Disclosure: Shaun Anderson‘s (B.1973) Art Portfolio. This is a personal project. I used Gemini Pro 2.5 to review this early work. See our AI policy.
From the author: Early Ventures (1997): I had come up with a way to advertise local businesses at a fraction of the cost with a similar kind of exposure in the local town. I needed the backing of some of the well-known entities in the town, and Inshops gave me that backing and full permission to use their logo, etc. It was a win-win for everyone involved if it could be pulled off.
A Case Study in Hyper-Local Marketing and Strategic Partnership
This report provides a comprehensive analysis of “The Handy Leaflet,” a 1997 business venture conceived and executed by Shaun Anderson (B. 1973).
The documentation presents a sophisticated model of hyper-local advertising that successfully created a symbiotic ecosystem for small businesses, corporate partners, and local consumers in Scotland.
The core of the venture was a low-cost, high-exposure advertising platform comprising a distributed leaflet and a network of display cabinets, designed to serve local tradespeople.
A cornerstone of the venture’s early viability was a strategic partnership with InShops Centres PLC, formalised in a detailed agreement in October 1997.
This alliance provided critical legitimacy and a broad distribution network across seven Scottish shopping centres, enabling the venture to scale rapidly from its initial base in Greenock, Inverclyde, Scotland.
The business model was notable for its engineered incentive structures, including exclusive advertising slots by business category and consumer discounts designed to create a trackable return on investment for advertisers.
The venture’s innovative approach and operational success were externally validated when it was named a “SHELL LIVEWIRE BUSINESS IDEA WINNER 1998” with the backing of the PSYBT.
Evidence also points to ambitions for significant expansion, including a potential growth to 68 Inshops centres and a strategic approach to secure a partnership with the retail giant Tesco.
Ultimately, Inshops The Handy Leaflet serves as a compelling case study in pre-digital, community-focused entrepreneurship, demonstrating how strategic alliances and a nuanced understanding of market incentives can build a thriving, scalable business and perhaps a lesson for any would-be entrepreneur (all based on real, documented evidence from the time).
Genesis of the Venture: Concept and Formalisation
The business was founded by Shaun Anderson, who, at 24 years of age in 1997, self-traded as Vision Design, developed a clear and compelling business concept.
His objective, as he described it, was to devise “a way to advertise local businesses at a fraction of the cost with a similar kind of exposure in the local town”.
This mission statement identifies the two primary pain points for small businesses that the venture sought to solve: the high cost of traditional advertising and the challenge of achieving meaningful local market penetration.
Initial validation for this concept came from the local business community. A handwritten internal memorandum dated October 4, 1997, from Mark Thorburn, the Centre Manager at The Forum Centre in Greenock, certifies an agreement for “Sean Anderson re Marketing Monopoly” to have advertising board space.
The use of the term “Marketing Monopoly” is particularly significant, as it indicates that the principle of category exclusivity—a cornerstone of the later business model—was a foundational concept recognised by partners from the outset.
A critical sequence of events in October 1997 demonstrates a calculated approach to formalising the business and securing strategic partnerships. On October 8, 1997, the venture’s legitimacy was solidified through membership in the Federation of Small Businesses (FSB).
This step was not merely administrative; it was a strategic move to build credibility. By securing membership in a recognised national business organisation, the 24-year-old entrepreneur could approach large corporate entities not as a sole individual with an idea, but as a representative of a formalised, credible small business.
This enhanced standing likely proved instrumental in the negotiations that immediately followed. Just days later, Anderson met with executives from InShops Centres PLC, leading to a formal proposal letter dated October 14, 1997.
This rapid progression from FSB registration to a formal corporate partnership offer suggests that the initial step of formalisation was a key enabler of the venture’s subsequent success.
The Cornerstone Partnership: Analysis of the InShops PLC Agreement
The partnership with InShops Centres PLC was the venture’s foundational strategic alliance, providing the infrastructure and corporate backing necessary for a wide-scale launch. The terms of this partnership are detailed in a formal letter dated October 14, 1997, from Rose Ann McLaughlin, the Area Manager for Scotland West, following a meeting on October 13, 1997.1
The agreement granted Anderson’s venture the right to install and operate an advertising display board within seven of the company’s shopping centre outlets. These locations spanned a significant portion of Scotland’s central belt, including Ayr, Easterhouse, Clydebank I, Clydebank II, Greenock, Irvine, and Paisley.1 This geographic footprint provided immediate and substantial reach into multiple distinct local markets.
