‘Retail’s ultimately about human connection’ – The Convenience Shop CEO David Tabone

The retail scene in Malta is evolving rapidly, with The Convenience Shop Group at the centre of this transformation. What started 16 years ago as a single store has grown into a well-known brand, now with over 100 locations across Malta and Gozo.

This milestone is more than just the number of stores; it represents a pivotal opportunity to reshape the group’s identity, clarify its vision and respond to evolving customer needs.

Last year, the group officially launched its new brand identity under the name ‘My.’ The aim was to provide personalisation, innovation and trust, while staying connected to the local communities it serves.

David Tabone, CEO of The Convenience Shop Group, views the rebrand as a natural step and an important move forward. “Reaching our 100th shop was a proud moment and a strong turning point for us,” he says. “Our customers and their needs have changed, and we want to show that we are changing with them.”

The aim of the new ‘My’ brand architecture is to consolidate the company’s diverse outlets under a single corporate umbrella. The identity is built on a strong, modern green; a colour that is widely identified with trust and continuity. Within this framework, two core retail brands have emerged: MyConvenience and MySupermarket.

While MyConvenience retains its familiar bright yellow – a visual cue long associated with speed, efficiency and accessibility – MySupermarket introduces a lighter, more casual green, designed to convey comfort and ease. Whether customers are popping in for a quick purchase or planning a full grocery shop, this two-tiered approach provides immediate clarity.

“We chose this colour system for more than its aesthetics,” Mr Tabone explains. “It reflects a fresh, modern personality for us and makes the shopping journey more intuitive.’’

While the visual identity marks a striking change, the transformation goes beyond. The group has invested heavily in innovation, both digital and physical, to strengthen the customer experience. “Our new identity represents ongoing investment in people, formats and technology,” notes Mr Tabone. “Customers can now expect digital solutions, smarter store layouts and an overall enhanced experience, in-store as well as online.”

At the heart of this strategy is the My app, which combines shopping, loyalty and rewards into one easy-to-use digital platform. Through the app, customers can order online for quick delivery, manage their MyRewards account and view personalised offers.

The rewards are generous and engaging: users earn points with every purchase; they get more points for larger orders and double points for regular visits. Most importantly, the points can be immediately redeemed as cash vouchers at both MyConvenience and MySupermarket locations.

“What makes our platform unique in Malta is its simplicity and personalisation,” Mr Tabone says. “It’s not about gimmicks, but about creating tangible value for our customers in a fun, straightforward way.”

One of the challenges of introducing new digital tools is ensuring inclusivity for customers who may not be comfortable with apps. The group has addressed this by offering alternative ways to access rewards, as well as training staff to support less tech-savvy customers.

Yet for all its investments in technology, The Convenience Shop remains firmly focused on people. “Retail is ultimately about human connection,” Mr Tabone affirms. “Technology should make life easier, but it can never replace the smile at the till or the friendly word with a regular customer.”

To this end, the company has invested in training programmes to ensure staff are equipped to deliver the high standards the new identity demands. Personal interaction remains central to the group’s service philosophy, with digital tools serving to enhance, not replace, the human experience.

The journey to rebranding was not without its challenges, the CEO acknowledges, with one of the biggest hurdles being aligning the company’s diverse, organically grown operations into a cohesive whole. “Over 16 years, we expanded rapidly and in different directions,” explains Mr Tabone. “Our challenge was to unify this growth under one clear brand, while remaining true to the needs of today’s communities and anticipating those of tomorrow.”

Market research was essential in shaping the rebrand. By listening to customer feedback, the group designed an identity and strategy that reflect real consumer expectations. Strong project management and a clear execution plan helped overcome logistical hurdles, ensuring the transition was smooth and timely.

In addition to innovation, a key priority for the group is sustainability – for The Convenience Shop, the CEO maintains, growth and responsibility go hand in hand. The group is investing in energy-efficient store designs, upgrading equipment to reduce electricity use, and cutting packaging waste when possible. Responsible sourcing throughout the supply chain is also a key part of its strategy

“These measures aren’t afterthoughts – they are built into our expansion plans,” stresses Mr Tabone. “Our goal is that every new shop and every innovation strengthen not only our business, but also our contribution to a more sustainable Malta.”

The company’s commitment to social responsibility goes beyond environmental measures. Through partnerships with NGOs and community initiatives, The Convenience Shop has long supported important causes across Malta and Gozo. The rebrand provides a more organised way to expand these efforts, ensuring that the group’s success continues to benefit society.

Another defining characteristic of The Convenience Shop’s growth has been its close relationship with local communities. Each outlet is seen not just as a store, but as part of the neighbourhood fabric. The rebrand builds on this legacy, introducing creative projects inspired by Malta’s cultural heritage.

“We feel we are part of Malta’s daily life,” says Mr Tabone. “Our role is to support and reflect the communities we serve. By celebrating what makes each place unique, we connect with people in ways that are meaningful to them.”

In many ways, Malta is moving in step with European retail trends: digitalisation, demand for convenience, and hybrid models combining online and offline shopping. However, according to the CEO, Malta’s small scale and strong sense of community give it a unique edge.

“Malta offers an opportunity to test and adopt innovations quickly,” Mr Tabone explains. “It allows us to blend global trends with a very local touch. Our rebrand positions us to bridge both worlds.”

The company sees online grocery and hybrid models not as optional, but as essential to the future of retail. Click-and-collect, home delivery, and digital-first shopping experiences are already being integrated into the group’s strategy, supported by the infrastructure of the My app and loyalty ecosystem.

For Mr Tabone, the most exciting part of this new chapter is the chance to elevate a household brand to its full potential. “This is not a finish line but rather the start of a new journey,” he reflects. “The future of retail is dynamic, and Malta is more than ready for bold ideas. Knowing that we are shaping that future is both humbling and energising.”

The vision for the next decade is clear: to remain Malta’s foremost community-minded retail group, trusted for its innovation, inclusivity and social responsibility. “We want to keep leading, keep innovating and keep giving back,” Mr Tabone concludes. “The new identity is just the first step in a much bigger journey.”

This interview was first carried in the 2026 edition of Business Now Magazine, the sister brand to BusinessNow.mt and produced by Content House Group.