Cash and Carry Management April 23

Newbuyingdirector

MegaDiscountWarehouses, Poundland&Dealz,AF BlakemoreandHolland& Barrett.

Commentingonhispromotion,managingdirector VipinPatarasaid:“Stuarthas broughtawealthofnew businesstoSOSWholesale andisakeymemberofthe SOSfamily,focusedonthe growthofourbusiness.”

Fulfilmentcharge

own-labelproducts.Tesco’s ‘smallestsuppliers’would notbesubjecttothefee.

Derby-based SOSWholesale haspromotedStuartGriceto buyingdirector.

Grice(pictured)joinedthe wholesalerinFebruary2022 asheadoftrading,and beforethathewaspurchasingmanageratMorris&Son fortwoyears.Hehasalso previouslyworkedforJTF

Schools contracts

JJFoodservice hasbeen awardedcontractstosupply Barnsley,BoltonandBradfordCouncilschoolsindeals totallingover£3.5million.

Thewholesalerisalready workingwithKirkleesand LeedsCouncils,bringingthe totalnumberofschoolsit servicesinNorthEnglandto morethan650.

Inothernews,Womenin Fish&Chips,aJJFoodserviceinitiative,willholdafree webinaron19Junewiththe theme‘BuildingPersonaland BusinessResilience’.

Thenetworkhasbeen rebrandedas‘WomeninFish &Chips...andFriends’to welcomeabroaderrangeof takeaways.

OneoftheUK’slargest discountdeliveredwholesalers,SOSWholesaleoperatesfroma70,000sqft warehouseanddistribution centreinDerbyandhasa salesofficeinBarnsley.It suppliesarangeof4,500 linestocustomersintheUK, andalsoexportsworldwide.

Tesco hastoldthesuppliers ofitsonlineand Booker wholesaleoperationsthat theywillneedtopayanew fulfilmentchargeiftheywant theoperatortoselltheir productsviathesechannels, reportsReuters.

Accordingtonewsarticles,thechargewouldbe 12pperunitonbranded goodsand5pperuniton

TheGroceriesCode Adjudicator(GCA),which regulatesrelationships betweenBritain’sbiggest grocersandtheirsuppliers, saiditwasawareoftheissue andwasseekingfurther informationfromTesco.

“Weencouragesuppliers togetintouchwithanyconcerns,”saidaspokesperson fortheGCA,whichislooking intothematterfollowing pleasfromsuppliersand industrybodies.

Inothernews,Bookerhas introducedBookerWholesaleRetailpagesonLinkedIn andInstagram.

Supportfordisabilitysport

opportunitytoenjoythelifelongbenefitsofphysical activity.”

Inothernews,AFBlakemorehasannouncedthe winnersofitsfirstWomenin BlakemoreAwardsviaa storybook.

DisabilitySportWaleshas announcedthat SPAR will continueasitsnational CommunityPartnerforthe nextthreeyears.

Buildingonthesuccesses oftheinitialthree-yearpartnership,thenextphasewill focusonsupportingDisability SportsWalesinthedelivery oftheinsportSeriesevents, whichareintendedtoopen upinclusivephysicalactivity andsporttodisabledchildren,youngpeopleand adultsacrossWales.

Sportsincludearchery,

football,cricket,tabletennis, wheelchairbasketball,bowls, cycling,tennis,wheelchair rugby,karate,wheelchair racing,boccia,golf,judo, gymnasticsandclimbing.

SarahEllis,groupmarketingdirectorofSPARwholesaler AFBlakemore, said: “OurSPARstoresare embeddedintheheartof communities,runbylocals forlocals,andwehaveseen firsthandhowtheworkof DisabilitySportWalescan ensurethateverymemberof thecommunityhasthe

Over7,000employees wereaskedtovoteforwho theythoughtwasworthyof eachofsixawards,andthe book, WomeninBlakemore SupportiveShortStories, is aimedatencouragingothers tofollowinthewinners’footsteps,oratleastmakeastep towardsgenderequalityand women’sempowerment.

Cashrebate Guideforretailers

SugroUK hasintroduceda retailerguideaimedatprovidingcategoryguidance, seasonaladviceandupdates onlegislation.

ofcommercialandmarketing,said:“Sugrohashad17 consecutiveyearsofgrowth anditcontinueswithits strongperformancein2023, withyear-to-dategrowthof 31%comparedtothesame periodin2022.

“WithSugromembers supplyingover16,000retailersnationwide,thenew DriveYourSales initiative seemstobethenextlogical stepforthegrouptofurther enhanceitsdigitaloffering. Sugrowillalsobelaunching a DriveYourSales portalin April2023.”

Basedonexpertandstatisticalresearchanddata, DriveYourSales offersinsight intochangesinconsumer behaviourduringkeyperiodsandhowthesebehaviouraltrendscanbeaccommodatedtoraiserevenue.

YuliaPetitt,Sugro’shead

Inothernews,SugroUK hasjoinedforceswith TWC tolaunchSugroInsight Service(SIS)platform.

Thenewdataservicewill provideareliablereadonthe group’ssalesperformanceto theheadofficeteam,itssuppliersandmembers.TheplatformwillalsoenableSugro tofocusondistributiongaps.

Nisa hassimplifieditsFresh Rewardsrebateschemeto giveindependentretailers theopportunitytobe rewardedfinancially.

Followingretailerfeedback,thepercentageof financialreturnspreviously heldwithinastoredevelopmentfundisnowtobegiven asacashrebate.Thismeans thatqualifyingretailerscould earn,onaverage,£2,300 cashbackperrebateperiod.

Communityawardwinner

EastLondon-basedwholesaler WanisInternational Foods haswonaBusiness ChampionsAwardsforits communityandcharitywork.

TheBusinessCommunity Awardwaspresentedto Wanis’sheadofcommunity PaulHarrison.

Tradingfornearlysix decades,Waniswasrecognisedforitsstrongrecordof charitableandphilanthropic worklocally,nationallyand internationally.

Thisworkincludessupportingfoodbanksacross London;supportingPrison Link,aBirmingham-based charity;partneringwiththe NHSBloodServiceto encouragebloodandorgan donationwithinblackand

Asiancommunities;donatingfreshwaterpumpsin Pakistan;andsupporting schoolsinJamaica.

Harrisonsaid:“It’san honourandaprivilegeto receivethisamazingaward andberecognisedforthe workwedoinallthecommunitiesweserve.Asafood

company,we’reinaunique positiontomaketangible change;westrivetoharness thepowerthatfoodhasto bringpeopletogether.”

WanisdirectorKapil Wadwaniadded:“Ourcommunityworkmeansalotto alltheWanisfamily,soit’s amazingtoberecognised.”

TheFreshRewardsrebate modelwaslaunchedin2021, makingiteasierforretailers toseehowmuchtheycould potentiallyearnsothatthey couldfocusondrivingtheir businessforward.

PeterBatt(above),managingdirectorofNisa,said thatthechangeinterms“will allowretailerstore-investin theirbusinessesfasterand moreefficiently,inareasof theirchoosing”.

Freedelivery

Sheffield-basedwholesaler TheSoftDrinkCompany has introducedafree-of-charge deliveryserviceforcustomersinthewholeofGreat Britainonordersover £1,000.Italsooffersfree next-daydeliverytocustomerssituatedbetween LeedsandLeicester.

Thefamily-runcompany wasestablishedin1993with £5,000,usingagarageto holdstock,anditnowoperatesfroma30,000sqft warehouseinSheffield.It specialisesinsupplyingsoft drinks,confectioneryand crisps&snacks.

DirectorPaulMichael Broomheadsaid:“Weare pleasedtoofferafirst-class servicenationwideandstill maintainfreedelivery.”

PaulHarrison(centre)withtheBusinessCommunityAward.

Parfettsincreasesturnoverandstaffpay

Parfetts sawturnoverriseby over6%from£570millionto £605millionintheyear endedJune2022.Profitfell from£14.5millionto£5.6 million.Thedropwasattributedtoprofitsbeinginvested backintotheemployeeownedbusinessthroughthe staffbonusscheme,investmentinfacilities,and innovation.

Thewholesalerhasalso announcedanextraordinary payriseof7.5%forsalaried stafftohelpthemmanage therisingcostofliving. Weeklypaidemployeeswill seeanincreaseof9.6%in hourlyrates.

Employeeswillalsobenefitfromanextradayofpaid holiday,andtheycantake additionalunpaidholidaysto amaximumallowanceof38 daysforfull-timestaff.

Commentingonthe results,jointmanagingdirectorGuySwindellsaid:“We haveremainedlaser-focused

onourcustomersoverthe lastyearandputinplacea recordnumberofpromotionsthathaveattracteda tremendousamountofinterest.Withtherisingcostof business,retailersarehaving atoughtime,andweare doingeverythingwecanto helpthemmaintaintheir margins.

“EveryoneatParfettsis pleasedwiththeresults.It hasbeenayearofconsolidationfollowingtworecordbreakingyears,thebusiness

Ninthmember

QCatering hasjoined Caterforce.

Establishedin2003,the Sittingbourne-basedwholesalerprovidesalargerange ofgrocery,chilledandfrozen foodproductstomorethan 800businessesacrossthe SouthEastofEngland, including175schools.

SteveClarke,managing directorofQCatering,said: “Asafoundingmemberof Caterforcewithmyfamily businessKentFrozenFoods, itfeelsliketheperfectfitfor QCateringandIamlooking forwardtoworkingwithGary andtheboardagain.”

GaryMullineux,managingdirectorofCaterforce, added:“We’reabsolutely

delightedtowelcomeQ CateringtoCaterforce.Based intheSouthEastofEngland, theyareperfectlylocatedto enhanceournationalcoverageoftheUKandIreland.”

TheadditionofQ CateringgivesCaterforce ninemembers.

isnowdebtfreeandhas, onceagain,seenrecord salesdespitehavingto continuetoworkthrough supplychaindifficulties.”

