significantly over-indexing.

    So what?
    The highest commercial risk - and opportunity - sits in short, high-pressure windows.
    Models that can’t anticipate and respond to these spikes will miss value.

     

     

    The Opportunity: 

    Growth in grocery is no longer driven by blanket coverage or presence alone.

    The brands that win are those that identify where real value exists - and have the agility and tools to execute consistently to capture it.

    2 Where Grocery performance is being lost

    Despite strong strategies and investment, many FMCG brands fail to unlock full value in grocery.

    The challenge is not understanding the market or a lack of activity - it’s that effort is often misdirected, inconsistent, or not aligned to where real commercial opportunity exists. Grocery performance is lost by not acting on it effectively.

     

    1 Activity is spread too thinly

    Traditional models prioritise broad coverage over impact.

    Time and resource are often distributed evenly across stores - regardless of their commercial potential - leading to missed opportunities in high-value locations and wasted effort elsewhere.

    Not all stores contribute equally to growth, yet many strategies still treat them as if they do.

    Read more: How many field teams are still focusing on the wrong stores

    2 Fixed models don't reflect reality

    Many field strategies rely on static call cycles and historic priorities.

    In a fast-moving retail environment, this means:

    • high-impact issues are missed or delayed
    • resource isn’t aligned to trading cycles or store performance
    • opportunities are identified too late to act

    Timing is critical in grocery - but most models are built to react, not anticipate.

    Read more here: How much are delayed decision costing your grocery sales?

    3 Execution isn't consistently delivered at store level

    Even well-designed strategies break down in-store.

    Common issues include:

    • poor availability of core SKUs
    • inconsistent compliance
    • weak execution of launches and promotions

    At scale, these gaps directly impact rate of sale and overall performance.

    Execution isn’t just operational - it’s a direct driver of commercial return.

     

    4 Innovation is launched, but not sustained

    New products often receive strong initial distribution, but lack ongoing support.

    Without continued visibility and optimisation:

    • early gains are lost
    • rate of sale declines
    • products are quickly delisted

    In a more selective retail environment, early performance isn’t enough - sustained execution is what protects long-term value.

     

    5 Success is measured by activity, not returns

    Many programmes focus on outputs - calls, visits, coverage - rather than outcomes.

    This makes it difficult to:

    • understand what is driving performance
    • prioritise high-impact actions
    • maximise return on investment

    Even when the right stores are targeted, the wrong KPIs can limit impact.

    Read more here: Are you measuring the right things in grocery?

    The Result: 

    Traditional models provide coverage without impact - and leave significant unrealised growth potential.

    3 What high performing brands do differently

    Unlocking growth in grocery requires more than increasing activity. It depends on focusing effort where it delivers the greatest commercial return - and executing it with precision, timing and accountability consistently

    Across the market, the brands that consistently outperform do three things differently - the 3 drivers of growth in grocery.

    Identify high value opportunities

    Not all stores, SKUs or activities deliver the same return. High-performing brands focus on identifying where true commercial opportunity exists - and where it doesn’t.

    This means prioritising:

     - stores with the greatest sales potential
    - SKUs that genuinely drive rate of sale
    - locations where execution gaps are suppressing performance

    Without this clarity, effort is spread too thinly - and high-impact opportunities are missed.

    Optimise resource deployment

    Once opportunity is identified, the next challenge is acting on it effectively.

    Leading brands move away from fixed coverage models and instead:

    - prioritise high-impact stores
    - flex resource based on trading cycles, promotions and demand patterns
    - act earlier in high-risk or high-opportunity windows
    - reduce time spent on low-return visits

    This ensures resource is aligned not just to where opportunity exists but when it can be most effectively captured.

