Better Wholesaling Insight - September 2024

Diversity and inclusion

How to foster a diverse and inclusive workplace that caters to employees and customers

LEADER

A strategic imperative

Paul Hill Editor

In a summer marked by riots across the UK, the urgency of fostering diversity and inclusion in the workplace has never been more apparent. These events highlighted the deep divisions in society and underscore the responsibility businesses have in promoting unity and understanding to their workforce. For the wholesale sector, which serves a broad and diverse customer base, embracing diversity and inclusion is not just a moral obligation –it’s a strategic imperative.

A diverse workforce brings together a wealth of perspectives, fostering

EDITORIAL

Editor Paul Hill

Editor in chief Louise Banham

Head of design

Anne-Claire Pickard

Production editor Ryan Cooper

Sub editors Jim Findlay, Robin Jarossi

Senior designer Jody Cooke

Junior designer Lauren Jackson

Contributors Tamara Birch, David Gilroy

Production coordinator

Chris Gardner

innovation and enabling businesses to better understand and serve their customers. In wholesale, where success depends on anticipating and meeting the needs of various communities, having employees who reflect that diversity is crucial. An inclusive workplace ensures that all employees, regardless of background, feel valued and empowered to contribute their best.

However, diversity and inclusion must go beyond hiring practices. It’s about creating an environment where all voices are heard and different perspectives are integrated into decision-making processes. This includes rethinking company policies, ensuring equal opportunities for advancement and fostering a culture where everyone feels they belong.

The recent unrest serves as a call to action for wholesale businesses to redouble their efforts in this area. By committing to diversity and inclusion at every level, companies can not only create a more positive workplace, but also gain a competitive edge in understanding and serving their diverse customer base.

SALES

Head of commercial

Natalie Reeve 020 7689 3367

Associate director

Charlotte Jesson 020 7689 3389

Account managers

Megan Byrne 020 7689 3372

Lindsay Hudson 020 7689 3366

Lisa Martin 020 7689 3364

Commerical project manager

Ifzal Afzal 020 7689 3382

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REPORT

P6-7: Viewpoint

How ERGs can be a powerful and positive force within wholesale operations

P8: Diversity

How Diversity in Wholesale is overcoming obstacles to inclusion and equality

P9: Analysis

Examining a government paper that aims to tackle disability discrimination

P10-14: Insight

Leading figures give their take on how they implement diversity and inclusion

P15: Modelling

Taking a deep dive into the frameworks of the D&I in Grocery Maturity Model

P16-18: Foodservice Focus

Analysing the latest trends and products in the pubs and bars sector

CATEGORY ADVICE

P4-5: Working Together

How BrewDog is working with Bestway to help wholesalers drive sales

P19: Industry Spotlight

What is Lamb Weston up to in the wholesale channel?

P20-34: What to Stock

Our annual guide to the bestselling products

P36-40: Sector review

The latest opportunities over Halloween, Bonfire Night and Christmas

WORKING TOGETHER PROJECT

CRAFTING A SUCCESSFUL CATEGORY

Paul Hill finds out how BrewDog is working with Bestway to help independent retailers drive sales of core craft beer

Craft beer remains a huge profit opportunity for wholesalers, and category leader BrewDog recently paid a visit to Bestway’s Brighton depot to offer its expertise about the importance of getting the right core range in convenience to maximise sales.

“It’s really great to be here at Bestway in Brighton to work with the team,” said Hannah Corker, head of shopper marketing at BrewDog. “We work with most of our wholesale partners, and Bestway in particular, by offering competitive pricing and a diverse portfolio of products, from Punk IPA, which is the signpost for the category, to innovation such as our session IPA, Wingman, and low-ABV lager, Cold Beer.”

Stuart Shaw, depot manager of Bestway Brighton, added: “It’s fantastic to have BrewDog in Brighton with this promo offer highlighting its core craft beer range. Promotions like this are great for Bestway as we’re able to help our retail customers explore growing categories such as craft beer.”

To highlight these launches in wholesale, BrewDog offers tailored marketing tools such as pallet wraps and bus stops, to catch retailers’

attention and tie into wider consumer activation. The company also works with its wholesale partners to produce bespoke educational material, helping to improve retailers’ understanding of the craft beer opportunity within their business.

Retailer Jignesh Agnihotri, of Shakti Stores in Brighton, said BrewDog plays a big part in their store’s range: “The four-pack format works well, but we sell everything BrewDog puts in and we get a lot of regular customers buying it. With Punk IPA, you know what you’re going to get, it has consistency and is a trusted brand.”

Craft beer is already driving significant volume and value growth compared to other beer segments, which continue to experience tricky trading conditions, explained Corker. “We also know that BrewDog shoppers spend 28.8% more on their total basket than the average beer shopper1, so craft beer allows wholesalers and retailers to attract a more premium shopper and benefit from enhanced cash margins, giving them an edge on the well-established grocers,” she said.

She stated that it’s vital wholesalers encourage retailers to list top-performing craft beer SKUs, such as BrewDog Punk IPA and Hazy Jane New England IPA four-packs, as well as the BrewDog

mixed pack. “This will help drive impulse sales and upweight total spend in their store. Wholesalers should also advise retailers to use signpost brands to help shoppers easily navigate fixtures,” she added.

She continued: “BrewDog is the signpost brand for craft beer2, and therefore should be displayed at eye level and brand blocked to signal where craft sits within the fixture. Finally, location is key – many convenience shoppers want chilled beer3, so if chiller space is available, craft beer should be sited here as 77% of consumers said that it was at least somewhat important that craft beer in a store is cold.”

Shaw echoed these thoughts and was hugely positive about the Brighton promotion, confirming his customers reacted well to the activity after it gave them a chance to stock up on key lines for the busy summer trading period and maximise profit opportunity. “There is a lot of demand for craft beer here in Brighton and BrewDog is the flagship brand. The support they offer around seasonal events such as Brighton Pride is key to helping our retailers,” he said.

“It’s been great having them here in our Brighton branch. We’re excited to promote this craft beer promotion to our retailer customers and I’m sure they’ll have great success with it in their stores.”

SUPPLIER

“Craft beer is driving significant volume and value growth. While other beer segments continue to experience tricky trading conditions, craft continues to outperform the market.”

WHOLESALER VIEWPOINT

“Customers have reacted well to our in-depot activity, and it gives them a chance to stock up on key lines for the busy summer trading period and maximise profit opportunity.”

STATS

• BrewDog shoppers spend 28.8% more on their total basket than the average beer shopper1

• 40% of target shoppers say they buy whatever is available in the moment4

• Craft beer presents a huge profit opportunity and is one of the only BWS categories in growth

• Craft beer continues to outperform the market, with BrewDog the most well-known brand, accounting for nine of the 10 top-performing craft SKU

• Punk IPA has just 30% distribution in UK impulse, showing huge headroom for potential growth

1Convenience Retailer X Shopper Loyalty Data 52 W/E 25.03.23, 2Circana Latest 52 Wks Data up to 07.07.24, 3Vypr Bespoke Shopper Research – August 2024, 4Bespoke Shopper Research – July 2023

To watch a video from BrewDog’s visit to Bestway, please head to betterwholesaling.com/workingtogether-project-brewdog-bestway

Stuart Shaw Depot manager, Bestway Brighton

Hannah Corker Head of shopper marketing, BrewDog

VIEWPOINT

Gilroy’s viewpoint: Employee resource groups (ERGs) can help foster and drive diversity and inclusion in the workplace. Coming from within the colleague team, ERGs can be a powerful and positive force

Referring to far-right attitudes towards immigration in his book ‘How They Broke Britain’, James O’Brien writes: “Since ancient times, the most successful societies have been the most diverse.” This is a given – so why are we still talking about it?

On the eve of the UEFA Euro 2024 football tournament, Ilkay Gündoğan, the captain of the hosts Germany, faced questions at a press conference about the team’s prospects. He was expecting the topics to cover strategy, tactics, morale in the camp, updates on fitness and injuries et al. Instead, he was hit by pointed enquiries around the racial make-up of the national team, a squad reflecting the different ethnic groups in German society. The main tenor being that there should be a greater percentage of white “Aryan” participants in the group. Gündoğan, who is himself

of Turkish origin, was shocked on two levels. First, the racial undertones of the questioning. Second, and just as shocking to Gündoğan, the thinking that management would actively sacrifice the strength of the squad by not drawing on the full range of diverse talents available for selection.