Parfettshasinvestedinits operationswiththeexpansionofitsdeliveredservice andimprovementstoitsIT infrastructure,alongsidea proactiveapproachtostock procurementandavailability.

Investmentsinnewtechnologyandtheuseof advanceddatahavehelped thecompanytomakesavings

thathavebeenpassedonto customers.Parfettshasseen risingcostsacrossitsoperations,fromenergypricesto cardprocessingfees.Anew approachtoitspickingand deliveryprogrammehas deliveredsignificantsavings, resultinginthecontinuation ofafreedeliveredservicefor customers.

Jointmanagingdirector NoelRobinsonsaid:“TheGo Localsymbolgroupcontinuestogrowatpaceand remainsavitalpartofour strategy,whileGoLocal Direct(GOLD),thefreedeliveryservicewhichlaunched intheSheffielddepot,has expandedtoSomercotes, AintreeandMiddlesbrough.”

Inthelastfinancialyear, Parfettsinvested£1.5million inreplacingplantandequipmentandover£1millionin improvingdepots.The resultswereannouncedfollowingthelaunchofitsnew depotinBirmingham.

PromotionforDavison

Bestway haspromoted JamieDavisontoretaildirector.HewillreplaceMike Hollis,whoisrelocatingto Australia.

Hollishasbeenwith Bestwaysinceitsacquisition ofCostcutter,wherehehad beenleadingtheretailteams since2018.

Davison(right),whowill formallyjoiningBestway’s executiveteamon1July, joinedtheCostcutterbusiness28yearsago.Heprogressedfrommerchandiser toleadingthefieldteamand centralsupportteam.Hewas alsoontheCostcutterboard.

Since2020Davisonhas beenfocusedonnewbusinessandstoredevelopment,

andhehasalsoownedand operatedhisownconveniencestore.

Inhisnewrole,hewill leadBestway’scentralretail operationsteam,symbol teamandfranchiseteam.He willalsohaveaccountability forthenewbusinessand storedevelopmentteams.

SteveClarke:‘Caterforce feelsliketheperfectfit.’

FutureStarsfinal

SPARScotland hostedthe SPARFutureStarsnational finalsdaylastmonthat BroadwoodStadiumin Cumbernauld.

Approximately400girls agedbetween12and16participatedontheday,in36 teamsfromacrosstwoage groups.BraeviewAcademy wontheyoungeragegroup event,whileHolyCrossHigh Schoolwontheoldergirls competition.

Inpartnershipwiththe ScottishFA,SPARScotland hasbeensupportingthe

£1.5minvestment

ScotlandWomen’sNational Teamsince2019andasa resultdecidedtoboostgirls grassrootsfootballwiththe introductionoftheSPAR FutureStarsCupin2020.

Thisyear,atotalof300 teamsfrom200schoolsfrom theScottishBordersupto Dingwallcompetedinlocal roundsacrossthecountry.

SPARScotlandCEOColin McLeancommented:“SPAR FutureStarsisanexcellent initiative.Ahealthylifestyle fitsreallywellwithourCSR objectives.”

‘TastenotWaste’

Lomond:TheWholesale FoodCo haslaunchedits latestproductbrochurewith aclearsustainabilitymessage,‘TastenotWaste’.

Inadditiontosharingits latestproducts,theGlasgowbasedwholesalerhasadded

tips,tricksandservingideas tomakethemostofproductsandavoidunnecessary waste.

Inaddition,customers lookingtostockScottish productscaneasilyidentify theminthebrochureasthey haveadedicatedicon.

LomonddirectorBarbara Hendersonsaid:“We’re extremelyproudofour ongoingcommitmentto reducingourenvironmental impactinavarietyofways, andwewantedtouseour brochuretosharesomeof ourachievements,whilealso makingsuggestionsforour customerslookingto improvetheirownsustainabilitycredentials.”

DunnsFoodandDrinks is investing£1.5millioninsustainabilitymeasurestosupportitsnetzeroambitions.

Theinvestmentincludesa £1millionenergy-efficient CO 2 freezer,solarpanels, andLEDlightswithmotion sensors.Atthesametime, onthe100-yearanniversary ofitsfirstmotorlorryhitting thestreets,thecompanyis totrialanelectricvanaspart oftheScottishWholesale Association’sdecarbonising wholesaleproject.

OperationsdirectorJulie Dunn(above)said:“We’re

alwayslookingforwaysto positivelyimpactoursuppliers,ourcustomersandour community.

“Thisisamajorinvestmentinourfutureandthe futureofScotland’sfoodand drinkindustry.Thisinvestmentwillsecuremorejobs withinourcommunityandis anothersteptowardslongtermsustainabilitygoals.”

Sheadded:“TheScottish Governmentmustcontinue toworkwithindustrytocreatearealisticplantohelp companieswhowanttodo therightthing.”

Theannualwholesale,convenienceandfoodservice charitybikeride‘Bikes AgainstBombs’hasnow raisedover£1million.

Theinitiativewassetup in2015byNeilTurton,nonexecutivedirectoratAlliance Stores,andTomFender, developmentdirectorof TWC,toraisemoneyforthe

Manchester-basedlandmine clearancecharity, Mines AdvisoryGroup(MAG).

The2023ridecomprised a400kmride(overfivedays) fromChiangRaiinThailand toLuangPrabanginLaos. Thisyear’seventalone involvedover35industry executivesandhasraisedin excessof£215,000.

HarlechFoodservicejoinsCountryRange

highlysuccessful,independent,family-runfoodservice wholesalertojoinourgroup inthelastfourweeks,so 2023isshapinguptobe anotherhugelyexcitingyear.

“JustlikeBrookStreet Foodservice,HarlechFoodserviceareagreatfitforour groupandsharesomanyof ourvalues.”

TheteamofMartaSagan, GeorgeOakesandJack Georgiou,whowereunder theguidanceoftheirlecturer NormanFu,triumphedinthe livefinalunderthewatchful eyesoftheCraftGuildof Chefs’judges.

menuwithin90minutes.

CountryRangeGrouphas alsoannouncedthereformulationofitspuddingand breadmixessothatthey conformtothe2024HFSS guidelines.

Family-ownedwholesaler HarlechFoodservice has joined CountryRange Group.

Foundedin1972,Harlech Foodserviceisbasedin Criccieth,NorthWales,with anadditionaldepotinChester tosupplytheNorthWest.

CountryRangeGroup chiefexecutiveMartinWard commented:“It’sthesecond

DavidCattrall,managing directorofHarlechFoodservice,added:“Overthe lastfewyears,we’vebeen extremelyimpressedwith theCountryRangeGroup whenitcomestotheirproductportfolio,specialevents, marketingcampaignsand growingbuyingpower.”

Inothernews,WestminsterKingswayCollegein LondonhaswontheCountry RangeStudentChefChallenge2023.

StudentsfromLoughboroughCollegecamesecond, whiletheteamfromAyrshire Collegeclaimedthirdspot. Theteamshadtoprepare athree-course,four-cover

30%cutincarbonemissions

Pricecheck hascutitscarbon emissionsbymorethan30% inthelastyear.

Thedecreaseisadirect resultofthestepstakenby theinternationalFMCGdistributortoimproveitssustainabilitystanceandprovideamoreenvironmentallyconsciousserviceforboth customersandsuppliers.

Byimplementingchanges toitsbuildings,processes andequipment,Pricecheck

hasseennotonlyan improvementinefficiency butalsoareductioninwaste, costsandenergy.

Initiativesrangefrom switchingtoelectricforklifts andrecycledshrinkwrap,to refiningtransportsystems andnetworks.Byexploring backhaulingsolutionswith hauliers,theSheffield-based wholesalerhasshortenedits travelroutesand,asaresult, cutitscarbonfootprint.

Pricecheckhasalsotaken advantageofdigitalopportunities,investinginsoftware forinternationalvideocalls, introducingflexibleworkingfrom-homeoptions,and transitioningtoafullypaperlessoffice.

Jointmanagingdirector MarkLythesaid:“Aswellas findingwaystoreduceour ownwaste,wecontinueto beanalternativerouteto marketforresidualstockthat couldotherwisebeheading forlandfill.Webelievethat byconsideringmore thoughtfullogisticsthroughoutoursupplychain,wecan helptocreateagreener futureforwholesale.”

Headded:“Ifthere’s anythingotherbusinesses canlearnfromourexperience,it’sthatthesmall thingsreallydoaddup.”

Therangecomprises Sponge&PuddingMix, ChocolateSponge&Pudding Mix,CarrotCakeMix,Scone Mix,CrumbleMix,Suet PastryMix,PizzaBaseMix andWhiteBread&RollMix.

Sourdough selection

Brakes haslaunchedarange ofsourdoughbreadsunder itsLaBoulangeriebrand.

Thecompanyworked closelywithspecialistbakery Nicholas&Harristocreate therange,whichusesasourdoughstarterculturethat wascreatedin2012.

Theproductsare:Artisan PlainSourdoughLoaf, SeededLoaf,Cheese&Onion SourdoughLoaf,Sundried Tomato&HerbSourdough Loaf,Beetroot&Spelt SourdoughLoaf,andPre SlicedSourdoughHalfBoule.

DavidCattrall:‘Extremely impressedwithCRG.’

ThewinningteamfromWestminsterKingswayCollege.

BeckyEdwards,generalmanager,DennisEdwards

taughtmeisthatit’sOKthatIdon’thave theanswerthereandthen.Headvised metotaketimetodigestthequestionor informationandthinkitthroughcarefullybeforegoingbackwithananswer ordecision.

Whathasbeenthebiggestchallenge youhavefaced(inworkoroutside work)andhowdidyouovercomeit? Coronavirushasdefinitelybeenthe biggestchallengeIhavefacedinwork. Wetriedtomitigateourlossesasmuch aswecouldbybeingevenmoreproactivewithprojectsandincreasing awarenessofDennisEdwardsfor Foodservicebyusingsocialmediaand ramminghomethemessageof‘support local&independent’.

‘Ican,Imust,Iwill’

Whathavebeenyourbiggestachievementsinworkandoutsidework?

