DAY TO DAY FOOD AND WINE LTD

Executive Summary

Day To Day Food and Wine Ltd is a micro-sized local retailer positioned in a stable yet competitive food and beverage convenience market. Its tightly held ownership allows for nimble management, but constrained liquidity and scale limit current growth potential. Strategic focus on improving working capital, expanding product offerings, and exploring digital sales channels could unlock sustainable growth while mitigating operational risks.

DAY TO DAY FOOD AND WINE LTD - Analysis Report

Company Number: 13680839

Analysis Date: 2025-07-19 12:33 UTC

1. Market Position
   Day To Day Food and Wine Ltd operates as a micro-sized private limited company within the UK retail sector, specifically in the category of non-specialised stores with predominance in food, beverages, or tobacco. Given its recent incorporation in 2021 and micro-company status, it currently occupies a niche, local convenience retail market, likely servicing a community or neighborhood customer base from its Hayes location.

2. Strategic Assets
   The company’s key strengths include a focused business model in everyday food and beverage retail, a sector with consistent demand and essential consumer need, which provides some resilience to economic fluctuations. The ownership and control structure is tightly held, with a single dominant shareholder/director (Pal Singh Kethri) owning 75-100% of shares and voting rights, enabling agile decision-making. The company has demonstrated growth in net assets from £100 in 2021 to £4,480 in 2023, reflecting initial capital injection and asset acquisition including fixed assets of £13,650. This asset base, while modest, provides a foundation for stable operations.

3. Growth Opportunities
   Opportunities for expansion include leveraging the essential retail nature of the business to grow sales volumes by increasing product range or improving in-store experience, potentially moving towards partial specialisation in high-margin categories like premium wines or convenience foods. Geographic expansion within the local area or diversification into delivery or online sales could tap into growing consumer preferences for convenience and digital commerce. Additionally, optimizing working capital management to address the negative net current assets position (-£9,170) could free up liquidity for reinvestment, supporting scaling efforts.

4. Strategic Risks
   Key risks are linked to the company’s tight financial position, evidenced by negative net current assets indicating short-term liquidity stress, which could constrain operational flexibility and supplier relationships. The micro-entity scale limits economies of scale and bargaining power against larger retail competitors. The retail sector is highly competitive with low margins, and any failure to differentiate or innovate may lead to market share erosion. Dependence on a single controlling shareholder/director may also pose governance risks and limit access to external capital or management expertise necessary for growth.