Meanwhile, in the same week and in the same sport, Women in Football (WIF) chief Yvonne Harrison said she was deeply concerned by a report revealing that discrimination against women remained an overwhelming problem. Nearly nine in 10 women who responded to WIF’s annual survey said they had experienced gender-based discrimination at work. If you’d asked me which sectors of our society were the most enlightened about diversity and inclusivity (D&I), I would have said sport and contemporary music. Yet there is still a job to be done in these areas and in our wider society. Not just in our country, but across the world. A lot of this is rooted in centuries-old preconceptions and attitudes, and it will take time and hard work to turn it around.

In The Sunday Times’ Best Places to Work 2024 report, Jim Armitage writes about James Timpson, the chief executive of Timpson, the thriving shoe repairs chain. His management team do not obsess with the day-to-day nuts and bolts of stock and money in the till. Instead, they talk about the two most important factors in running their business – people and culture. Timpson says if they get that right, they make money.

Diversity, inclusion and well-being is the common thread that runs through Best Places to Work 2024 across companies of all sizes. Happy staff make for happy customers and strong enduring businesses. Particularly those in the service sector. There is clear evidence that businesses actively embracing and promoting D&I are commercially successful. Recent examples include Tesco.

For leadership in our wholesale sector, check out the Federation of Wholesale Distributors website. It offers a range of real-world and practical guidance, especially the Diversity in Wholesale initiative (see page 8 of this issue for further information). There is a wealth of knowledge, guidance and training available for companies here, including the workplace standards and dignity charter.

The Seven Pillars of Diversity are a good place to start for leaders looking to develop a comprehensive D&I framework. These pillars help create a more inclusive and productive workplace by addressing various aspects of diversity. Race and ethnicity centres on creating a workplace of all racial backgrounds to feel valued and included.

David Gilroy is the principal of Store Excel

Gender diversity involves promoting equality and inclusion for all genders. This incorporates equal opportunities and family-friendly support policies.

Age diversity means recognising the value of different age groups in the workplace and takes in mixed-age teams, lifelong learning and succession planning to harness knowledge transfer between generations.

Fostering an inclusive environment for people with disabilities involves removing barriers to participation and success. This includes ensuring that physical and digital workplaces are accessible and there is a supporting inclusive culture that values the contributions of employees with disabilities.

Creating an inclusive environment for all sexual orientations involves recognising and supporting LGBTQ+ employees and takes in non-discrimination policies, inclusive benefits and support networks.

Socioeconomic status acknowledges the support required for employees from diverse economic backgrounds, including fair compensation and a fair and balanced recruitment model. Respecting religious diversity involves accommo-

dating different religious beliefs and practices. This includes encouraging interfaith dialogues and activities to promote understanding and respect.

Employee Resource Groups (ERGs) have also become an integral part of the corporate landscape, particularly in organisations committed to fostering diversity and inclusion. ERGs, also known as affinity groups or employee networks, are voluntary, employee-led groups that aim to foster a diverse, inclusive workplace aligned with the organisations they serve.

These groups provide support, enhance career development and contribute to personal development in the work environment. Their significance is profound, particularly in promoting diversity and inclusion within the workforce. ERGs typically form around shared characteristics or life experiences, including, but not limited to, race, ethnicity, gender, sexual orientation, disability and religion. These groups serve as a platform for employees to share experiences, address challenges and celebrate their unique identities.

As they are by the people for the people, ERGs provide a safe space for under-represented employees to voice their concerns and advocate for changes that promote a more inclusive work environment.

There are five key ERG components:

Creating a Sense of Belonging: One of the primary functions of ERGs is to create a sense of community and belonging among employees. This is particularly important in large organisations where individuals may feel isolated or underrepresented.

ERGs foster a supportive network that can significantly enhance the employee experience. According to a study by Mercer, employees who feel a sense of belonging are three times more likely to look forward to coming to work and are three times more likely to stay with their organisation.

Advocacy and Voice: ERGs give a voice to employees who might otherwise feel marginalised. They provide a structured platform for employees to share their concerns and advocate for policy changes. For example, ERGs

can influence organisational policies on flexible working, parental leave and mental-health support, ensuring they are inclusive and equitable.

Professional Development: ERGs often provide opportunities for professional growth and development through mentoring, training and networking events. These opportunities can be particularly beneficial for minority employees who might lack access to informal networks and mentors. By participating in ERG activities, employees can develop leadership skills, increase their visibility within the organisation and enhance their career prospects.

Attracting

and

Retaining Talent:

Organisations that actively support ERGs are more attractive to potential employees, particularly those from under-represented groups. A strong commitment to diversity and inclusion can enhance an organisation’s reputation as an employer of choice. Moreover, ERGs can play a critical role in retaining talent by fostering a supportive and inclusive work environment.

Cultural Competency: ERGs help to build cultural competency within an organisation. Through activities, events and discussions, ERGs educate employees about different cultures, perspectives and experiences. This can lead to a more inclusive workplace culture where diversity is celebrated and respected.

Academic research supports the positive impact of ERGs on workplace diversity and inclusion. A study published in the Journal of Business and Psychology found that ERGs positively influence employees’ perceptions of organisational support, which in turn enhances job satisfaction and commitment. Furthermore, ERGs have been shown to play a crucial role in reducing turnover intentions among minority employees. England didn’t win the Euro 2024 tournament, but they did show togetherness and resilience in toughing their way through to the final. They put this down to their joyously diverse and inclusive group culture.

Footballer Luke Shaw said: “The bond we have is special. It’s not one I’ve been a part of before.” This is a living example of an ERG in action. l

Image credit: Getty Images/elenabs

Diversity in Wholesale

Paul Hill looks at how Diversity in Wholesale is aiming to help wholesalers and suppliers overcome obstacles to inclusion and equality

Diversity in Wholesale is an initiative from the FWD to encourage diversity and inclusion in wholesale by providing support and a welcoming environment for talented people from all backgrounds. It builds on the work of Women in Wholesale.

The FWD believes that for the wholesale sector to attract, retain

and inspire the widest range of available talent, it needs to provide an environment where people of any age, gender, ethnic group or social background are given opportunities and the right support to succeed.

The programme consists of elements and initiatives across the channel, with wholesalers, buying groups, suppliers and outside organisations all involved.

DIW consists of the following elements:

The Future Leaders’ Forum

This gives a voice to the up-and-coming leaders within the sector. The group has 60 members and is designed for ambitious individuals who are 30 or under working within the FWD membership. They meet once a quarter with an opportunity to have a new demographic of voices heard and a chance for talent to come to the fore in order to support the strategic objectives of the FWD, which in turn will directly benefit FWD members.

They have been challenged to determine the best way to inspire, retain and develop future industry talent, as well as to give input into FWD activity and events to ensure they are future-proofed.

The Standards & Dignity Charter

FWD and the ACS have launched an updated Charter, with both associations agreeing that it can serve as a tool to unify members on best practice while at events and in the workplace.

This includes the launch of the Standards & Dignity badge, with the hope that an employee of a business that has signed up to the charter should feel reassured that they will be mixing with colleagues and contacts who will follow the highest standards of conduct when the Standards & Dignity badge-style logo is seen on ticket confirmations, companies’ websites and email signatures.

Women in Wholesale

WiW is an educational networking programme designed to inspire, support and develop women of all levels working in UK grocery and foodservice wholesale, with several events throughout the year:

• Speed Mentoring – A fast-paced mentoring session with industry leaders.

• Menopause Café – Inclusive online café.

• Male Allies – A quarterly digital webinar empowering men to be visible advocates for gender equality in wholesale.

• Wellness Group – Designed to support mental-health firstaiders and leaders to share well-being best practice.