Workingmywayupthroughthebusinessoverthepastten-and-a-halfyears togeneralmanagerandbeingpartof thefamilybusiness–wecelebrated50 yearsoftradinginJanuarythisyear.

Mybiggestachievementoutsideof workwouldbegettingontheproperty ladderandbuyingmyfirsthomewith mypartner,James(pictured),in2021.

Whohasbeenthebiggestinspiration toyou?

Myparents.Mydadhastaughtme manyvaluableskillswhichIusedayto day,andIattributemystrongworkethic tohim.Mymuminstilledhermantra–‘Ican,ImustandIwill’–intomefroma youngage.Watchingbothmyparents overtheyearsovercomevarioushurdles,whethertheyweresignificantor trivial,hasmotivatedmetostriveand workharderforthemandmyself.

Whatwereyourambitionswhenyou weregrowingup?

Whatdidn’tIwanttobe?Singer, astronomerforNASA,midwifeorpaediatricnurse.Forensicanthropologist wasthelast!

Whatareyourinterestsoutsidework andhowdoyoumaintainawork-life balance?

Ienjoytakingmydogonwalksand spendingtimewithmyfamilyandpartneroutsideofwork.Idoreallylove whatIdothough,soIneverfeelguilty orbadifIcatchuponsomeemailsin theeveningorovertheweekendif that’swhatIwanttodo.

Howwouldyoudescribeyourpersonalityandwhatapproachdoyoutakein business(andinlife)?

I’dsayoneofmybiggestpersonality traitsisthatI’mapproachable–I’m alwayswillingtolistentootherpeople’s opinionsandideas,whichhelpsme buildstrongrelationshipswithmyteam andcustomers.

ThankstomyDad’smentoring,I havea‘swallowthefrog’approachto mostthings–Itacklethemostchallengingtasksfirst,ratherthanavoidingthem orputtingthemoffuntillater.Healso taughtmetobreakdownanycomplex orbigissueintosmaller,moremanageableones,whichallowsmetofocuson oneaspectofaproblematatimeand notgetoverwhelmed.

I’dsaythemostvaluablethinghe

Whatisyourfavouritefilmandsong/ pieceofmusic?

Myfavouritefilmis Selena. Myfavourite songis‘Iris’bytheGooGooDolls.

Ifyouwonaholiday,wherewouldyou goandwhowouldyoutakewithyou? Hawaii!It’sonmybucketlistandsomewhereI’vealwaysdreamedofgoing.I’d takemypartner,James,withme. CCM

Achangeofheart

AssoonasBeckyEdwardsleft schoolsheknewshewantedtostart earningherownmoneysoshegot ajobworkingforWhitbreadather localBrewersFayre.Soonafterwards,shestartedcollege,studying Health&SocialCareasshewanted togetintomidwiferyorpaediatric nursing,butafewmonthslatershe hadachangeofheart.Afterayear andahalfofworkingforWhitbread, Edwards’dadmadeheranofferto joinDennisEdwardsforFoodservice intelesales.Edwardshasbeenwith thefamilybusiness–aFairway Foodservicemember–fornearly11 yearsnow,andshetookondifferent rolesbeforebeingpromotedtoher currentpositionofgeneralmanager.

Steptowards£350mturnover

JWFilshill’srelocationfrom Hillingtontoitspurposebuiltdistributioncentreand headofficeatWestwayPark inGlasgowwillhelpitto deliveritsbusinessgoals.

JWFilshill’smovetonewpremisesatWestwayParknear GlasgowAirport–a£5million investment–marksanimportantstepinitsgoaltohit£350million turnoverbyFebruary2031andfollows lastyear’sacquisitionoftheindependentIainHillLtdwholesalebusiness, whichbolsteredFilshill’smodernfleet ofvehiclesandstrengtheneditspoolof experiencedstaff.

ChiefexecutiveofficerSimon Hannahsaidthatthenew120,400sqft depotatWestwayParkwillenablethe wholesalertoincreaseitsoperational capacityandopenmorestoresfrom WickdowntoDoncaster.Thefifth-

generationfamilybusinesspresently supplies216KeyStoreconvenience storesacrossScotlandandthenorthof EnglandplusnationalaccountsincludingtheScottishPrisonService.Italso has1,600independentcustomers.

Itsinitialtargets(intheyearto February2024)aretosignuparound30 newKeyStores,increaseturnoverfrom £200million(2022)to£219million, achieve95%deliveriesontimeand 95%availability(animprovementfrom 93%foreachKPIlastyear),anddeliver 11millioncasesofproduct(10.5million lastyear).TheWestwayParkoperation hasthecapabilitytodelivertwomillion casespermonth,sothereissubstantial capacityforgrowth.

Thewholesalerhasalsorefreshedits KeyStorebranding,whichnowfeatures onfiveofitsvehiclesandtwoshops, withaplantorollthisouttootherstores overthenextfewyears.Thenew KeyStorebrandingwillalsoappearon theFilshillwebsite,whichwillbe relaunchedinJuly.

Inaddition,thecompanyhas appointedanewdatamanager,whowill startinJune.Inthelast12months,

Broaderagreementswithsuppliers

Withinthenext12months,Filshillis aimingtohaveinplacejointbusiness plansthatincludeserviceleveland efficiencyagreementswithitstop30 suppliers.Italreadyhasthesebroader planswitheightsuppliers.

“Wehavedozensofjointbusiness plansthatfocusonsales,marketing andcommercialdiscussions,”said CEOSimonHannah,“butwebelieveit isnowtherighttimetobuildinan

operationalelementtotheseplans.

“Therefore,ratherthanhavinga meetingwithjustthesalesandmarketingdirectors,weneedtheoperationsdirectorstolookathowwe becomeamorefrictionlessbusiness.

“Themorewecanunderstandthe operationalneedsofoursuppliers, themorethatwecanfocusonremovingfriction,anditisalsoimportantfor themtounderstandourneeds.”

Filshillhasbeentidyingupitsdatain ordertogettoapositionwhereitcan usetheinformationbetter.

Commentingonthenewpremises anditsimportancetothecompany’s growthplans,Hannahsaid:“Operating outofthesebespokepremises,which havebeendesignedtoourexactspecificationaspartofour10-yeargrowth strategy,willimproveourefficiencyand productivityasweinvestinthelongtermsuccessofthecompany,protect futurerevenuestreamsandincrease customersatisfaction.”

Headded:“Whilewearedisappointedthatthepandemicandunforeseenplanningissuesdelayedourmove toWestwayPark,wearedelightedto nowbefullyoperationalasabusiness fromwhatisoneofthemostmodern andefficientfoodanddrinkdistribution depotsintheUK.

“Wewillusethefacilitytodriveunrivalledoperationalefficiencyandpromotethekeenestpricesasweaspireto becomethemostfrictionlesswholesalerinScotlandforourcustomersand supplierstodobusinesswith.”

SimonHannah:‘Wewillusethe facilitytopromotethekeenestprices.’

FilshillhasrefresheditsKeyStore brandingandwillrollitoutgradually.

The16-metre-highwarehousehas 12docklevellers(therewerenoneat theprevioussite)andaninnovative four-floorpicktowerthatcanhold approximately1,520pallets.Thereis alsostandardstoragerackingwith capacityfor8,650pallets.

Gravity-fedliverackingbenefitsfrom asemi-automatedshuttlesystemwhich holds1,155palletsofFilshill’sfastestsellingproducts,generatingsignificant operationalefficiency.Thisisafirstfor wholesalinginScotland,accordingto thecompany.

Thenewpremisesalsohave211 solarpanelscovering400sqmofroof space,andthereareelectricvehicle chargingpoints.Awildflowergardenis beingcreatedandbeehivessetup.

“Incorporatingthehigh-levelskillsof ourpeopleacrossthebusinessandthe mostup-to-datetechnologyandequipment,WestwayParkmarksthestartofa newphaseofajourneyfortheFilshill familythatstartedinPaisleyin1875,” Hannahconcluded.

AUnitasWholesalemember,Filshill sawturnoverincreaseto£200million–up4.4%from£191million–intheyear ending31January2022.Operating

profitsrosefrom£2.3millionto£2.7 million,andgrossprofitwas£17million.Netassetsgrewto£17.1million from£15.2million. CCM

Filshill’s10-yearstrategyfocuses heavilyonengagementwithits216strongworkforceonhealthandwellbeing.“Werecognisethatasa responsibleemployerweneedtodo thisnotonlyforouremployeesand theirfamiliesbutalsobecauseofthe positiveimpactithasonourbusiness andourcustomers,”saidCEOSimon Hannah.

Headded:“Weareabusinessfor families,notafamilybusiness,and that’sanarticulationthatmoreclearly definesourcultureasopposedtoour ownershipstructure.Itisreallyimportanttousthatpeopleareproudof beingpartofthisbusiness.

“Wepayaboveindustrywage rewards;wehaveareallyactivesocial side;we’vepaidretentionbonuses; we’vepaidcost-of-livingsupport payments;we’vepaidattendance bonuses;ourdriversareincentivised forgettinghighermilespergallon;and peoplearegearedupwiththetechnologytobeabletoworkfromhome andbuildthatwork-homebalance.

“Ourworkforceretentionandabilitytorecruithavebeenpositively

impactedbytheseinitiatives,”said Hannah,adding:“Thenewworking environmentatWestwaywillfurther cementthiscommitment.”

Thedistributioncentreandofficesat WestwayParkhavebeendesignedwith thecomfortofstaffinmind,withthe officescreatedtomakethemostof naturallightandhelpboostproductivity andmentalhealth.

Filshillhas23fully-trainedmental healthfirstaidersatdifferentlevelsof thebusiness.Ithashad176interventionsofsupportthroughthefirstaiders, includingsignpostingtherangeofservicesofferedbyGroceryAid.

“Wegenuinelycareaboutourpeople,”Hannahremarked.“Thatabilityto

reachouttoapeer,thatremovalof stigma,hasbeenincredible.”

