40 • March | April 2026 • abasto.com POR JULIO IBÁÑEZ JULIO@JULIOIBANEZ.NET I ndependent retail is currently at a decisive stage. Not because the- re is a lack of work, customers, or effort, but because the environment has changed faster than the way stores are managed. Being self-critical, we as retailers find it difficult to admit these changes because we are absorbed in our day-to-day work and have made them the norm. For years, independent supermar- kets have been sustained by three ma- jor strengths: proximity to customers, knowledge of the community, and the operator’s enormous capacity for sa- crifice. These strengths are still valid. What is no longer sufficient is to ma- nage the business without a method. This Retail Academy does not seek to criticize past models, but rather to clearly explain what it means to manage an in- dependent supermarket well today. Step 1: Understand that the Problem is not Selling, But Making Money Many supermarkets sell well, but earn little. Why is this? Because selling is not the same as managing profitability. Some common symptoms are: high turnover but low margins, good traffic but high waste, stable sales but lack of liquidity. The first lesson in modern retail is simple: not all sales are good sales. Management involves knowing which products generate margins, which ones just take up space, and which ones generate traffic but need to be controlled. Step 2: Simplify the Assortment for More Control One of the most common mistakes in independent retail is the belief that more assortment equals more sales. In practice, the opposite is often 5 Key Steps to Managing and Protecting Independent Supermarkets Retail Academy true, as excessive assortment leads to more tied-up inventory, more operatio- nal errors, less price control, and more stockouts of really important products. Managing your assortment well means asking yourself clear questions: • Does this product sell enough? • Does it contribute margin or just volume? • Do I have too many options for the same thing? Fewer well-managed products tend to be more profitable than many poorly controlled products”. Step 3: Move From Buying Out of Habit to Buying with Discernment Many operators have been buying the same way for years from the same su- pplier, the same brands, the same for- mats, and the current environment re- quires a review of those decisions. • Buying with discernment means: • Comparing actual margins. • Evaluating private labels as an alter- native. • Negotiating volume and consistency, always thinking about the impact on the shelf and not just the cost. This is where private labels, discussed in previous Retail Academy articles, be- come a key tool: they help simplify, diffe- rentiate, and stabilize margins. Step 4: Understand that Management is not About Being Everywhere Many operators feel that if they are not present all the time, the business will spiral out of control. That is not management; it is de- pendence, because good management means having clear processes, defined prices, reviewed inventories, and roles understood by the team. When everything depends on the owner, the business does not scale and becomes fragile. The goal is not to work less, but to work better. Step 5: Think of the Supermarket as a Long-Term Project The most dangerous mistake is to make decisions based only on the week or the month. The stores that withstand economic cycles are those that build identity, organize their operations, de- fine a clear proposition for customers, and invest with vision, not urgency. Independent retailers don’t need to resemble large chains; they need to learn from their methods and adapt them to their reality. The change doesn’t have to be radi- cal, but it does have to start. • ADVICE