Diversity in Wholesale Conference

This will offer senior managers and future talent in the foodservice and convenience wholesale channel the inspiration and tools needed to provide a workplace culture and mindset where everyone can succeed.

Taking place on 10 October 2024, at 30 Euston Square, London NW1 2FB, the conference will allow wholesalers to learn from other businesses who are challenging perceptions, thinking differently and creating more productive, motivated and happy teams. l

Supporting disabled people in the workplace

Paul Hill looks at a recent government paper that aims to tackle disability discrimination in the workplace

The government’s recent Disability Action Plan highlighted that there are approximately 1.3 million more disabled people in employment today than in 2017. Despite this growing number, there remains significant gaps in educational level, pay and prejudice against those with disabilities, according to research from Scope UK.

In response, the previous government published the ‘Trans-

forming Support: Health and Disability White Paper’, outlining new policies, guidance and grants to support employers.

Through collaborative approaches with colleagues, and utilising modern technology and data, wholesalers can build upon existing good work by sharing exemplary best practice and key insights into developing an inclusive workplace culture, which can enable disabled employees to achieve their full potential.

DISABILITY EMPLOYMENT IN THE UK

• There is a gap of more than 25% between the employment rate of working-age disabled people compared to non-disabled people, according to the Office of National Statistics (2022).

• While one in three disabled people agree that there is significant disability prejudice in Britain today, only one in five non-disabled people agree, as shown by research from Scope UK (2022).

• Analysis published by the TUC shows that nondisabled workers earn, on average, 14.6% more than disabled workers (2023).

• The number of disabled workers reporting a mental-health condition has increased by 97% in the past decade, according to a 2023 report by the Department for Work and Pensions.

TRANSFORMING SUPPORT: HEALTH AND DISABILITY WHITE PAPER PLEDGES

• Transforming the benefits system by removing the Work Capability Assessment. This will ensure that those who are able to can progress in or towards work, without the worry of being reassessed and losing their benefits. The system will focus on what people can do, rather than the limitations of a disability or health condition.

• Improving employment support for disabled people and people with health conditions. Investing to help people start, stay and succeed in work.

• Improving the overall experience of the benefits system for disabled people, making it easier for people to access the right support and improving trust and transparency in our decisions and processes. l

Lessons from the industry

Leading figures from across the channel give their take on diversity and inclusion, and how they implement it across their operations

Paul Hill

Ebrahim Mukadam Managing director, LWC Drinks

I have always considered LWC to be an inclusive and diverse company to both work for and with. But as the business has grown, it has become more important than ever that we continue to bolster our commitment to DE&I and deliver real, tangible progress.

The past 12 months have been incredibly busy for us with new acquisitions, new products, new projects and new people. Throughout this period, our focus on DE&I has also become sharper and more targeted, with the rollout of new policies and initiatives that aim to build an even more inclusive LWC.

So, what have we been up to? One area we have put a razor-sharp focus on over the past year is the progression, inclusion and support of women within LWC, and the drinks industry in general. The first step we made was to update our parental leave policy to better support new parents and families during those crucial first few months of parenthood.

We then went on to launch our own internal Women’s Network – an initiative I am incredibly proud of – creating a supportive and inclusive community where more than 100 male and female colleagues connect regularly to listen, learn, collaborate and support one another, without any fear or judgement. We hosted our first big ‘in-person’ event in March to celebrate International Women’s Day, where

network members from across the country travelled up to Manchester to spend a day connecting, networking and learning from a line-up of incredible, inspiring speakers. As a firm ally and support of the network, I felt honoured that I was able to both open and close the event, and am thoroughly looking forward to the next one.

Something else I’m equally proud of is the fact that we are also about to roll out free sustainable ‘TOTM’ period products across each of our depots. To ensure women never have to face any uncomfortable circumstances around their time of the month, when at work or at home, we are going to place these free provisions in all our toilet facilities and constantly replenish.

Alongside these internal developments, we also signed Budweiser Brewing Group’s #ITSTOPSWITHME pledge to stamp out discrimination of any kind within the hospitality and drinks industry. As part of this, we conducted our own survey to gain a better understanding of the experiences of our colleagues around this topic and took away a number of learnings to build upon.

We have also been looking at how we better connect with and support our colleagues that don’t operate online as part of their day-to-day role. How do we make sure they feel included, how do we better support their needs and how do we make them feel connected with the rest of the business? Typically, these are colleagues working right at the coalface, ensuring our cus-

tomers receive the best service possible, day in, day out. From drivers and second men to pickers and packers, these are the people that keep the cogs turning and are the backbone of the business.

We recently launched an internal communication, recognition, discount and rewards platform called ‘Cheers!’, which everyone in the business has access to. Colleagues simply log in with their own unique ID and instantly gain access to thousands of discounts with their favourite retailers and brands. Whether it’s money off their weekly shop or discounted family days out, we encourage everyone at LWC to make the most of the discounts on offer, to save money where they can. We also encourage everyone to use the platform to connect with, recognise and reward each other. From an e-card saying ‘job well done!’, a simple ‘happy birthday’ message or through the allocation of Cheers! ‘credit’, everyone has the opportunity to connect and cheer on one another.

DE&I isn’t just a tick box and once it’s done, it’s done. It’s a culture, and something that must be continually built upon and embedded across all facets and levels of the business. With so much more in the pipeline for LWC, I truly feel confident in saying that we are building a business for everyone. And as clichéd as it might seem for a family-owned business to say that we are ‘one big family’ at LWC, we really are.

Jess Latimer

Communications director, Brakes UK, Sysco company

Across Sysco, we’re creating a global culture that is decidedly diverse, equitable and inclusive. Every individual at Sysco contributes to our purpose, bringing a unique skillset and perspective to their work each day. Simply put, we’re better together. That’s why we’re working hard to foster a culture of belonging that enables us to care for one another and connect the world through food and trusted partnerships.

At Sysco GB, we’ve created a strategy across the business that underpins everything we do:

Communications and engagement

• Cultivate a culture that encourages and celebrates collaboration, flexibility and fairness to enable everyone to contribute fully.

• Create the same working environment for all through leader role-modelling.

Employee relations

• Implement DE&I frameworks to support colleagues to meet our strategic and operational goals.

• Support global initiatives (e.g. code of conduct) to reflect who we are and what we stand for.

Learning and development

• Develop strategies to equip leaders to role-model DE&I, be accountable and measure results that support our commitment to inclusion.

• Build a talent pipeline that supports development and the future diverse structure of the organisation.

Recruitment

• Recruit from a diverse group of potential internal and external applicants to secure a high-performing workforce drawn from all segments of our society.

In addition, we’ve introduced 48 DE&I ambassadors. These are colleagues that act as influencers who support DE&I initiatives and activities with leaders and other colleagues at their locations and within their functions.

Colleague resource groups

Our growing network of colleague resource groups (CRG) below are helping raise awareness of the differing needs and experiences of our workforce, identifying barriers to inclusivity and equality, and helping us become a more inclusive place to work:

IMPACT (Influence. Mentor. Potential. Achieve. Collaborate. Transform.)

IMPACT is Sysco GB’s female-focused colleague resource group, which was launched in 2019 with a mission to create a forum for female colleagues to share their stories, support each other, inspire them to reach their goals and be advocates in driving a balanced workforce.

Spectrum (LGBTQ+)

Spectrum is one of our longest-established CRGs and continues to grow, with new members and activities. This year, the group undertook its first external initiative, sponsoring and supporting the inaugural Ashford Pride. Spectrum creates a safe, open and supportive working environment and champions the rights of the LGBTQ+ community across Sysco with some big initiatives such as the installation of Progress Pride crossings at sites, as a permanent reminder of the importance of diversity in our daily lives.

MINDS (Mental Inclusivity and NeuroDiversity at Sysco)

MINDS exists to raise awareness of neurodiversity and helps individuals with specific needs. One in seven people are considered to be neurodivergent, meaning that their brain functions, learns and processes information differently. Just like how no two people are exactly the same, our brains also work in different ways. MINDS celebrates these differences and raises awareness that it’s okay to be different because each person’s brain is special and valuable.