Othermeasuresthatthewholesalerhastakentosupportitsworkforceincluderunningafinancial awarenessprogrammetohelppeople todrawupabudget;offeringfreeflu vaccinationson-site;establishinga menopausepolicy;introducingsix Filshillcancersupportambassadors; andofferingself-defencetraining.

Forthefirsttime,Filshillisholding aFamilyWellnessDayforallofits employeesandtheirfamilies.Itwill takeplaceinJuneatFinlaystone CountryPark,wheretherewillbea barbecue,ceilidhandactivitiesincludinganinflatableassaultcourse.

‘It is important to us that people are proud of being part of this business’

Thenewpremisesincludeastaffcanteenandbreakoutpodsformeetings.

Gravity-fedliverackingbenefitsfromasemi-automatedshuttlesystemwhichholds 1,155palletsofFilshill’sfastest-sellingproducts,improvingoperationalefficiency.

‘Thefuturelooksbright’

Confexisoutperformingitscompetitorsandthereismoregrowthtocome,accordingto MDTomGittins,whopresentedabuoyantupdateatthegroup’stradeshowlastmonth.

Confexisproducinginflationbustingresultsaheadofits competitors–figuresconfirmedbyConfexData Insight,accordingtomanagingdirector TomGittins.

Speakingatthegroup’stradeshow andannualawardsatDeVereCotswold WaterParklastmonth,Gittinstoldthe audienceofmembersandsuppliersthat Confexfinishedits50thyearoftrading havingsurpassed£3billionincombined memberturnoverforthefirsttime,with salesupby26%(adjustedforinflation).

Lastyear,Confexwelcomed16new members.“Theseadditionscollectively bring£654millionadditionalbuying powertothegroupandshowcasethe strengthindiversitythatensures Confexcontinuestogrowanddevelop aheadofourcompetitors,”saidGittins.

HeaddedthattheConfexData Insightprogrammenowhasweekly salesoutamountingtoover£150million.“Membersandsuppliersarenow usingthisinsighttopinpointsales opportunitiesandextendrangeswith theconfidenceofsalesdatafromacross theConfexmembership,”notedGittins.

Confex increases resource within foodservice

ConfexhaspromotedMattNorman fromseniorbusinessmanagertothe newlycreatedroleoffoodservice controller.

Memberawards

RetailMember

MillenniumGroup

FoodserviceMember

HollandBazaar

COREOwn-BrandMember

WoodsFoodservice

GreenWholesaler

WoodsFoodservice

SocialMediaMember

WatersideFoodServices

HeadOfficeEngagement

NorthWestTea

CCM

“Thefuturelooksbright,”headded. “WewillhaveourchallengesbutConfex memberscontinuetodiversifyand investintheirbusinesses.Confexwill continuetosupportthemandweall remainenergisedandpositiveaboutthe futureofthegroup.”

“AstheConfexownbrandCORE hasgrownsinceitsinceptioninMay 2021,theConfexboardfeltitrightto extendtheresourcewithinfoodservicewiththeappointmentofafoodserviceexecutive–AmyThomashas beeninternallypromoted–alongwith implementingthenewroleoffood-

servicecontroller,”explainedmanagingdirectorTomGittins.

NormanjoinedConfexin2019, havingpreviouslyworkedatTate& Lyleforfive-and-a-halfyearsand beforethatatSHSSales&Marketing foreightyears.

“Thegrowthofownbrandacross wholesaleispersonifiedbythesuccessofCOREwhichwaslaunchedat theendofthepandemicasfoodserviceenduserswerelookingforacosteffectivewaytoreopenthehospitality sector,”saidGittins.

“Thefollowingperiodoffoodinflationhasfurtherincreaseddemandfor ownbrand,withCOREa£10million brandafterjust18monthsoftrading.

“COREhaswoneightCCMChefs’ Own-BrandAwardsintwoyearsand isforecasttogrowto£30millionover thenextthreeyears,”headded.

TomGittins:Confexiscelebrating ‘inflation-busting’results.

ThereisalotofinterestintheCORE ownbrand–alreadyworthover£10m.

ChrisMorgan(left)ofWatersideFood Services–SocialMediaMemberwinner.

RyanTorrible(centre)ofNorthWestTea withtheHeadOfficeEngagementaward.

MattNormanandAmyThomas.

Formbarwasfoundedin2005followingthe break-upofamuchlargerbusiness.Formbar retainedthesupplyanddistributionagreement contractswithselectedconveniencestore symbolgroups.

WecontinuetoworkcloselywithMarsanz,oneofthelargest trolleymanufacturersinEurope.Marsanzisafamily-owned businesswhichhasbeentradingforoverfiftyyearsacross Europewithaworldwidenetworkofdistributors.

In2019HannahLewistooktheopportunitytopurchasethe businessafterworkingforthecompanyforover10years. Sincethischangeofownership,Formbarhasdemonstrated substantialgrowthinthefirstthreeyearsbyattractinga comprehensiverangeofnewcustomerswhilstintroducinga rangeofinnovativehybridtrolleys.

OurheadofficeislocatedinSouthOxfordshire,withour 30,000squarefootwarehouselocatedbetweenBicesterand Aylesbury.Wemaintainhighstocklevelswhichenablesusto deliveritemspromptlytostoresacrosstheUKwithoutthelong deliveryleadtimesassociatedwithdeliveriesfromtheFarEast.

Ourwarehouseteamfittrolleyhandles,wheelbrakes, travelatorcastors,£1coinlocks,corporatebrandinglabels beforepackinganddispatchingourorders.Thisensureswe canofferindustry-leadingdeliverytimes.

Formbarsourcesthehighestqualitymaterialsfromselected companiesintheUKandSpain.Thisenablesustomaintain continuityofdesignandsecurityofsupply.

Thecost-of-livingcafécrisis:business billsriseascustomerspenddeclines

ByAbigailBrierley

Advicetotheconsumeron howtosavemoneyalways startsthesame–cutdown onluxuries,cutdownoneatingout,cutdownonthattakeawaycoffee.Butwhathappenstothepeopleand thebusinessesontheothersideofthe counter,whoseverymeansofsurvival reliesonpeoplespendingthismoney?

BeanSocialandZestaretwoindependentcafésthatarebattlingthecurrentcost-of-livingcrisis.LisaCuthro,the ownerofZest,andJamesGardener,the ownerofBeanSocial,explainhowthe risingcostofliving,andachangein consumerspending,haveaffected themandtheirbusinesses.

Zestwasfoundedin2008andis situatedintheheartofStAndrews–a popularScottishtouristtownwithalarge studentcommunity.Cuthroacknowledgedthatitisthislocationthathas helpedZeststayafloatduringthecost-oflivingcrisis:“Businessthisyearhasbeen morechallengingthanduringCovid. CustomersunderstoodCovid;they don’tunderstandtheriseininputprices thesameandcomplainaboutthecosts weareforcedtopassonjusttosurvive.

“Wearebusy–atcapacityattimes–butstilljustbreakingeven.Customers

seeusbusyandassumealliswell. LuckilyStAndrewshasalargesocioeconomicgroupwhohaveahigherdisposableincome,sowe’venotseena dropintradeduetothecostofliving.”

Theriseinbusinesscostswasespeciallyfeltoverthewinter:“Weoperated atalossoverthisperiodandmitigated bydrasticallyreducingourhoursand menu,”explainsCuthro.

“Wecuttheproductswiththemost inflatedprices–forexample,we stoppedsellingeggmayonnaise baguettesandremovedeggsfromthe saladoptions–andreplacedthemwith productswithreliablesupplyandpricing.Wealsomovedtosellmorevegan optionstomitigatedairyandeggprice

rises,whichhasbeenapopularmove.”

Cuthronotes,however,thatothersin thecafécommunityhavebeenhitvery hard:“Myfriendsinareaswithadifferentdemographichaveseenhuge changes–reducedspend,lessfrequent visitsfromregulars,etc.Manyhave beenforcedtoclosealtogetheror mothballtheiroperations.”

Thislinesuppainfullywellwith Gardener’sexperiencewithhissmall independentcaféinadifferenttown withadifferentdemographic.Bean Socialhadbeenoperatinginthesame waysinceitopenedinDurhamin2017, butrecentlyhadtochangeinorderto attractmorecustomersandkeepcosts down.

‘Anawfulsituation’

Gardenerfoundthatfewerpeoplewere visitingforlunchesandfood,sohereevaluatedhowbesttoattractcustomers whilekeepingcostsdown:“Wehave hadtopullthefoodmenutosave moneyonstockandmoreimportantly staffcosts.Itisanawfulsituationformy loyalstaffbuttheyunderstandthedire problems,”hesays.BeanSocialhad alreadybeenoperatingwithaskeleton staff,soithadlittlewiggleroomtosave costsinthatarea.

Gardenerintroducednewdeals, suchasteaandasconeat£4andcoffee

ZestinStAndrewsisbusybutstilljustbreakingeven.

JamesGardenerofSocialBeaninDurham:‘Wehavehadtopullthefoodmenu.’

andacakeat£6.However,thatisstilla lotofmoneyforsomeofBeanSocial’s customers,andthebusinesshasn’t beenabletoattractasmanycustomers asitneeds,hesays.

It’snotonlythereductionincustomerspendingthatisachallenge,but alsotheriseinbusinesscosts.Cuthro fromZestknowsexactlyhowwholesalescouldhelpherandherbusiness: “RegularcommunicationiswhatIwant frommywholesalers,”shesays.“IfI knowasfarinadvanceaspossible aboutpriceshifts,thenIcanplan.

“Suggestionsofalternativesarealso welcome,helpingustofindsuitable productsatabetterprice.Whenyouare fire-fightingitisdifficulttofindthetime totrawlwebsites,negotiatepricingfor newproducts,etc.Havingthempresentedtoyoumakesabigdifference!”

