One of Blinkbox’s most popular stations is the “Top 40”, based on the 40 most streamed songs of the moment. Bennett, who joined a year ago after working as head of digital at Sainsbury’s and at record labels EMI and Warner, says: “We’re going for the very casual listener.
They are time-rich but don’t have a lot of money [to spend on music] or they are very much into mainstream music but don’t really have time to find new music.”
Katy Perry has been the most listened-to artist on Blinkbox and Ellie Goulding is next most popular.
Record labels have been enthusiastic, Bennett says, as they know Tesco because of selling CDs, and streaming offers new revenue as consumers stop buying downloads to own.
That Middle England audience is also popular with consumer-goods advertisers. Unilever’s personal care divison, run by Lewis until last month, has used Blinkbox to advertise its VO5 shampoo.
One problem is the wider Blinkbox group is not profitable yet. Shore Capital analyst Clive Black says losses are estimated at £25 million a year, although Tesco has never given figures. HSBC’s Dave McCarthy thinks Tesco should sell Blinkbox, calling it “peripheral”.
Even from a marketing perspective, Blinkbox could be a distraction, argues Jim Prior, chief executive of branding agencies The Partners and Lambie-Nairn.
“Extending business into innovative new products and services is a good thing to attempt,” he says, but “it risks ignoring the big issue” that Tesco is struggling with “low-price messaging and pared-back, no-frills personality” in groceries.
Bennett shrugs off the critics. “Can it be profitable? Absolutely,” he says of Blinkbox Music. There are huge opportunities to offer Blinkbox to 20 million shoppers who pass through Tesco branches weekly and it can encourage loyalty. Then there is online data, as a “very significant number of new registrations” are via Facebook.
He dismisses the idea Blinkbox is “non-core”, pointing to Tesco Mobile, its phone network, which now has 4.5 million subscribers, and its fashion label F&F. “Tesco has a great heritage of investing in things you’d classify as non-core,” he says.