Culture Club (ethnicity)

Our Culture Club CRG officially launched in April this year to create a safe and supporting space for colleagues from ethnic groups to share challenges, experiences and learning. Among the initiatives we’ve implemented are the introduction of quiet/multi-faith rooms across eight of our sites, with a further eight planned. We’ve also held a colleague listening group to discuss culture/heritage and how the business can support our colleagues.

REPORT

Yulia Petit

Head of commercial & marketing, Sugro

Sugro prides itself on its diverse and inclusive membership. The organisation brings together wholesalers from various corners of the globe, including notable representations from Turkish, Pakistani, Indian and Eastern European communities. This international blend of members fosters a rich exchange of ideas and business practices, enhancing the group’s collective strength.

Furthermore, Sugro UK’s commitment to inclusivity extends to its leadership, with the head office staff comprising 70% women. This high percentage of female employees, including members of the leadership team headed by a female managing director, reflects the group’s dedication to promoting gender equality and empowering women in the workplace. Similar to its membership, the Sugro UK head office team also reflects diversity, with employees ranging from different backgrounds including India, Pakistan, Thailand and Ukraine, as well as different parts of the UK. Through these efforts, Sugro UK not only champions diversity, but also sets a benchmark for inclusivity in the wholesale industry.

Gary Mullineux Managing director, Caterforce

At Caterforce, we believe diversity brings a balance of perspectives that strengthens our team. We are hugely proud to have members of staff who have been with us for decades and we also actively encourage the next generation into foodservice by offering apprenticeships within our data team.

We have a 50/50 male to female ratio in head office, with women outnumbering men in the senior leadership team. Many of our staff attend Women in Wholesale and Diversity in Wholesale events throughout the year. The ideas and initiatives shared by these groups help us ensure Caterforce is a welcoming and supportive place to work.

Kelly Clayton Purchasing director, Forrest Fresh Foods

A diverse workforce is a better workforce. At Forrest Fresh Foods, we embrace diversity. Our continued growth and success have come from constant innovation, evolution and entrepreneurialism. Our people help us to do just that. Our diverse workforce brings fresh ideas and perspectives. But they can only do that in an environment that feels inclusive and where their unique contributions are recognised and respected. We embrace diversity and are proud to call ourselves a truly equal opportunities employer.

When it comes to diversity in business, the job is never done – you can always be more diverse

Tom Mathew Commercial director, Dunsters Farm

At Dunsters Farm, we believe a diverse business is a healthy business. We try to foster a ‘one team’ ethos – an open environment for all who want to work here. This is embedded into our core values, but also delivered through our practices and projects each day.

We’ve continued to work with Bury Council’s Employment Support & Training (EST) programme – encouraging disadvantaged and disabled candidates into the workforce. Not to mention the continual Equality & Diversity training delivered to staff each year here at Dunsters.

We’re also looking to fresh sectors of the community when hiring, working with ‘Key4Life’, giving opportunities to exoffenders and looking to the ex-armed forces community with a partnership with ‘Veterans

into Logistics’.

We know the sector as a whole has lagged behind, and while we’re doing well by industry standards, with a male/female split of 74% and 26%, respectively, we know there’s a long way to go.

We’re trying hard to consciously correct that, redressing the balance with a genderbalanced senior management team, female warehouse managers and, of course, a female MD.

In addition, we’re offering flexible working patterns including term-time-only shifts and diverse hiring practices. There’s still a way to go, and we’re dedicated to continually improving our diversity metrics.

When it comes to diversity in business, the job is never done – you can always be more diverse. We’re working on new potential partnerships with organisations such as Disability Awareness and Team Cohesion Program/ Learn With ESS, a disability and team cohesion programme.

Lucy Goddard HR director, Pricecheck

To us, diversity and inclusion means that people can come to work as their full selves and be safe, supported and celebrated in doing so. For that reason, there’s no one-size-fits-all solution.

However, we work hard to create the right environment to support this. This has included policies such as flexible work arrangements and anti-discrimination measures, which ensure that all employees feel valued and respected. Comprehensive training programmes, including diversity and inclusion workshops and leadership development, equip employees and managers with the skills to foster an inclusive culture. These work alongside a refined recruitment process that focuses on skills and competencies while mitigating biases, where we ensure we select top talent based on merit.

The benefits of a diverse workforce means

we’re surrounded by different opinions and experiences, which enables the status quo to be challenged, keeps us fresh and moving forward, and allows for different approaches and working styles across the business. Ultimately, isn’t it a little boring if we’re all the same?

A workplace that embraces authenticity benefits from employees feeling free to share their unique ideas and viewpoints, fostering a culture of creativity and innovation. The key is to keep learning, keep adapting and keep moving forward.

At Pricecheck, our youngest employee is 18 and our oldest is 86. They bring different expectations of a job, different work-life balances, and ultimately different motivations, meaning we’re seeing more of the individual at work, and we’re the ones getting the benefit.

When employees feel they can be themselves, they are more engaged. Authenticity allows them to focus more on their work rather than on concealing aspects of their

identity, and it builds trust and respect among team members. When people are genuine, relationships are stronger, leading to more effective collaboration.

Integrating diversity and inclusion into the wholesale sector is not just a moral imperative, but a strategic advantage. It directly impacts employee well-being, leading to a more motivated, healthy and productive workforce.

Integrating diversity and inclusion into the wholesale sector is not just a moral imperative, but a strategic advantage

Holly Pennington HR manager, Parfetts

We officially activated our well-being strategy in April. As an employee-owned business, our people are at the heart of everything we do, and it was good to implement a formal structure. We had already delivered lots of elements of DE&I as part of our ongoing working practices, and the framework was there, but never anything as focused as what we have now.

Parfetts employees benefit from several welfare-enhancing initiatives. Bonuses and incentives throughout the year, a comprehensive programme of free food and events, birthdays off for all and additional holidays are just a handful of examples that make Parfetts an attractive and rewarding place to work.

Our well-being strategy is based on three pillars – financial, social and mental wellbeing. We’ve used our communications app to leverage the programme and make it fully interactive, so everyone within the organisation can have a say.

Being employee-owned has great benefits, and it means everyone can have their own individual input into the running of the business, making suggestions and proposing improvements to working practices that enhance well-being.

The app updates Parfetts staff on everything from financial performance to bonuses, company news and announcements. Around 90%

of the Parfetts workforce has downloaded the app, and interaction levels are high.

The app has been great for making our programme accessible to everyone, and everyone has responded positively to the fact that it is company-led. The senior management team has really bought into the well-being ethos, and this has filtered down throughout all levels of the business. As Parfetts is a 24-hour business, shift workers and regional sales managers, who are out on the road for most of the time, are also encouraged to get involved, and we’re immensely proud that nobody is missing out. We do everything we can to encourage inclusivity.

We have a busy events calendar, which each of our depots and head office gets fully involved with once a month. With other events and activities they can organise and deliver as individual depots. We regularly hold company-wide theme days, which often

In implementing a structured yet fully interactive and fun well-being programme, we’ve achieved a great work-life balance

involve us partnering with trusted suppliers. Depots also have the freedom and flexibility to host their own theme days, which is happening with increased frequency. It’s great that the programme encourages different parts of the business to come together and have fun.

Other activities have been designed to encourage wellness, with stress-awareness campaigns designed to maintain good health in the workplace, events around World Laughter Day, which saw depot staff try to tell the funniest jokes, and a company-wide celebration of Employee Ownership Day, held recently to mark the fact that Parfetts is fully owned by its employees and that everyone has a voice.

I’m delighted with how everyone has embraced our well-being strategy. Depots are uniting, and team members are interacting with each other. Our Middlesbrough depot recently held a quiz evening, and workers from the Aintree depot travelled over to join in the fun with their colleagues in the north-east. This really illustrates how well the programme is working and how invested staff are. We’re looking at introducing inter-depot football tournaments next and I’m sure this will be a winner in terms of bringing employees even closer together.