Notimetoshoparound

Gardener’sexperiencesaresimilar,and hestressestheimportanceofcommunicationtoo:“Frequentupdatesfrom thewholesalerarekey,”hesays.“You spendsomuchtimeconcentratingon howtokeepyourbusinessafloat,payingyourstaffandcoveringcosts,that youdon’thavethetimetoshoparound lotsofdifferentplaces.Iwanttoknow whatdealstheyhavesothatIcanthink aboutadaptingmymenutofitwiththe discountedproducts.”

BrakeshasbeenZest’swholesaler throughoutthecost-of-livingcrisis,and Cuthrohasfoundthat,throughcommunication,thetwobusinesseshavemanagedtocomeupwithsomeideasof

Zestintroducedmoreveganoptionstomitigatedairyandeggpricerises.

howBrakescanhelpZest:“We’ve workedtogethertofindsolutionsand/or alternatives,”shereports,adding: “Menuplanningwasofferedbutnot needed.”

BeanSocialusesCostcoandTesco. Gardenerexplainsthatthebusinessis currentlyoperatingonajust-in-time (JIT)philosophytohelpwithcashflow–bulkbuyingisnotalwaysanoptionfor thebusinesswhenitisstrugglingthis much.

Bothoperatorsalsosourcelotsof productsfromthelocalarea–notjust wholesalers.GardenerfromBeanSocial says:“Wegetthemajorityofourstock fromalocalzeropackagingshoprunby friendsasashowofindependentsolidarity.”Similarly,Zesttriestosource localproductswhereitcan,withCuthro statingthatituses“asmanylocalproducersaspossible”formeat,veg,and itsbakery.

Inadditiontohavingtodealwith difficultmarketconditions,independent businessescanfacetheirownsetof challenges.

Zestisasocialenterprisethathelps supportpeoplefacingbarriersto employmentbyprovidingafriendly, inclusiveworkplacetolearnand develop.Themajorityofitsemployees havedisabilities,andwhileitsworkin thecommunityhaswonitplaudits, Zest’sbusinessmodeldoesmeanthat reactivityandmakingshort-term changesisnotalwaysanoption.

“Wedon’tdopromotionsorchange menus,”saysCuthro.“80%ofourteam

havedisabilitiessomakingtemporary changesismoredifficultforthem,and whenwehavetrieditinthepastwe founditdidn’tmakemuchdifferenceto profitability.”

ItisclearthatbothZestandSocial Beanareconcernedaboutthecurrent stateofaffairs,andthereisnotyetlight attheendofthetunnel.Gardener admits:“Iamworriedaboutthisyear, andhopingthatfoodinflationwillstart toreducetogiveussomebreathing room.Withoutaprofitinthesummer, wewon’thavesavingstogetthrough thequietwinterperiod.”

BeanSocialhasalsofelttheimpact ofthecost-of-livingcrisisespecially hardduetouniquefactors.Thecaféhas beenbadlyaffectedbytheconstruction ofDurham’snewbusstation,asthe roaditislocatedonisallbutimpassableforpedestrians–affectingBean Social’spassingtrade.

“Currentlythecaféissurviving monthtomonth,inthehopethatwe canlastuntilthebusstationiscompleted,butinallhonesty,wearestumbling,”saysGardener.

Thereisnoeasysolutionforthese twobusinesses.Untilthecost-of-living crisiseasesand/ortheircostsreduce, theirproblemswillnotgoaway. However,wholesalerscancontinueto supportthesecafés–andindeedall theircustomers–byprovidingthe assistancetheyrequire,whetherthat takestheformoffrequentupdateson pricinganddeep-cutpromotionsor suggestedproductswaps. CCM

BeanSocial’spassingtradehasbeen affectedbyconstructionworknearby.

Potentialforbigsales

Shoppersarelookingtoenjoyeveningsathomeasamorecost-effectivewaytospend timetogether,presentinganopportunityforthetradetoofferproductsfitfortheoccasion.

TheBigNightInoccasionisexpectedtoseesubstantialgrowththisyear,with39%ofconsumers planningtoeatoutlessfrequently(58%in Scotland),creatinganopportunityforconvenience retailers.Inaddition,29%ofconsumersareplanningtohave fewertakeaways(46%inScotland)tocurbspend(TWC).

“WithtwopacksofRustlers alreadysoldeverysecondinthe UK,stockistsofthe£106.9million brandcancatertodemandforhot, tastyandeasymealsolutions,as consumerscontinuetotradedown fromeatingouttogroceryalternativesthatreplicateout-of-home menufavourites,”pointsoutRoss Davison,headofconvenienceat Kepak.

Thecost-of-livingcrisisistopofconsumers’minds,as highlightedina TaytoGroup survey,whichshowedthat95% ofconsumerswereconcernedaboutthecostofgroceries.

“Onewayconsumersareeconomisingistosavepetrolby shoppinglocally.Thisprovidesanopportunityforindependentretailerstobecomethego-toplacetopurchasedrinks andsnacksforlunchoronthewayhomeforabignightin–butonlyifshoppersbelievetheyaregettinggoodvaluefor money,”saysMattSmith,marketingdirector.

Incrispsandsnacks,£1PMPshavebeengrowingmore thantwiceasfastasthemarket.Inflationarypressureisforcingmanyotherbrandstomoveabovethe£1pricepoint,but GoldenWonderisretaining£1PMPsacrossitsrangewithno reductioninretailermargins.

Thiscommitmentto£1hasbeeninstrumentalinGolden Wonder’ssuccess,withits£1PMPsnacksrangeoutperformingthemarket(+22.6%versus+9.9%)andTransformA-Snackbeingthestarperformer,upby42%(IRI).

porksnacks,anditsscratchingsfromMrPorky(No.1brand) andMidlandSnacks(No.2brand)areavailableinclipstrips, pubcardsandshelf-readycases.

Nearlyhalf(49%)ofpeopleseesnacksasa‘musthave’ foraneveningin(Mintel),andsharingpacksofcrisps,snacks &nutsaregrowingat8.8%MAT(NielsenIQ).

“Asrecessionaryconditionsprevail,nightsinwithfamily andfriendswillbecomemoreprevalentasanalternativetoanightout,” maintainsMattCollins,tradingdirectorof KPSnacks, whichboastsa diverseportfolioofsharingproducts.

TheseincludeFlavourKravers, whichwereintroducedlastyearin threeflavours:FlameGrilledSteak, Smokin’Paprika,andSourCream& Chive.

Drinksarealsoimportantforabig nightin.“At-homeoccasionstookoffattheheightofthe coronaviruspandemic,butwiththerisingcostofliving, they’relikelytocontinueassomepeoplereducespendon luxurieslikegoingouttoeatanddrink,”saysAmyBurgess, seniortradecommunicationsmanagerat Coca-Cola EuropacificPartners(CCEP).

Thesupplier’sbroadportfolioprovidesoptionstosuitthe bignightin.TheseincludeCoca-Cola,whichisdriving growthingroceryandconvenience,ledbyZeroSugar,and Schweppes,theNo.1mixerbrandinconvenience(Nielsen).

BoostDrinks pointsoutthatdemandisontherisefor drinksthatincorporatenaturalingredients, provenanceandnutritionalbenefits(Mintel).

Squeezedpocketsalsomeanpeoplearemakingfewer tripstothepub,butthisalsocreatesanopportunityforindependentretailerstocapitaliseonthebignightin.Porksnacks areeatentwiceasoftenathomethaninthepub,and74% areboughtonimpulse(Norstat).Taytoisthemarketleaderin

RioisatopfiverankedSKUinfruitcarbonatesbasedonunitrateofsaleandhas thesecondlargestwholesalersalesrates toretailers(IRI).“Thisshiftinconsumer appetitesisonlysettokeepgrowing,soit’s vitalforretailerstotakethisintoaccount,” saysAdrianHipkiss,marketing&internationalbusinessdirector. CCM

Activitytostimulategrowth

Nearlyhalf(47%)ofconsumersdrinkcider,and53%ofciderdrinkerssaytheyreachfora ciderwhenrelaxingathome(Mintel).SuppliersareofferingvalueandexcitingNPD.

Appleciderretainsitstoppositioninthemarket, withstandardciderremainingthemostpopular, butflavourexplorationiscontinuing(Mintel). Cidermakersandsuppliersareinnovatingto attractnewconsumers,aswellasretainexistingdrinkers.

ItissettobeabusyyearforBrothersCider.Withanew flavour,thebrand’sbiggest-everon-packpromotion,an additionalformatforoneofBrothers’mostpopularvariants, andanexclusivetie-inwiththeGlastonburyFestival,cash& carriesandwholesalerscanexpectastep-changeindemand fromindependentsandconvenienceretailersinthemonths ahead,accordingto BrothersDrinksCompany.

“ThisyearmarkstherampingupofsupportforBrothers Cider,anddepotsandretailersalikewillexperience increasedthroughputsasaresult,”saysheadof marketingNicolaRandall.

“WehavealongassociationwithGlastonbury Festivalstretchingallthewaybackto1995–BrothersCiderhasbeensoldateveryeventsince –sowe’rethrilledtoconfirmthatBrothersisto betheOfficialCiderofGlastonburyFestival,” sheadds.Thisyear,thesupplier’sFestival AppleCiderwillbeavailableatoverahundred barsduringthefive-dayeventatWorthyFarm, whichisjustthreemilesfromthehomeof BrothersCiderinSheptonMallet,Somerset.

TocelebratetheGlastonburytie-in,Brothers Ciderhaslaunchedanon-packpromotionwith overamillionprizesupforgrabs,including10 pairsofticketstotheevent,festival-relatedmerchandise, andamillionmoney-offcouponsforBrothersdrinks.

RunninguntiltheendofMay,thecampaignisdesignedto engageandexcitebothmusicenthusiastsandciderlovers. TofurthermarktheGlastonburyFestivalpartnership, Brothersislaunching500mlbottlesof5%abvFestivalApple Cider,aproductpreviouslyavailableonlyincans.

TheGlastonburyFestivalon-packpromotionwillappear onBrothers500mlglassbottlesofFestivalAppleCider, ToffeeAppleCider,CherryBakewellCiderandnew RaspberryRippleflavour,aswellason10x440ml canmultipacksofFestivalAppleCider.Theonpackactivitywillbesupportedbysocialmedia contentanddigitaladvertising.

