36 • May | June 2026 • abasto.com • ADVICE POR JULIO IBÁÑEZ JULIO@JULIOIBANEZ.NET Multicultural Retail as the New Business Foundation I ndependent retail is facing a shift that many are still misinterpreting. This is not just a trend, nor is it an optional opportunity. Multicultural re- tail is no longer a choice; it is the opera- tional reality of the business. For months, I have watched operators debate whether they should “convert” into multicultural stores, create specific sections, or adapt their format. That is the wrong question. The real question is whether your store remains relevant to the customer you already have—becau- se the customer has already changed. The customer no longer buys by ca- tegory; they buy solutions. One of the most significant shifts we see in-store isn’t in the marketing speech, but in the shopping cart. Customers no longer divide their purchases between “Ame- rican” and “Hispanic.” This division, which structured many supermarkets for years, has simply disappeared. Purchasing Decisions Today, we see carts where tortillas, pas- ta, private labels, fresh produce, and international SKUs coexist in the same transaction. Why is this happening? Because the customer’s purchase is dri- ven by three very clear factors: •Familiarity: Products that are part of their daily routine and culture. •Price: Constant comparison be- tween options. •Availability: If it’s in the store, it sells. The customer isn’t thinking in ca- tegories; they are solving their daily shopping needs. When a retailer fails to understand this, they begin to lose relevance without even realizing it. Retail Academy How to transform your store to meet the needs of increasingly diverse consumers The problem isn’t the format; it’s the merchandising and execution. • What is failing in many stores is not the intention, but the implementation: • Assortments that do not reflect ac- tual customer demand. • Inconsistent execution on the shelves. • Lack of visibility for key products. • Poorly prioritized categories. Choose Your Own Model It’s not a lack of customers; it’s that the store isn’t organized to serve them correctly. Models already exist, but not all of them apply to every sto- re. The sector is moving forward un- der three clear frameworks: 1. Traditional model with a mul- ticultural layer. 2. Hybrid model. 3. Fully integrated format. The mistake is trying to copy models without understanding your own cus- tomer. It’s not about replicating what works in another market; it’s about de- fining what your store needs based on its area of influence. It all starts with a decision many avoid. Most indepen- dent supermarkets don’t fail due to a lack of knowledge; they fail because they don’t make the decision to change how they operate. The starting point is clearly defining who we are serving— not in general terms or by intuition, but with operational clarity. Transformation Must Be Strategic Supermarkets that are successfu- lly adapting aren’t making mas- sive overhauls. Instead, they are focusing on execution in three specific areas: Private Label as a Strategic Tool: Not just for margin, but to build a value proposition and consistency. Fresh as a Traffic Driver: Produce, meat, and bakery remain the categories that generate real repeat business. Community Relevance: Not as a talking point, but as a direct reflection in the assortment and the store layout. Independent retailers have an advantage, but they aren’t fully leveraging it: • Real proximity to the customer. • Ability to adapt quickly. • Direct knowledge of the market. The biggest mistake is thinking that adapting to multicultural re- tail means losing your identity. It’s not about becoming something else; it’s about better reflecting the customer who is already walking through your door. The customer has already changed, the market has already moved, and the compe- tition is already acting. The only pending decision is whe- ther your store will remain relevant.