In implementing a structured yet fully interactive and fun well-being programme, we’ve achieved a great work-life balance. And as staff get more involved, this can only improve further for everyone. l

D&I in Grocery Maturity Model

Paul Hill looks into GroceryAid’s

D&I framework

Designed to measure the maturity of diversity and inclusion within the grocery industry, GroceryAid’s D&I in Grocery Maturity Model identifies focus areas for the channel to drive change and track progress on an annual basis.

The long-term intention is for it to both direct what the next stage of the journey looks like for the sector and challenge it to raise its game with specific actions of how it can do so.

Simon Smith, deputy chair of D&I in grocery’s strategy steering group/go to market operations director at Kellogg’s, says: “Alongside the GroceryAid team and strategy steering group members, we worked hard to design a model that is simple and easy to use, can be completed in under two hours and by all businesses regardless of size or maturity to ensure inclusivity. We believe having the right data that can drive the right action will help the programme to accelerate a truly diverse and inclusive industry.”

BENEFITS FOR THE INDUSTRY

D&I in Grocery LIVE! 2024 on 4 October will be taking a deep dive into the model and look at how inclusive practices will future-proof the industry, provide lessons for all levels of the business and inspire colleagues to take individual accountability. l

o Annually measure the maturity of diversity and inclusion within the partnership as a robust representation of the grocery industry across retailers and suppliers.

o Identify key areas of focus across the industry to collectively accelerate change.

THE FOUR KEY PRINCIPLES

1 Created with all business types in mind

2 Simple and easy to use: completion in under two hours

3 No supporting evidence required 4 Instant individual results summary

BENEFITS FOR BUSINESSES

o Provide learnings while completing the D&I in Grocery Maturity Model by highlighting what the next stage of the journey looks like across all areas.

o Identify areas to request connections to the GroceryAid team and be connected with other partners to help support your journey.

FOODSERVICE FOCUS

Pubs and bars

Paul Hill

The UK pub and bar market is set to grow by 1.7% in 2024, reaching a value of £23.6bn with the total eating-out market’s projected growth rate also set to rise to 2.8%, according to Lumina Intelligence’s latest report.

The findings do highlight a disparity, though. Despite managed operators outperforming expectations, the broader pub market faces notable challenges with the sector projected to experience the net closure of six pubs every week in 2024, an outlet decline rate of 0.8%, with the total num-

ber of sites expected to fall to 41,729. Key factors contributing to these closures include rising business rates, alcohol duty and staff costs, which are rendering many sites unviable.

Looking ahead, then, pubs and bars are likely to focus on growth levers such as premium experiences, which opens a wider, higher quality market of products for foodservice wholesalers to sell.

Politics

The new Labour government is also expected to have a big effect on the pub and bar sector, with the upcoming budget next month

set to shed more light on support the industry will receive.

“We, as an industry, are too economically significant to ignore,” said Miles Beale, chief executive of the Wine & Spirit Trade, speaking at this year’s Imbibe Live trade show. “We’re sure we will get heard because the new government needs growth and our sector [wine and spirits] provides more than 400,000 jobs and offered £76bn in economic activity in 2022.”

“I think [previous prime minister] Rishi Sunak actively damaged the industry during his time in office. On alcohol duty,

he told us he was reviewing it as chancellor and proceeded to over-complicate it in a way that no one in the sector is happy with. Hopefully, with a fresh new government, things will change.”

Premiumisation

Premium beer will be contributing to a lot of the growth across UK pubs and bars over Keir Starmer’s tenure, with Asahi seeing its premium lager products gaining a strong share of the lager category as economy and mainstream lose share. “Asahi UK has strongly benefitted from this trend with our brands only sitting among premium brands,” says Steve Young, sales director at Asahi UK.

The supplier claims its Peroni Nastro Azzurro is the numberone brand for volume and delivers £39,000 in annual sales for each pub and bar it supplies. Furthermore, as of the end of last year, its Asahi Super Dry line is in strong double-digit growth (42%), and its distribution to pubs and bars has reached 5,139 outlets, an increase of 23% on the previous year.

Heineken is another brand capitalising on the premium trend in pubs and bars, with the company stating that Mediterranean beers have driven excitement and growth over the past 12 months. “Interest in Italian lager has been in no small part due to the success of Birra Moretti, which this year overtook Carling to become the bestselling draught lager in the UK. This also demonstrates

how the beer category continues to premiumise, with consumers choosing to drink more premium beer brands,” says Michael Kimber, category manager, ontrade at Heineken UK.

“Innovation is also keeping up interest in this sector, with launches such as Birra Moretti

Sale di Mare, a 4.8% ABV unfil tered lager brewed with a hint of Italian sea salt, creating interest and excitement around the category. Spanish lager, meanwhile, has had a very successful 12 months, up a remarkable 27% in value year on year,” he adds.

“Introducing a Spanish lager like Cruzcampo, which offers drinkers a quality beer at an affordable price, could prove to be a lucrative option for wholesalers looking to boost sales this autumn, especially if they have yet to incorporate a Spanish brand into their range.”

No and low alcohol

To maximise profits, foodservice wholesalers will also want to prioritise stocking brands and categories that align with current trends in the market, such as low and no alcohol. With 77% of UK consumers moderating their al-

cohol intake, there is a significant shift in demand within pubs and bars towards this, with a growing appeal beyond just health and wellness drivers. The category is now worth £165m overall in the on-trade and seeing huge growth in the past year – driven by long alcoholic drinks (beer and cider)

spirits lagging behind at 15%.

“This include lagers, stouts and IPAs, including the category leader Heineken 0.0, which outsells the next 11 biggest no- and low-alcohol beer brands combined,” says Kimber. “With excellent brand recognition and the first zero-alcohol beer available on draught, plus con-

taining no additives or artificial preservatives, it is well placed to bring consumers into the no- and low-alcohol category.”

Snacking in pubs

It’s not just alcohol that offers wholesalers a route to market in pubs and bars. Crisps and snacks represent an excellent commercial opportunity that encourages consumers to increase spend. While snacks won’t replace meal occasions, they offer pubs the opportunity to trade up on drinks-only visits, with 56% of customers saying they like to consume savoury snacks with an alcoholic drink.

“Impulse sales are critical to driving snacking sales, so pubs and bars should position their bagged snacks range with prominence – with 85% of consumers more likely to buy a packet of crisps if they are on display,” explains Matt Collins, sales director at KP Snacks.

“KP Nuts is the UK’s numberone nut brand. Perfect when paired with a cold beer, the KP Nuts range has expanded with the launch of KP Flavour Kravers Flame Grilled Steak in a 21x50g pub card [see image below].

FOODSERVICE FOCUS

The new product combines the best-performing SKU from the Flavour Kravers range with the popular pub card format. Designed to optimise impulse sales in pubs and bars by tempting customers to trade up, KP Flavour Kravers delivers a bold snacking experience.”

Meanwhile, KP’s premium hand-cooked crisp brand Tyrrells is claimed to be an ideal choice for customers looking to make trips to pubs and bars feel like a special occasion. Tyrrells offers popular flavours including Mature Cheddar & Chive, Lightly Sea Salted and Sea Salt & Cider Vinegar.

Furthermore, in July this year, KP launched its new League of Tyrrellbly Good Taste initiative, designed to support the out-ofhome (OOH) channel in driving the sale of bagged snacks. The initiative enables OOH outlets to register their business via a bespoke platform to receive exclusive PoS.

Meanwhile, Louise Wagstaffe, culinary advisor at Premier Foods, believes foodservice wholesalers and their customers should look towards traditional favourites when looking for ingredients in their menus. “Bisto is a proud UK brand with a rich, traditional history. It’s a great match for the huge range of amazing produce and classic dishes that will feature across pub menus up and down the UK,” she says.

“With 75% of consumers revealing they would like to see a wider range of styles of gravies on pub menus, Bisto is a muststock product for foodservice wholesalers.”

Elsewhere, Swizzels believes wholesalers should be open to the opportunities that stocking Squashies Original 60g packs can offer in pubs and bars. “We’re seeing multiple different foodservice channels venture into sugar confectionery snacking over the past year, with massive success. We’ve seen a strong shift in

moving away from the traditional complementary options of mints or nuts and into a more revenue-stream focus, where our 60g product sits perfectly,” says a company spokesperson.

