Mr. Aswin Techajaroenvikul, CEO and Managing Director of Big C Supercenter Public Company Limited, revealed that transforming Big C Mini into "A Preferred Neighborhood Destination" is more than just changing the store format. It aims to elevate the role of local stores to better meet daily life needs, including purchasing goods, ready-to-eat food, lifestyle products, and various services. This initiative leverages the strengths of the BJC group and hypermarket network to support product quality and distribution, enabling customers to conveniently access fresh, quality, and value-for-money items.
The store format adjustment covers product placement, sales space utilization, increased parking spaces at capable branches, as well as standards for cleanliness, safety, and in-store atmosphere. It also integrates in-store shopping with digital channels, allowing customers to order anytime via mobile or website, supported by on-demand delivery service that brings products to their homes within hours.
Regarding products, Big C Mini will focus on fresh food, ready-to-eat meals, and essential daily consumer goods. It will adjust product sizes to suit customer purchasing habits in each area and expand private label offerings to provide more quality and price options. Additionally, BJC group businesses will contribute lifestyle products and services such as Cocoa Dutch Café, Asia Books, Keauty, Pure, BJC Healthcare, BJC Specialties, and Joyy Story, making the store’s range broader than just food and general goods.
These added products and services are connected to the BJC group's supply chain, including nationwide distribution networks and temperature-controlled transport systems to maintain product quality and freshness. This also enhances restocking efficiency at each branch. The company intends for Big C Mini to better tailor its offerings to each community’s needs, evolving from a store focused on essentials to one supporting a wider range of daily activities.
The Big C Mini model adjustment is part of Big C’s retail business direction for 2026, following the development of new branch formats like Big C The Color and Big C Mini. The goal is to transform stores from mere purchase points into destinations for local people. A key challenge is improving the efficiency of existing branch networks and adapting store formats to consumer behavior, especially for small stores with high visit frequency. Increasing ready-to-eat food, services, and online channels is seen as a way to boost spending per visit and expand sales opportunities.