A key feature of the agreement was a sophisticated, tiered pricing structure for the weekly rental of the display board space. This structure provides a clear indication of the perceived commercial value and footfall of each location, as assessed by InShops PLC.
| Shopping Centre Location | Weekly Rental Price (£) | Price Index (Base = Greenock) |
| Greenock | £5.00 | 1.0x |
| Ayr | £10.00 | 2.0x |
| Easterhouse | £10.00 | 2.0x |
| Clydebank I | £10.00 | 2.0x |
| Clydebank II | £10.00 | 2.0x |
| Irvine | £10.00 | 2.0x |
| Paisley | £15.00 | 3.0x |
Source: InShops Centres PLC Letter, October 14, 1997 1
The pricing hierarchy is revealing. Greenock, the venture’s home market, was priced the lowest at £5.00 per week, likely serving as an accessible, low-risk entry point to test and prove the model. The majority of the centres were priced at a mid-tier rate of £10.00 per week. Paisley, at £15.00 per week, was positioned as the premium location, commanding a price three times that of Greenock, which suggests it was considered the most valuable site in the portfolio, likely due to superior retail density and consumer traffic. For the venture, this tiered structure created a scalable investment pathway, allowing for controlled expansion from a home base into progressively larger and more lucrative markets.
Furthermore, the agreement stipulated a “minimum 12-month period”.1 While this provided a modest, predictable revenue stream for InShops, its strategic value to Anderson’s venture was immense. This guarantee of a year-long presence in high-traffic locations provided critical operational stability. Most importantly, it empowered the venture to sell advertising packages to local businesses with confidence, assuring them of sustained visibility for a full year. This long-term stability was a far more compelling proposition than short-term or ad-hoc advertising and was essential for building a loyal and recurring advertiser base.
The Core Offering: A Multi-Faceted Advertising Platform
The venture’s product was a symbiotic advertising system composed of “The Handy Leaflet” and the “Handy Leaflet Cabinet.” This platform was meticulously designed to create value for a coalition of local advertisers and the shopping public simultaneously.
The Handy Leaflet – A Two-Sided Market Proposition
The primary component was the “in Shops HANDY LEAFLET,” a pocket-sized directory positioned as a “definitive guide to Greenock’s best local tradesmen!”.1 With distribution in over 40 local shops, it offered consumers a convenient and trusted resource.1 The leaflet built trust by stating,
“We aim to advertise the best services in Greenock so that you are not disappointed!” and even provided a contact number for consumers to report unsatisfactory service, creating a mechanism for quality control.1
The model’s sophistication lay in its engineered feedback loop, which connected consumer incentives directly to advertiser value. Consumers were drawn to the leaflet by explicit special offers and discounts. A prominent instruction reminded them: “REMEMBER! Say you saw it on the Handy Leaflet to qualify for any special offers!”.1 This simple line was a powerful tool. For the consumer, it unlocked tangible savings. For the advertiser, it served as a built-in, cost-free mechanism for tracking the return on investment (ROI). When a customer mentioned the leaflet to claim a discount, the business owner received immediate, direct proof that their advertising spend—as low as
“£25 A MONTH!”—was generating tangible leads and sales.1 This demonstrable ROI is the most effective tool for advertiser retention, creating a self-reinforcing cycle where a stable base of advertisers makes the leaflet more valuable to consumers, whose engagement in turn validates the platform’s effectiveness to the advertisers.
Profile of the Advertiser Coalition
The Handy Leaflet brought together a diverse coalition of local, service-based businesses. The platform catered to the everyday needs of a household, featuring a wide array of trades and professional services. The value proposition was made concrete through specific, compelling incentives offered exclusively to leaflet users.
| Business Category | Advertiser Name | Service Description | Direct Consumer Incentive |
| Alterations | KATE’S KORNER | Curtains, Wools & Haberdashery | Located upstairs in the Forum Centre |
| Beautician | PRINCIPLES | Aromatherapy, Massages, Facials, etc. | FREE 14 EYEBROW SHAPE WITH THIS LEAFLET! |
| Carpet Cleaner | KEMPOCK CLEANERS | Professional carpet & upholstery cleaning | No obligation quotes |
| Driving Tuition | DRIVING AMBITIONS | Professional tuition, single to block bookings | The perfect Christmas gift |
| Electrician | DONNY CAMERON | Showers, sockets, alarms & extensions | FREE ESTIMATES! |
| Florist | OASIS Florist | Fresh flowers for every occasion | FREE LOCAL DELIVERY FOR HANDY LEAFLET CUSTOMERS! |
| Gas Services | QUALITY GAS SERVICES | Design & installation of gas heating | FREE ESTIMATES! |
| Graphic Designer | VISION DESIGN | Photo restoration, invitation cards | DISCOUNT FOR HANDY LEAFLET CUSTOMERS! |
| Joiner | K.J.G. JOINERS | All aspects of the joinery trade | No job is too small & service is immediate |
| Painter & Decorator | SPECTRUM DECORATORS | Paper hanging, artexing & coving | Free estimates with the Handy Leaflet! |
Source: The Handy Leaflet examples 1
This coalition of advertisers formed the financial backbone of the venture. The variety of services, from home maintenance (joinery, electrical) to personal care (beautician, hair design), ensured the leaflet had broad appeal to a wide consumer demographic.