Diversifying menus

Exotic menus also offer a way for brands to diversity their menus, which, in turn, gives foodservice wholesalers more chances to increase their sales to pub and bar outlets. “Pubs and bars are increasingly looking to diversify their menus with high-quality, flavourful dishes that attract and retain customers. For foodservice wholesalers, this presents a lucrative opportunity to boost sales by providing products that meet these needs,” explains Barnaby MacAdam, development chef at Santa Maria Foodservice.

“As the hospitality sector continues to face staffing and skills shortages, back-of-house teams require ingredients that enable any member of staff to create

delicious, bang-on dishes quickly and easily. Our seasonings, pastes, rubs and sauces are versatile and can be used across multiple dishes, meaning chefs can wave goodbye to multiple jars of spices, saving time and costs for operators. Understanding the needs of pubs and bars and stocking a versatile product range while highlighting the benefits for operators, will result in a boost in foodservice wholesaler’s sales.”

On the drinks side, Choya Yuzu cocktails are a new entry into the market and have positioned the brand as a way to enjoy al-fresco drinking and dining with friends and family.

It is a sweet-tasting Japanese liqueur made with the filtered pulp of the yuzu fruit, similar to a grapefruit and ume fruit. The drink is being marketed as an alternative to Pimm’s and entered the wholesale channel through DrinkSupermarket, with the supplier looking to grow further in the wholesale sector. l

In partnership with

Lamb Weston

Paul Hill speaks to Craig Wescott, trade marketing manager at Lamb Weston

PH: What are Lamb Weston’s plans for the wholesale channel?

CW: Lamb Weston is on a continued drive to sustain marketing activity for its wholesale customers that will drive disruption and growth in the market. By working in partnership with wholesalers, we will help them to deliver the perfect range for their customers, meeting current menu trends.

To add value to the category, Lamb Weston will employ smart promotional activity, driving penetration, and continuing to enforce and elevate our sustainability goals and values to meet growing consumer needs in this area.

What trends and opportunities are emerging that customers can take advantage of within frozen potato products?

Street food is hot right now. According to streetfoodexpo.

co.uk, it’s because it actively addresses consumer needs –namely affordability and quality. Street-food vendors tend to offer high-quality, specialised offerings, at prices that are closer to those of fast food than of gourmet cooking.

Frozen chips and fries are well-placed to provide these menu solutions as a food item with significant mark-up potential when you compare the cost per portion to the sales value.

Caterers will be looking for potato products that can be loaded up and sold ‘dirty’, with no loss of crunch – enter Lamb Weston’s REALLY Crunchy Fries.

What is Lamb Weston’s brand story?

Lamb Weston is a global provider of frozen potato products to foodservice and quick-service operators and retail around the world.

For more than 70 years, it has been a pioneer in the frozen-potato industry, introducing inventive products such as Twister Fries, Potato Dippers and REALLY Crunchy Fries.

What challenges are facing the wholesale channel?

Increasing costs, for one. Our customers are looking at controlling costs and we are working actively to support them to ensure they have the right mix of price, range, product, placement and promotion.

A reduction in footfall is also challenging the wholesale sector, and a highly competitive and congested environment means they are having to be creative in how they stand out from the crowd.

What advice would you give to wholesalers looking to grow sales in the frozen-chips category?

Lamb Weston has a clear sustainability ambition, and continues to raise the bar in developing more sustainable ways to grow and process potatoes, including the adoption of new potato varieties and regenerative production methods. The company operates six factories in Europe including one in Cambridgeshire, UK.

Lamb Weston is actively promoting its range of products to chefs and operators, with suggestions for imaginative menus, and helping our wholesale customers support their customers to find creative solutions.

By getting the message across to catering operators that having secondary potato items on menus can deliver incrementality without taking away from the main fry. For instance, by listing Twisters, you can offer a sense of nostalgia; childhood classics with ‘grown-up’ elements directly appeal to nostalgia-seeking diners, with innovators taking old-school originals far beyond in terms of overall techniques and ingredients, yet still delivering the same comforting tastes and textures*. l

*Talking Trends: The New Wave of Nostalgia-Driven Comfort Food Innovators (eggsoldiers.co.uk)

Craig Wescott

WHAT TO STOCK

What to Stock 2024

Paul Hill

Better Wholesaling Insight’s annual What to Stock guide uses the latest data to tell you what products to stock in your depot and give your customers the best returns.

There can’t be many markets across the globe that enjoy the same levels of innovation in the FMCG sector as the UK. Barely a day goes by without a manufacturer announcing its latest NPD, be it a new flavour, pack format or brand.

Wholesalers and their customers only have a finite amount of space, however, so the need to only stock those products that guarantee sell-through and a tidy profit is therefore paramount.

With the cost-of-living crisis affecting the channel on a level never seen before, it is of the utmost importance to weed out slow-selling lines, as you look to get more from less.

Less can be more, however, if consumers are buying the products on depots’ shelves.

Are you certain you’re on top of what the bestselling muststock lines are? If not, this year’s What to Stock guide will be an invaluable tool.

The data is supplied by Retail Data Partnership (RDP). Sales figures are taken nationally from 3,918 independent convenience stores.

Bestselling brands are identified by sales value through RDP’s estate in 2023.

RDP also identified the average sales that each retailer stocking the brand generated from it last year.

Within each brand, RDP also identified its bestselling product, the average price it was sold at and the average margin it generated for independent retailers. What to Stock has analysed these numbers to identify the biggest opportunities.

WHAT TO STOCK

Chocolate bars

When it comes to chocolate bars, the importance of bigger pack sizes of single bars is perhaps the key thing to be paying attention to as they are driving the highest profit for your customers’ stores.

Alongside Mars Duo and Twix Xtra’s place as the top and third-best profit drivers in the category (they earned stores

TOP 25

Kinder Bueno 21.5g 2pk

Kinder Bueno White 19.5g 2pk

Cadbury Twirl 21.5g 5pk

Cadbury Wispa 23.7g 4pk

Kinder Chocolate 12.5g 8pk

Cadbury Starbar 49g

Mars Duo 78.8g

Snickers 48g & 50g

Twix Xtra 75g

Mars 39.4g 3pk

Mars 51g

Cadbury Twirl 43g

Nestlé Milkybar 25g

Snickers 41.7g 3pk

Cadbury Crunchie 40g

Nestlé KitKat 4 Finger 41.5g

Cadbury Boost 31.5g 4pk

Cadbury Wispa 36g

strong average weekly profits of £2.23 and 2.06, respectively) is the rise of the KitKat four-finger bar. Last year, it was the 31st bestseller overall in convenience stores analysed by RDP, and this year, it has rocketed to 16th – by far the biggest change in the category.

Multipack options are also worth

looking at, with Mars and Snickers three-packs earning retailers £1.63 and £1.47 in average weekly profit, respectively.

With both lines stocked in fewer than 75% of the stores surveyed in the data, multipack bars are an opportunity that some are overlooking.

Wispa Gold 48g

WHAT TO STOCK

Breakfast cereals

With almost no change in the top 10 sellers in breakfast cereals, it’s a category where the old saying ‘if it ain’t broke, don’t fix it’ definitely applies.

The key to a successful range is making sure your customers are stocking the lines people look for first thing in the morning. Outside the top three profit drivers, it is

perhaps also worth considering some of the sweeter options for those who like a treat for breakfast.

Both Coco Pops and Krave Chocolate Hazelnut are earning stores an average 61p per week, while Frosties bring in 57p. Further down the table, Alpen earns average weekly profits of 40p. The

best-performing muesli, it also earns more profit than lines such as Fruit N Fibre (29p a week) and Bran Flakes (21p).

While these lines don’t all necessarily meet the same shopper needs, having some Alpen on your shelves could pay off if you have retailers looking for a healthier cereal option.