BrothersDrinksCohasalsoannouncedthe introductionof‘anotherintriguingflavourto thecidercategory’,BrothersRaspberryRipple.

“Ourlatestflavourisacombinationofdeliciousraspberryswirledwithdelicatevanilla, andisbestservedchilledoverice,”explains Randall.“Introducingthisclassicicecream flavourtothecategorywillhelpstockiststap intoconsumerexcitementaroundsummer socialisingoccasions.”

BrothersRaspberryRippleisavailablein500mland330ml glassbottles,andin6x330mland10x330mlmultipack cans,withrspsalignedtoexistingvariants.Theintroduction ofthenewflavourisbeingsupportedbyabespokemarketingcampaigncomprisinginfluencerpartnerships,social mediaactivations,andvisibility-drivingPoSmaterial.

Brothersclaimstobetheonlybrandingrowthinthefruit cidercategory,withvalueupby3.3%andvolumeupby 9.6%(Kantar).

AlsonewtothemarketisStrongbowUltraApplefrom HeinekenUK. Itisavailableinsingleslimline330mlcansand 4x330mlcanmultipacks.

With36%fewercaloriesthanStrongbowOriginal–at80 caloriesper330mlcan(4%abv)–thenewadditionisaimed atshopperslookingforalightercideralternative,withnaturalappleflavours.

HeinekenUKciderbranddirectorRachelHolmscomments:“ThecreationofStrongbowUltraAppleaddressesa hugeopportunityinthelowercaloriecider category,withapropositionthatdoesn’t compromiseontaste.Withthislaunch,we willcatchtheeyeofGenZandYshoppers onthehuntforanewsummertimedrinkto sip,whootherwisereachforRTDsand spirits.”

TheNPDisbeingbackedbyamulti-million-poundmarketingcampaign.Thereturn ofthe‘DrinkTheG.O.A.T’campaignwill includeanewtwistandfeatureacrosskey channelsnationwidealongsideasampling driveduringthesummermonths.

STOCK UP ON THE UNEXPECTED

Nearlythree-quarters(72%)ofUKhouseholdsarenow impactedbytherisingcostsoffoodanddrink(Levercliff). “Therealityisweareallmakingsavingstovaryingextents–notjusttomakeendsmeet,buttoalsobeabletoaffordthe thingswevaluemost,”saysCalliO’Brien,headofmarketing at AstonManorCider.

“Whilemanypaymoreattentiontowhattheyarespendingtheirhard-earnedmoneyon,itisworthremembering thattheaverageconsumerwasfeelingthepinchevenbefore now.SinceCovidhit,thenumberoffinanciallyconstrained consumershasrisenfrom23%to59%(NielsenIQ),”sheadds.

O’Briencontinues:“AstonManor’sethosisall-round affordability.Agreatexampleofthisisouraward-winning Britishciderbrand,CrumptonOaks,whichoffersgreatvalue toshoppers.Ourfour-packpintcannotonlybroadensthe brand’sconsumerbase,butit alsoattractsnewshopperstothe category,andreinforcesitsqualityandvalueproposition.

“Ultimately,weareherefor shoppers,helpingthemtosave withouraffordablecider,allowingthemtofocustheirspendon whatreallymatters.Ourrange providesshopperswithan affordablesolution,withouttradingdownonquality,sotheycan beassuredtheyarenotcompromisingwhenneedingtospendalittlelesscashoncider.”

Cash&carriesshouldprovidetherangethatretailers needtoofferavarietyofchilleddrinksforcustomerstobuy, takehome,andenjoystraightaway,saysO’Brien.Larger multipacksareimportanttoensureshopperscankeeptheir homesupplystockedupforbignightsin,whilesingle-serve options,suchasthepintcansintheCrumptonOaksfourpack,arealsopopular.

“Whilemanyconsumershavereturnedtoamorenormal wayoflife,andsustainability remainsapriorityformanypeople–49%thinkthatrecyclable/ reusablepackagingisimportant (Dohler)–single-serveoptions suchasciderincansandbottles continuetoplayaroleforthose whoaremoreawareofhygiene whensharingadrinkwith friendsandfamily,”O’Brien pointsout.

Athirdofshoppersonlyever buyciderincanssoitisimportantthatcash&carriesstockbothbottlesandcanstoprovide choiceforretailersandconsumers.

“FrostyJack’sandCrumptonOaksCidercomeinboth packformatsandwerecommendthatretailersdualstock plasticbottledproductsalongsidecans,tohelpattractmore customersintostores,socash&carrieshavearoletoplay insupportingthis,”saysO’Brien.

Anothersupplierawareoftheimportanceofofferingconsumersvalueformoneyis ThatchersCider, whichhasintroducedanewprice-markedpackforits4x500mlcanpackof

ThatchersGoldCider.The£5.49price-markedpackis availableexclusivelyfortheconvenienceandindependent channel.

JonathanNixon,commercial directoratThatchersCider,says: “Bystockingtheprice-marked pack,retailerscancommunicate valueformoneytoshoppers.This newpackforThatchersGold–our mostpopularciderwhichattracts moreshoppersthananyother applecider–meanswe’reableto furthersupportretailersandhelp boostsalesbyaddinganextraincentiveforshoppersto purchase.”

ThatchersGoldhasdemonstrateditsretailappealwith thelargestvaluegrowthofanyciderinthelastthreeyears, accordingtothecompany.

Nixonsays:“TheGold4x440mlcanpackisthetopsellingbrandedappleciderfour-packinthemajormultiplesso thisnewprice-markedpackof500mlcansprovidesastrong opportunityforconvenienceandindependentstorestooffer apointofdifference.Itwilldrivesalesanddemonstrateto shopperstheyareseeingvalueformoney.

“Asshopperscontinuetofeelthepinchthisspringand summer,theywillbelookingtogetextravalueintheirbasket.ThePMPforThatchersGoldisthereforethisseason’s muststock.”

Premiumcidersretaintheirpopularitywithshoppers, withThatcherscontinuingtooutperformthecidermarket,up almostathirdonpre-Covidlevels,reportsthecompany.It addsthatThatchershasgrownmorevolumethanallother top10cidermakerscombinedinthelastthreeyears.

MolsonCoors isalsoreportingsubstantialgrowth–for AspallCyder.Inconvenienceandindependentstores,sales increasedinvalueby25%throughout2022(IRI),withparticularlystrongsalesinthefinalquarter.Whilecidermightnot traditionallybeconsideredawinterfavourite,AspallCyder’s salesvalueinindependentandconveniencestores increasedby49%inQ4versus2021(IRI).

Thebrand’sgrowthfollowssignificantinvestmentinthe SuffolkciderbrandbyownerMolsonCoorsoverthepast12 months,includingitsfirst-everTVadvert,whichformedpart ofa£3millionmarketingcampaign.

StuartAyre,marketingcontrollerforcideratMolson Coors,says:“Therecordgrowthwe’veseentiesinwiththe widertrendtowardspremiumoptions,whichshowsnosign ofslowingdown,so we’reconfidentAspall willcontinuetogrow. We’llkeepinvestingin thebrandtomaintain themomentumwe’ve generated,engage consumersandultimatelyhelpourcustomerstomakethe mostoftheopportunitiesitcanprovideto growsales.”

FAVOURITE

NEW RASPBERRY RIPPLE AVAILABLE IN A RANGE OF PACKS & FORMATS

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Lookingtostirupsales

Astheyearcontinuestochallengeeconomically,thisisagoodtimeforwholesalersand retailerstocapitaliseonareaswhereconsumersarestillwillingtospend.Fromhealthy brewstosmallindulgences,thehotbeveragecategorycontinuestodeliver.

Thehotbeveragescategoryisreflectingchanging shopperhabits,withemergingbrandsandestablishedmanufacturersrespondingtoconsumer demandforhealthandsustainabilitycredentials.

TaylorsofHarrogate focusesonqualityforitsout-ofhomeoffering,withitsbaggedformatinbothteaandcoffee givingbrandreassurance.“Werecommendthatcash&carriesstockarangeofproductstomeettheneedsofavariety ofcateringbusinesses,”saysGregHarvey,out-of-homesales controller.“Consumersaretighteningtheirpursestringsso theywillbelookingforqualityandvalueformoney.”

Thesupplierhasalsoensuredthatitwillbeareliablepart ofthesupplychainwhileothermanufacturersmaybestrugglingwithavailabilityissues.“We’reproudthatwe’vealways stucktoourgunswhenitcomestobuyingreallyhighqualityteasforourblends.Inaddition,ouruniquesourcing approachallowsustotacklethesustainabilitychallenges thatteasuppliersface.Catererswillbelookingtoservea highqualitybrewandknowthattheircustomerswillbereassuredtoseeYorkshireTeaonthemenu,”Harveyadds.

Consumerhabitshavealsoseenachangeinteaconsumptionduetohealthconsiderations.Greenteasandfunctionalteasshouldbegivenspaceonretailershelvesandon caterermenus,andaqualitydecafoptionisalsoanessential elementofacomprehensivehotbeverageoffering.Withthe weightoftheYorkshireTeabrandbehindit,Taylorof Harrogate’sYorkshireTeaDecafhasalmost30%ofthedecaf teamarketshare.Theadditionofataggedandenveloped formattotheline-uphasaddedfurthergrowthopportunity tothesub-brand.

Overtheborder,LancashireTeahaslauncheditssecond digitaladpostercampaign.The Spicers teabrandisgoing forhighvisibilitywithstrikingadsinhigh-footfalllocations aroundLancashire.“Ouradcampaignlastyearcreatedquite astirandit’sgreattoseethescreenslitupwithLancashire

spiritacrossthecounty,”saysPhilToms,headofmarketing. “It’sbeenareallybusycoupleofyearsfortheteam,withthe reformulationoftheblend,theCommuniteacampaign,new listingsandthegrowthofthebrand.”