    Deliver ROI focused execution

    Execution must be accountable and outcome-driven.  High-performing models focus on:

    - actions that deliver measurable uplift  - not just activity
    - consistent availability and compliance of key SKUs
    - effective in-store delivery of launches and promotions

    Crucially, performance is continuously measured and refined:

    - understanding which actions drive return
    - adapting based on real impact
    - ensuring every intervention contributes to commercial performance

     

    Because in grocery, it’s not enough to execute  - you need to know that execution is delivering return.

     

    Bringing it together: 

    These three drivers - opportunity, deployment and execution - form the foundation of successful grocery strategies.

    Brands that align all three are better positioned to:

      • improve rate of sale
      • maximise return on field investment
      • deliver consistent, scalable growth across grocery

    4 What good looks like in the Grocery channel

    When opportunity, resource and execution are fully aligned, grocery performance changes materially.

    Not through isolated wins - but through consistent, measurable improvement across stores, categories and retail partners.

    High-performing models don’t rely on increased activity.

    They deliver stronger return by focusing effort where it has the greatest impact - and ensuring that impact is sustained over time.

    Stronger rate of sale across existing distribution

    High-performing brands don’t rely on constant new listings to grow.

    They maximise the value of existing distribution  - improving performance store by store through better execution, visibility and availability

     

    Consistent availability of core and hero SKUs

    Availability is actively managed across high-value stores and key trading periods.

    Out-of-stocks are reduced, issues are resolved faster, and core SKUs are consistently present - protecting sales at the moments that matter most.

     

    More effective launch and promotional execution

    New products and campaigns are supported beyond initial distribution.

    Brands ensure:

      • strong in-store visibility
      • clear, compelling shopper communication
      • sustained follow-through beyond launch

    This drives stronger early performance, improves promotional ROI, and increases the likelihood of retaining long-term space.

    Better use of field investment

    Resource is focused where it delivers the greatest commercial return.

    This leads to:

      • higher ROI from field activity
      • reduced time in low-impact stores
      • more efficient, targeted coverage across large estates

    5. Scalable, repeatable performance

    Success is not limited to individual stores or regions.

    Brands are able to:

      • replicate performance across store networks
      • maintain consistency over time
      • adapt quickly to changing conditions

    The bottom line: Growth in Grocery is no longer driven by activity alone.

    Brands that succeed move from coverage to commercial impact - delivering consistent, measurable performance at scale.

    This is where CPM supports FMCG brands to execute for clear commercial impact.

    5 How CPM helps brands grow in Grocery

    Growth in grocery is no longer about increasing activity - it’s about identifying where real commercial value exists and aligning resource to capture it at the right moment.

    CPM’s unique Liquid Approach is built around finding the opportunities others miss - and converting them into measurable return through precise deployment and ROI-focused execution.

    1 Identifying hidden commercial opportunity

    CPM uses EPOS insight, intervention modelling and predictive analytics to uncover

      • underperforming stores and regions
      • high-impact SKU opportunities
      • availability and execution gaps

    This reveals where real growth potential exists - at store and SKU level - often missed by traditional models.

     

    2 Optimising resource deployment

    Rather than fixed call cycles and static teams, CPM dynamically deploys our wide resource based on opportunity and need.

    This ensures:

      • more time is spent in high-value stores
      • activity flexes with trading cycles and priorities
      • low-impact coverage is reduced
    The result is more effective execution without increasing cost and often enabling increased coverage.

    3 Faster, proactive issue resolution

    Using predictive alerts and real-time insight, we identify issues before they impact performance.

    This allows brands to:

      • prevent lost sales from stock-outs
      • respond quickly to execution gaps
      • protect performance across large store networks

    Our Ai powered predictive alerts give an average 14% increased return by predicting and avoiding lost sales from stock-outs

     

    4. ROI focused field teams

    We build teams designed, trained and managed for commercial impact - not just presence.

    Every action is:

      • aligned to ROI-led KPIs
      • guided by data and insight with time saving technology at their fingertips
      • measured for performance and continuous improvement

    This ensures every visit contributes to sales uplift and return with efficiency with on-going action.