Weetabix 24s

Kellogg’s Crunchy Nut Cornflakes 500g

Kellogg’s Cornflakes 500g

Kellogg’s Coco Pops 420g & 430g & 480g

Kellogg’s Frosties 470g & 500g

Kellogg’s Krave Chocolate Hazelnut 410g

Kellogg’s Rice Krispies 430g & 510g

Weetabix 12s

Kellogg’s Variety Pack 8s

Kellogg’s Fruit N Fibre 500g

Nestlé Cheerios Multigrain 390g

Nestlé Shreddies 460g

Nestlé Cookie Crisp 375g

Kellogg’s Special K 440g & 500g

Weetabix Weetos Chocolatey Hoops 350g & 420g

Nestlé Cheerios Honey 370g

Quaker Oat So Simple Golden Syrup Porridge 57g Pot

Belvita Soft Bakes Choc Chips 50g Quaker Oat So Simple Golden

Kellogg’s Bran Flakes 500g

Kellogg’s Pop Tarts Chocotastic 8s

Alpen The Original Muesli 550g

Kellogg’s Pop Tarts Strawberry Sensation 8s

Kellogg’s Krave Cookies & Cream 410g

WHAT TO STOCK

Sports and energy

Red Bull and Monster continue to dominate sports and energy drinks, confirming that big-brand recognition remains the main profit driver in the category.

Red Bull’s 355ml and 473ml varieties have switched places in the top sellers. The rise of 355ml to second place

TOP 25

indicates more consumers want smaller on-the-go formats. The only new entry in the top 10 is Lucozade Energy Original 900ml, which has risen from 11th to eighth.

Euro Shopper Energy Original 4x250ml shows potential. The product offers wholesale customers average weekly sales

Red Bull Original Energy Drink 250ml Can

Red Bull Original Energy Drink 355ml Can

Red Bull Original Energy Drink 473ml Can

Monster Energy Original 500ml Can

Monster Juiced Mango Loco 500ml Can

Monster Energy Pipeline Punch 500ml Can

Lucozade Sport Orange 500ml PET

Lucozade Energy Orange 900ml PET

Monster Ultra White 500ml Can

Lucozade Energy Orange 380ml PET

Euro Shopper Energy Original 250ml Can

Lucozade Sport Raspberry 500ml PET

Euro Shopper Energy Original 250ml 4pk Can

Monster Energy Pacific Punch 500ml Can

Lucozade Energy Original 380ml PET

Lucozade Energy Original 900ml PET

Red Bull Original Energy Drink 250ml 4pk Can

Monster Juiced Aussie Lemonade 500ml Can

Monster Juiced Monarch 500ml Can

Red Bull Sugar Free Original Energy Drink 250ml Can

Relentless Origin 500ml Can

Monster Punch Mixxd 500ml Can

Monster Juiced Khaotic 500ml Can

of £15.24 and an average £6.78 weekly profit. While its distribution is one of the lowest, at 62.5%, it points to the potential in own-label lines offering shoppers value.

The ongoing cost-of-living crisis means customers are increasingly looking for low-cost alternatives, so wholesale customers should stock cheaper options.

GIVES YOU WIIINGS.

ALSO WITH THE TASTE OF ICED VANILLA BERRY.

WHAT TO STOCK

Cigarettes

Benson & Hedges Blue King Size remains the top-selling cigarette this year and is offering wholesale customers an average weekly profit of £11.04. But the two products to watch are L&B Blue and Lambert & Butler Original. Both lines have risen in the top-sellers table from third and fifth

place to second and third, respectively. L&B Blue also offers the secondhighest average weekly profits in the cigarettes category of £7.69, with weekly sales hitting £183.19 – less than £10 below Benson & Hedges Blue.

Interestingly, however, a key outlier in this year’s data is Kensitas Club King

Size. It has entered the top 25 for the first time after sitting just outside the table last year and has higher weekly sales on average than any featured product, at an impressive £347.06.

Despite this, distribution is incredibly low, sitting at 8.1% due to it being predominantly sold in Scotland.

Benson & Hedges Blue King Size 20s

L&B Blue Original King Size 20s

Lambert & Butler Original Silver King Size 20s

JPS Players Real Red King Size 20s

Sterling Dual King Size 20s

JPS Players Real Red Superkings 20s

Benson & Hedges Blue Superkings 20s

Richmond Real Blue King Size 20s

Marlboro Gold King Size 20s

Sovereign Blue King Size 20s

Original Superkings 20s

Signature Gold King Size 20s

Richmond Real Blue Superkings 20s

JPS Real Blue King Size 20s

Sterling King Size 20s

Carlton Original King Size 20s

Sovereign Blue Superkings 20s

Benson

20s

WHAT TO STOCK

Disposables

Sales in the disposables category are dominated by three brands: SKE, Lost Mary and Elfbar, showing that recent disposable launches from the big tobacco manufacturers, such as Vuse Go, Blu Bar and Veeba, are yet to make a major dent on overall sales in the convenience sector.

SKE Crystal Lemon & Lime 2ml is in

TOP 25

SKE Crystal 20mg Lemon & Lime 2ml

first place and offers the highest weekly sales of £31.84, and average weekly profits of £18.15 to wholesale customers’ stores.

There are many new entries, and one to watch is Lost Mary Blueberry Sour Raspberry, which has increased by 17 places. It’s generating profits around the £7.40 mark. Reviewing the top profit

Lost Mary BM600 20mg Pineapple Ice 2ml

SKE Crystal 20mg Cherry Ice 2ml

Elfbar 600 20mg Watermelon 2ml

Lost Mary BM600 20mg Blueberry Sour Raspberry 2ml

Elfbar 600 20mg Strawberry Raspberry Cherry Ice 2ml

Elfbar 600 20mg Cherry 2ml

SKE Crystal 20mg Blueberry Sour Raspberry 2ml

Elfbar 600 20mg Blueberry Sour Raspberry 2ml

Lost Mary BM600 20mg Cherry Ice 2ml

SKE Crystal 20mg Rainbow Candy 2ml

SKE Crystal 20mg Watermelon Ice 2ml

Elfbar 600 20mg Blue Razz Lemonade 2ml

Lost Mary BM600 20mg Watermelon Ice 2ml

SKE Crystal 20mg Blue Razz Lemonade 2ml

Lost Mary BM600 20mg Triple Mango 2ml

Lost Mary BM600 20mg Double Apple 2ml

Elfbar 600 20mg Blueberry 2ml

Lost Mary BM600 20mg Strawberry Ice 2ml

Lost Mary BM600 20mg Blueberry 2ml

SKE Crystal 20mg Fizzy Cherry 2ml

Elfbar 600 20mg Blueberry Raspberry 2ml

SKE Crystal 20mg Blueberry Raspberries 2ml

Lost Mary BM600 20mg Blue Razz Ice 2ml

drivers, Lost Mary and SKE are the ones to stock. Lost Mary Pineapple Ice 2ml has average weekly profits of £16.94, while SKE Cherry Ice has average weekly store profits of £11.72.

Overall, there are 14 new additions this year, pointing to shifting tastes in the category and the power of novelty.

WHAT TO STOCK

Pods and refills

With the disposables ban still expected from 1 April 2025, it’s best to review your range now and stay ahead of the curve. For many consumers, closed-system devices and pod refills might be the best way forward. Is your range ready?

Vuse ePod 18mg Chilled Mint Pods 2x1.9ml has risen to the top spot from

TOP 25

third, offering average weekly profits of around 90p. Despite it topping the table, only 11% of stores are stocking the flavour, suggesting wholesale customers are still not taking up the opportunity offered by refills from the big brands.