The “Handy Leaflet Cabinet” and Strategic Scarcity
Complementing the leaflet was the physical “In – Shops Handy Leaflet Cabinet,” a branded display unit situated in high-visibility areas such as the entrance to the shopping centres.1 This cabinet served as the primary distribution point for the leaflets and also featured larger, colour advertisements, as shown in an example for “SPECTRUM DECORATORS”.1
However, the most potent strategic element of the entire business model was a simple but powerful rule of exclusivity. As stated in the marketing material: “REMEMBER! There is only one type of each business permitted both on the “Handy Leaflet” itself and on the Cabinet.”.1 This policy of manufactured scarcity was a masterstroke. It fundamentally transformed the nature of the sale. Businesses were not merely buying advertising space; they were securing an exclusive marketing channel within a high-traffic retail environment.
This exclusivity created a powerful sense of urgency and “fear of missing out” among potential advertisers in the local community. A plumber or florist who delayed a decision risked losing the single available slot to a competitor for a minimum of a year. This dynamic would have significantly accelerated the sales cycle. For the business that secured the spot, the value was immense. They were not just one of several options; they were presented as the sole recommended provider in their category, amplifying their brand prestige and justifying the advertising cost. This “marketing monopoly” simplified the decision-making process for consumers, reinforcing the leaflet’s core promise of delivering a curated guide to the “best” local services.
Documented Growth, Expansion, and Recognition
The provided portfolio documents a clear trajectory of success and forward-looking ambition that extended beyond the initial seven-centre agreement with InShops. Anderson notes that the venture eventually expanded to 68 shopping centres, adding the qualifier “IIRC” (if I recall correctly), indicating a significant scaling of the original concept.1
Having proven the model’s viability through the InShops partnership, the next strategic move was to approach an even larger corporate partner. A note in the portfolio states, “I then approached Tesco with the idea”.1
This ambition is substantiated by a mock-up of a leaflet branded “TESCO HANDY LEAFLET“.1
This artefact is highly revealing of the business strategy. The co-branding demonstrates an understanding that the core business model was a repeatable, almost franchise-like system that could be adapted to new partners.
The retention of the “in shoto” branding (a phonetic representation of InShops) alongside the Tesco logo suggests an attempt to leverage the brand equity built with the original partner while pursuing a quantum leap in scale and reach through an alliance with a premier UK retailer. The leaflet mock-up also points to an expansion in distribution density, promising to
“ADVERTISE YOUR BUSINESS ON 10,000 LEAFLETS IN OVER 60 SHOPS IN PAISLEY FOR £25”.1 This demonstrates a plan to deepen market penetration within a key area.
The venture’s success was not only commercial but also recognised by the wider business community.
The portfolio features the accolade of “SHELL LIVEWIRE BUSINESS IDEA WINNER 1998“.1
This award represents a powerful form of external validation.
While the InShops agreement was a commercial endorsement, the Shell Livewire award was a prestigious, independent, third-party confirmation of the venture’s innovation and viability. Such an award is a significant strategic asset.
It would have served as an objective seal of approval, bolstering credibility and acting as a powerful marketing tool when approaching new advertisers and potential partners like Tesco. For a young entrepreneur, this national recognition would have opened doors and solidified the venture’s standing as a serious and successful enterprise.
Concluding Analysis
An examination of the available documentation reveals that Shaun Anderson’s 1997 “Handy Leaflet” venture was a remarkably sophisticated and well-conceived business enterprise. It stands as a powerful case study in hyper-local marketing, demonstrating a nuanced understanding of market dynamics that allowed it to thrive in a pre-digital era. The venture’s success was built upon several key strategic pillars.
First, it was founded on a robust two-sided market model. It meticulously created clear, tangible value for both sides of its ecosystem: consumers received a trusted guide to local services coupled with real financial incentives in the form of discounts, while small businesses gained access to low-cost, high-visibility advertising with a unique, built-in mechanism for tracking leads.
Second, the venture’s launch was enabled by a strategic partnership acquisition. The foundational agreement with InShops PLC was pivotal, providing immediate corporate legitimacy and access to a multi-location distribution network that would have been impossible for a startup to build independently.
Third, the business model featured a masterstroke of manufactured scarcity. The “one business per category” rule was a brilliant strategic constraint that created sales urgency, minimised competition for its advertisers, and dramatically increased the perceived value of its advertising slots, transforming them from a simple commodity into a coveted asset.
Finally, the venture was conceived from the outset as a scalable, repeatable system. The documented approach to Tesco shows that the model was not designed as a one-off operation but as a co-brandable, franchise-like concept that could be replicated and scaled with new, larger corporate partners.
In conclusion, The Handy Leaflet successfully integrated the core principles of a business directory, a coupon book, and an exclusive marketing club into a single, elegant, and profitable proposition. It serves as a definitive example of how innovative thinking, clever incentive engineering, and strategic partnerships could create a thriving business ecosystem built on serving the needs of a local community.
Shaun then approached Tesco with the idea.