Thesupplierhasinvestedbackintoitscommunityroots throughitsCommuniteaGrantscheme,supporting Lancashire-basedcharitiesandorganisationswithfinancial donationsandgiftsofteatosupportandbringpeople together.Moreactivityisplannedforthebrandinthenear futuretocreatefurtherbrandawareness.“Wearethrilledto haveanexcitingmajorpartnershiptoannouncelaterthis yearandsomeNPDtolaunchtoo,”Tomsadds.

AhmadTea, distributedby PettyWood, highlightsthe growingimportanceofadiversetearangethatcatersto currentconsumertrendsanddemands.Themanufacturer’s NaturalBenefitscollection,comprisingEnergy,Beauty, Immune,Digest,SlimandSleepvariants,isarangeofherbal andgreenteaswithaddedvitaminsandbotanicals.

“FunctionalteaswillbeagrowthdriverforC&Csthisyear, particularlyherbalteasthatpromoteproductivityandrelaxation,”predictsglobalheadofmarketingTraceyWakelin.

Thecoffeesegmentisalsoreflectingashiftinconsumer priorities,butwholesalers’primaryfocusshouldbecore coffee,maintains Nestlé. “Coreinstantis thelargestsegmentinthetotalcoffeemarket,andevenbiggerinwholesale(IRI)and isthereforethegreatestpenetrationdriver (Kantar),”saysacompanyspokesperson.

“Ensuringthatwholesalershavean optimumrangeacrossallofthecore segmentswithallofthebest-selling SKUsisessentialtotrytomaximisetheir coresales.”

BymakinguseofNestlé’scategory knowledge,wholesalerscanensurethat theyarestockingtherightrangefortoday’sconsumersand beinapositiontobestadvisetheirretailandcateringcustomers.“Followingmerchandisingprinciplescanoptimise rangeefficiencyinhotbeverages.EnsureGood,Better,Best isimplemented,”advisesthespokesperson.

“Coffeeisthehighestpence-per-cupandlargestcategory inhotbeveragesandshouldsitatthetopofthefixtureand ateyeline.Teashouldthensitbelow, andbelowthis,hotchocolateand otherhotbeverages.Anycomplementarycategoriessuchassugar andsweetenersshouldsitatthebase ofthefixtureastheyarenotfootfall drivers.Withineachcategory,SKUs shouldbemerchandisedbysegment, thensubsegment,thenbrand.”

Inthetotalcoffeecategory,Nestlé coffeeisgrowingvalueaheadofthe market(IRI).Thisstronggrowthhas beendrivenacrossallcoreinstantpropositions:regular,premium,superpremium,decafandorigins&organic(IRI).

Inaddition,Nestléoutperformsthemarketinmixes, drivenbyfrothycoffeethroughNescaféGoldFrothyand podsthroughNescaféDolceGusto.

Themanufacturerflagshealth&wellbeingandsustainabilityaskeygrowthdriversinthehotbeveragescategory. “Asconsumersarebecomingmoreconsciousoftheirhealth andlifestyle,therehasbeenan increaseinshopperscuttingout caffeineandthereforeswitchingto decaf,”saysthespokesperson.

“Decafhasseengrowthandtherefore shouldbepartofawholesaler’score hotbeveragesrange.”

Inaddition,sustainabilityisapriority–particularlyforyoungershoppers (Kantar).“Packaging,especiallyrecyclability,isoneofthefundamental driversfortheseshoppersandcan influencepurchasedecisions,”saysthespokesperson

Cafédirect, distributedby RHAmar, isanotherbrandwith afocusonsustainability.Themessagewillbemoreprominentafterabrandrefreshthisyeartoprovidegreaterstandouton-shelfandbettercommunicatethecredentialstoconsumers.Thenewpouchpackagingisrecyclablewithsoft plasticsatlargesupermarkets.

Inthedrinkingchocolatecategory, CocoaCanopy hasprioritisedsustainablecredentialsandislookingtogainfurther tractioninthewholesalesectorthroughcollaborativemarketing.“We’rekeentoworkwithcash&carriesanddelivered wholesalersmorethroughout2023,sowehavebeendevelopingourmarketingstrategyinthisarea,”saysNavNotay, managingdirector.

ThesupplierisaRainforestAlliancecertifiedcompany andalsopartoftheCocoaHorizonssustainabilityscheme. Thefivevariantsintherangeareallfreefrompalmoiland havefullycompostablepackaging.

“In-storetastingsarealwaysgoingtobepopularwithcustomersandtheyareausefulwaytoraiseawareness,butwe believethebestwayforwholesalerstodrivesalesforbrands likeoursisthroughtargetedpromotions,especiallyatpeak seasonaltimes.Offerssuchas‘buytwocases,getonefree’ wouldworkwell,”Notayadds.

“Wewillbelaunchinga30gsachetbagthismonth.This willenableustoexpandsamplingsignificantlybutalsoallow customerstoexperimentandfollowtheirownjourneyof discoverythroughthedifferentoptionsinourrange.”

Hotchocolateisincreasinglyanareaansweringtheneeds ofconsumers,ascash-strappedshoppersseekaffordable indulgence. MondelezInternational hasgearedits ‘SpectacularlyNice’promotiontowardsbudgetingconsumerslookingforachancetomaximisetheirenjoyment. PrizesonofferincludeLondonWestEndtheatreevenings.

CadburyDrinkingChocolate500g,InstantHotChocolate 400gandCadburyHighlightsMilkChocolate220gallfeature thepromotion.CadburyistheUK’sNo.1hotchocolatebrand andisgrowingat8.7%yearonyear(Nielsen).

GalaxyHotChocolate,from MarsChocolateDrinks& Treats, isalsoperformingwellinthedrinking chocolatecategory.Thebrandhasseena 11%increaseinitsretailsalesvalueandhas astrongrepeatpurchaserate.

“ThestrengthofourGalaxyand Maltesersbrandsencouragesfirst-timepurchases,whilethetasteoftheproducts encouragesconsumerstokeepbuying,” saysMichelleFrost,generalmanager. “InstantdrinkingchocolatessuchasGalaxy HotChocolatehavebecomeahousehold stapleratherthanaluxurychoice.”

Thebrandnowappealstoyoungercustomers,thankstoproductinnovationandarangeofformats, includingCelebrationPods,GalaxyToastedMarshmallow andtheGalaxyMovieNightPack. CCM

A proper in-room pairing

Sweetrewardsinhardtimes

Moneyistightformanyconsumers,butconvenienceshoppersarestillfindingthemeans forlittletreats,andtheconfectionerycategoryisrecordinghealthysales.BySiobhanKielty.

Confectioneryhasalwaysbeenavaluableareafor theconveniencechannel,andlastyearitshowed growthof2.9%overthepreviousyear(Nielsen).

Whileconsumersareincreasinglyconcernedwith healthandwellbeing,permissabletreatingisstillholdingits appealandthecategoryremainsstrong.

From LanesHealthcare, Jakemanshasbeenproviding medicinalconfectioneryformorethanacenturyandcombinestraditionalremedieswithcurrentconsumerdemand.

“Lowsugarcontentisinthetopthreefactorsthatconsumersplaceonimportancewhenshopping,”saysbrand managerElizabethHughes-Gapper.“Thegoodnewsfor brandsandwholesalersisthatconsumersagreethatless sugaryflavoursshouldbeintroducedslowly,allowingtaste demandtochangeatagradualpace.Thissuggeststhat consumersareseekingchoiceandbalanceinthepurchases theymake.”

Torespondtotheno-sugar call,Jakemansintroducedits SugarFreeThroat&Chest SoothingMentholLozenges ina50gbagformat.

Withpeopleincreasingly treatingtheirhealthholistically,convenientandnatural productsarebecomingmore andmorepopular.

“Retailerscancapitaliseon thisincreaseddesiretoknow

moreaboutingredientsused.Jakemansusesonlythefinest naturalingredientstoprovidelozengeswithasoothing vapouractiontoeaseasoreorticklythroatandkeepairways clear,”Hughes-Gapperexplains.

ConvenienceretailersshouldbeawarethatOTCremedies arenotjustawintermust-stock.“Thedemandforconvenient andon-the-gosolutionswillincreaseastheweatherwarms andconsumerslooktoventureoutdoorsmore,whichprovidesanopportunityforwholesalers,”shesays.

“Pre-dosed,smaller-sizedproductsandpocketformats areallexperiencinggrowthasconsumerslookforeasyformatsforout-of-homeusage.Infact,lastyearJakemanssaw a10%increaseinvaluesalesandremainsthethirdbiggest brandinthesector.Retailerscanmaximisetheirsalesby stockingarangeofflavourprofiles,includingbestsellersand loworno-sugarproducts.”

Everysupplierisfeelingtheconsumerdemandforvalue asthecost-of-livingcrisiscontinuestobite,butit’snot

‘Retailerscanmaximisetheirsales bystockingarangeofflavour profiles,includingbestsellersand loworno-sugarproducts’

ElizabethHughes-Gapper,brandmanager, Jakemans

theonlyfactorinplay.“Therearelikelytobemore instancesof‘savvyshopping’behaviour,withconsumers likelytobuybettervalueproducts.Thatsaid,trustremainsa keyfactorforconsumers,especiallywithinthehealthcare confectionerycategory,”Hughes-Gapperadvises.

“Consumersholdexpertise,trustandreputationhighly whenitcomestochoosingbrandedproducts.Wholesalers andretailersthatcanreinforcespecialistclaims,educate, andbuildconsumerconfidencewillbeabletojustifyhigher pricepointsanddiscourageconsumersfromtradingdown.”

PerfettiVanMelle isanothersupplierlookingatsugarreductionand healthbenefitsinitsportfolio.“As healthconcernsremainapriorityfor all,oursugar-freealternativesallow peopletomaketheirownchoices,” saysMarkRoberts,marketing&trade marketingdirector.“PerfettiVan Melleremainstheleaderwithinthe sugar-freecategory,withsalescontinuingtogrow.

“FollowingHFSSregulationsand nowthecost-of-livingcrisis,thereareboundtobemultiple challengesforthecategorytoface,”headds.“Ourfocusis ondrivingchoice,andbyhelpingtosignpostwithinthecategory,consumerscaneasilyfindatreatforanyoccasion.We continuetobringawiderangeofproductstoconsumers withnewflavours,packagingandtextures.”

Themanufacturer’sSmintbrandisthebest-sellingsugarfreemintbrandintheUK,with35%marketshare(IRI).Last year’sintroductionofSmintDefensive,launchedinresponse tothegrowingdemandforimmune-enhancingproducts, boostedthebrandfurther.SmintDefensivecontainsvitamin C,B6andzinc,andisavailableasasugar-freepeppermint lozengeinawidelyrecyclableflip-topbox.

Inotherareasofsugarconfectionery,recentactivityfrom thesupplierincludesFruittella Curiosities–themedpacksof HFSS-compliantjellieswith30% reducedsugarthatcomeintwo variants.‘BytheSea’featuressoft fish,starfishandcrabshapesin lemon,orangeandstrawberry favours,while‘IntheSnow’has penguin,polarbearandwalrus shapesinblackberry,raspberry andstrawberryflavours.

TheChupaChupsline-uphasa newformatwiththeFr-oozePop,whichcontainsacandygel. Threevariantsareavailable–strawberry,tropicalandblueberry.“Thebrand–whichleadsthemarket,generatingover £8millionMAT–aimstodiversifyitslollipopportfolioand bringsomethingnewandexcitingtothecategory.Itistargetingexistingconsumerswhoknowandtrustthequalityof itsproductsbutwanttoexperiment,”saysRoberts.

Swizzels isalsointroducingNPD,withnewMinions SherbetDiplaunchinginMayinFizzyOrange,SourApple andTangyBerryflavours.Thesupplierisalsoencouraging wholesalersandretailerstostockuponitsMarvellous Mallowsrange,asthemallowcategorycontinuestogrow

significantly.Thestrongpullofthe£1pricepointcontinues todrivesalesandwillremainontheDrumstick-flavoured MarvellousMallows.

“We’vefoundthatstockinga fullrangeofproductswithina specific‘productfamily’and ensuringPMPsareacorefeature ofanyproductrangeinfluences consumers’willingnesstomake animpulsepurchasewithinthe category,”saysClareNewton, trademarketingexecutive.

“Bystockingafullrangeof PMPs,consumersaregivenanenhancedfeelingofcontrol overtheirspending.Despite53%ofconsumersreducing theirspendingtopaytheirbills(TWC),salesofsugarconfectioneryremainlargelyunaffected.Thecategoryhascontinuedtogrowby10.3%overthelastyear(IRI).”

Themanufacturerhasalsoidentifiedchangingshopper profileshavingapositiveimpactonitssales,andhasconsidereditsportfolioaccordinglytocaterforthis.“We’ve foundthatthepopularityofconvenientsnacking,alongwith adesireforinnovationthatcanbeseenwithinourvegan range,ispositivelyimpactingsalesandboostingtheconfectionerymarket,”sheadds.

MondelezInternational alsoflagsuptheimportanceof respondingtotheriseinvegandemandtoincreasesales. “Morethan700,000peopleparticipatedintheVeganuary challengethisyear,breakingallpreviousrecords,sowe knowit’sneverbeenmoreimportanttoconsiderourranges’ plant-basedofferings,”saysSusanNash,tradecommunicationsmanager.

“We’reproudtoenableretailerstocatertothegrowing consumerappetiteforveganproductsbyofferingshoppers evenmoresnackingchoice.”

Priced-markedformatsareimportantintheconfectionery category,providingvalueassurancetoshoppers.

‘Despite53%ofconsumersreducing theirspendingtopaytheirbills, salesofsugarconfectioneryremains largelyunaffected’

ClareNewton,trademarketingexecutive, Swizzels

Mondelezexpandeditsportfoliolastyeartopre-empt HFSSrestrictions,withitsJuiciesrangeoflower-sugarconfectioneryfromMaynardsBassetts.

“Thisinnovationcontinuestoallow retailersmoreoptionsfortheirrangingandmerchandising,astherange isn’tsubjecttorestrictionsandcan besitedanywherein-store,”Nash explains.

Inchocolateconfectionery,taste innovationiskeytoincreasedsales.

“On-trendandrelevantnewflavours areakeygrowthdriverinchocolate, accountingfor28%ofcategory growthandattractingincrementalyoungeradultconsumers,”saysNash.

Withthisinmind,theCadburybrandhasseentheadditionofWispaGoldSaltedCaramel,DairyMilkSalted Carameltablets,DairyMilkSaltedCaramelNibblesandDairy MilkSaltedCaramelFingers.“Saltedcaramelisincredibly popularwithshoppersandasaflavourissecondonlyto orangeintermsofgrowthoverthelasttwoyears,”says ChristinaBland,brandmanager.

Mondelezisalsofocusingon theshopperdesireforvaluewith itsNPD,havingexpandedthe CadburyDuosrangetoinclude TwirlXtra.

“Ourresearchshowsthat morethanhalfofconsumers specificallymentiontheword ‘value’whentalkingaboutduos, whichmakesTwirlXtraan attractivepropositionforretailerslookingtoshowvaluetotheirmoreprice-conscious customers,”saysViewKidsanapun,Duoslead.

AconsumerpromotionacrosstheCadburysinglesand duosrangeisrunninguntilnextmonthtohelpshoppersand retailers.The‘BigWinWin’asksconsumerstonominatetheir localcornershopforthechancetowinacashprizetomatch theirown,with£500and£1,000prizesonoffer.

“Withmanyshoppersfeelingthepinchduringthecost-oflivingcrisis,theBigWinWincampaignhasbeendeveloped togivebothconsumersandretailerstheopportunitytowin big,”saysNash.“Specialpackswillbeavailableacrossvery topsellers,suchasCadburyTwirl,CadburyDairyMilkand

Advice for wholesalers to give to retailers

WispainbothPMPand non-PMPformats.

“Chocolatesingles accountfor56%ofvalue salesofallsingles,so retailersshouldbesureto stockuponthefull Cadburysinglesrangeto takeadvantageofthispromotionintheirstore.”

Whilevalueundeniably playsakeyrolenow, Ferrero alsohighlightsthe importanceofkeepinga premiumoffering.

“Followingthepandemic,impulsiveon-thegopurchaseoccasions havebeenaffectedasconsumerscontinuetowork fromhomeandadoptflexibleworkingprogrammes.This hasmeantthatthetrendforshoppersoptingformultipacks andtake-homeformatstosharewithfamilyandfriends hascontinued,”saysJasonSutherland,UK&Irelandsales director.

“Asaresult,premiumboxedchocolatehasproventobe oneofthemostresilientsectorsinconfectionery,reflectedin ourFerreroboxedrange,whichisin20%year-on-year growth.”

Thesupplier’srangehasbeenexpandedtoincorporate formatsformultipleoccasionsandtocatertoflavourtrends. FromThorntonsPearlsHazelnutDelightandSaltedCaramel SensationvariantstotheFerreroRocher90gtabletbarin white,milkor darkchocolate styles,Ferrero’s portfolioreflects acontinued desireforpremiuminthe category.

“Byoffering multipleformats, wholesalerscan provideretailers withavarietyofproductstosuiteveryneed,”Sutherland continues.“Premiumboxedconfectionerywillcontinueto playanimportantroleforretailerswantingtodriveconfectionerysales,soit’skeythattherightpackformatsare offeredinstore.”

FerrerorecentlyrelauncheditsYourPerfectStorewebsite,providingretailerswithresourcestohelpgetthemost outofproductsandin-storemerchandising,andenabling themtocapitaliseoncross-categoryopportunities.

“RetailerscanorderbrandedPoSunitsanddisplaysto helpmarketproductsclearlyintheirstore–oralongside complementaryproductssuchaswineorgiftcards.Thiswill ensurethatshoppersdon’tforgettoaddconfectioneryto theirbasket,andallowthemtocoverafullcelebratoryor giftingsolutioninonetrip,”Sutherlandadvises. CCM

a Usekeyproductstocreatebundledeals.

a Stockconfectionerynexttothenewspapersand magazinesfixtureorwithinthefood-to-gosectionnextto itemssuchassoftdrinksorsingle-servesnacks. a Aheadofgiftingandsharingoccasions,shoppersare likelytoturntobrandstheyknowandlove,sostockup onthoselinestoensuretherangeappealstoawide rangeofshoppers.

Source:Ferrero

On-trendandrelevantnew flavoursareakeygrowthdriver inthechocolatecategory.

CCMChefs’Own-BrandAwards2023

Nowinitssixthyear,theprestigiousCCMChefs’Own-BrandAwardsisrunby Cash&CarryManagementmagazine,inassociationwiththeCraftGuildofChefs.

Weknowthecareandpassionthatgoesintocreatingasuccessfulown-brand.It doesn’tjusthappenbymagic:developmentchefsandsupplypartnersworkhardto bringexceptionalproductsofexcellentqualityandgreatvaluetomarket–products thataredrivenbycustomerneedandprovideinnovationinmanycategories.

Theseawardsgivecash&carriesanddeliveredwholesalerswhoseown-brand productshitthemarktherecognitiontheydeserve,withendorsementfromthe CraftGuildofChefs–theleadingchefs’associationintheUK–whoconductthe judginginblindtastings.

Entriesareopenforproductsinallcategoriesatacostof£125plusVATperproduct, withonefreeforevery10productsentered.

TheclosingdateforentriesisMonday3July2023.Theproductsmustbedelivered onthedateandtothedeliveryaddressthatwillbeconfirmedonreceiptofyourentry. JudgingwilltakeplaceinAugustandthewinnerswillbeannouncedataprestigious awardslunchonThursday2November.

Forfurtherinformation,contactMartinLovellon01342712100.

NEW AVAILABLE FOR A LIMITED TIME ONLY

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