The biggest profit driver this year is a new entry. The SKE Crystal Plus 20mg

Vuse ePod 18mg Chilled Mint Pods 1.9ml 2pk

Liberty Flights Dot 20mg Menthol Pods Pro 2ml 2pk

Vuse ePen 18mg Crisp Mint Pods 2ml 2pk

SKE Crystal Plus 20mg Cherry Ice Pods 2ml 2pk

Juul2 18mg Crisp Menthol Pods 1.2ml 2pk

Vuse ePod 18mg Golden Tobacco Pods 1.9ml 2pk

Juul2 18mg Virginia Tobacco Pods 1.2ml 2pk

Vuse ePod 18mg Blueberry Ice Pods 1.9ml 2pk

Vuse ePod 18mg Strawberry Ice Pods 1.9ml 2pk

SKE Crystal Plus 20mg Lemon & Lime Pods 2ml 2pk

Liberty Flights Dot 20mg Tobacco Pods Pro 2ml 2pk

Vuse ePen 18mg Blended Tobacco Pods 10ml 2pk

SKE Crystal Plus 20mg Blueberry Sour Raspberry Pods 2ml 2pk

Elfbar Elfa 20mg Blueberry Cotton Candy Pods 2ml 2pk

Elfbar Elfa 20mg Blue Razz Lemonade Pods 2ml 2pk

Vuse ePod 18mg Mint Ice Pods 1.9ml 2pk

Elfbar Elfa 20mg Watermelon Pods 2ml 2pk

Liberty Flights Dot 20mg Berry Nice Pods Pro 2ml 2pk

Vuse ePen 18mg Dark Cherry Pods 2ml 2pk

SKE Crystal Plus 20mg Cherry Strawberry Raspberry Pods 2ml 2pk

Juul2 18mg Ruby Menthol Pods 1.2ml 2pk

Juul2 18mg Summer Menthol Pods 1.2ml 2pk

Vuse ePod 18mg Watermelon Ice Pods 1.9ml 2pk

SKE Crystal Plus 20mg Rainbow Pods 2ml 2pk

Vuse ePod 18mg Tropical Mango Pods 1.9ml 2pk

Cherry Ice Pods 2x2ml provides average weekly profits of around £2.66 per store. Arguably, the one to watch, though, is Juul’s 18mg Crisp Menthol Pods 2x1.2ml, which has risen an impressive 25 spaces to fifth place. It offers strong weekly sales of £4.20, one of the higher sales in this year’s products.

*Up to 1000 puffs per pod. Based on laboratory testing of newly manufactured pods in a Vuse Go Reload 1000 (including recharging) at a puff duration of one second and may vary depending on individuals’ usage behaviour. For further information see: www.vuse.com/gb/en/puffcount.

WHAT TO STOCK

Pouches and heated tobacco

In 2023, nicotine pouch sales in the UK accounted for 10% of global pouch revenue, so there’s a strong opportunity for wholesale customers who have yet to invest. As our distribution data shows, while heated-tobacco lines from Iqos have high sales value, it’s nicotine pouches that more retailers are investing in.

Velo and Nordic Spirit dominate the nicotine pouch category. In terms of distribution, Nordic Spirit pulls ahead slightly. This does, however, offer potential for retailers yet to try selling Velo in store.

The brand’s Freeze X Strong 11mg is the highest-ranked nicotine pouch for

Iqos Heets Amber Heated Tobacco Sticks 20s

Iqos Heets Blue Heated Tobacco Sticks 20s

Iqos Heets Sienna Heated Tobacco Sticks 20s

Iqos Heets Turquoise Heated Tobacco Sticks 20s

Iqos Heets Yellow Heated Tobacco Sticks 20s

Velo 11mg Freeze Nicotine Pouches X Strong 20s

Iqos Heets Green Heated Tobacco Sticks 20s

Nordic Spirit X-strong 11mg Mint Nicotine Pouches 20s

Iqos Heets Mauve Heated Tobacco Sticks 20s

Nordic Spirit X-strong 11mg Spearmint Nicotine Pouches 20s

Iqos Heets Russet Heated Tobacco Sticks 20s

Velo 10mg Ice Cool Nicotine Pouches Strong 20s

Nordic Spirit Regular 6mg Mint Nicotine Pouches 20s

Nordic Spirit Strong 9mg Mint Nicotine Pouches 20s

Iqos Heets Sienna Caps Heated Tobacco Sticks 20s

Nordic Spirit Strong 9mg Spearmint Nicotine Pouches 20s

Iqos Terea Amber Heated Tobacco Sticks 20s

Iqos Heets Teak Heated Tobacco Sticks 20s

Velo 17mg Freeze Nicotine Pouches Max 20s

Velo 10mg Ruby Berry Nicotine Pouches Medium 20s

Iqos Terea Blue Heated Tobacco Sticks 20s

Nordic Spirit X-strong 11mg Bergamot Wildberry Nicotine Pouches 20s

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overall sales, and offers one of the highest weekly profits, on average, at 78p. For context, the highest profit driver overall, Heets Amber, is 81p.

Looking at Nordic Spirit, X-strong 11mg Mint is the product to watch, having climbed from 11th to eighth place in the rankings.

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* Based on NielsenIQ RMS data for the Nicotine Pouches category for the 18-month period ending 30/12/2023 for the UK total retail market (Copyright © 2023, NielsenIQ) ** This product is not risk-free and contains nicotine, an addictive substance. For adult nicotine consumers only.

SECTOR REVIEW HALLOWEEN, BONFIRE NIGHT &

Halloween, Bonfire Night & Christmas

Tamara Birch

In 2023, Halloween week saw a 4.6% increase in sales versus the previous year, and 2024 is set to follow suit.

According to Alexander Wilson, category & commercial strategy director at Heineken, when it comes to the brands people are purchasing, it is very similar to the rest of the year.

“Wholesalers don’t necessarily have to worry about stocking limited-edition lines and dead stock after the event has passed, but instead focus on how they display stock and having full availability of bestsellers,” he says.

Halloween and Bonfire Night see people celebrating by attending and hosting gatherings, and as a result, beer and cider experience an uplift in sales.

“In fact, in previous years, sales of beer and cider reached £122m in the total off-trade during Halloween and Bonfire Night week, cementing itself as the biggest trading week during the autumn season –after the sunny weather has gone, and before the build up to Christmas festivities – demonstrating the importance of the event,” Wilson adds.

Enjoyment is the number-one driver of choice during Halloween and Bonfire Night, and wholesalers need to be prepared and ready to make the most of the opportunity – especially, according to Jamie McCloskey, co-founder of Love Corn, as it’s a natural segue into the Christmas rush.

“Wholesalers should stock a variety of popular, trusted brands that will attract retailers and help them drive sales,” he says. “Offering snacks that deliver

value and come in larger formats is especially important.”

The Christmas soft drinks rush

Christmas is the biggest sales period of the year across the majority of categories, so wholesalers need to maintain availability and have the right range throughout.

Soft drinks, for example, experience a 17% sales uplift in December compared with the average month in 2023.

Within its sub-categories, there’s one theme that stands out: trade up.

“As occasions get bigger, shoppers are looking to trade up. Last year, penetration of functional energy multipacks grew by 7% in December versus the average month, as shoppers traded up into higher-volume packs,” explains a Red Bull spokesperson.

The supplier recommends that for wholesalers to capitalise on the festive season, they need to make sure products cater to larger

SUPPLIER VIEWPOINT

Ben Cooper National account controller –wholesale, Swizzels

“We’ve seen a strong shift of both wholesalers and retailers moving away from traditional mints and nuts, and into a more revenue-stream focus, where our 60g product fits perfectly. Wholesalers should be open to the opportunities that stocking our Squashies Original 60g packs can offer. We’re seeing multiple different channels venture into sugar confectionery snacking over the past year, with massive success.

“Our latest launch, the Squashies Strawberry & Cream flavour, reflects our dedication to creating exciting new taste sensations for our consumers. This launch is sure to become a must-have sugar confectionery

product, combining moreish Squashies with the classic combo of strawberries & cream.

“This latest addition to our bestselling hanging-bag brand is a direct result of the outstanding success wholesalers have had with our current range of Squashies, coupled with the feedback from our consumer research.

“And we are passionate about speaking to our customers and have started to invest in communication with these outlets through trade events and trade press, and are beginning to build a more solid route to market. Retailers and wholesalers should contact Swizzels directly to explore further opportunities.”

mini in size

SECTOR REVIEW HALLOWEEN, BONFIRE NIGHT & CHRISTMAS

group occasions, as 40% of sports occasions over Christmas feature three or more people.

The festive season is also a time to experiment with flavours, as just over one-third of Red Bull shoppers purchased a Red Bull Edition over Christmas.

To help wholesalers meet this mission, it launched its first Red

Bull Winter Edition Spiced Pear, which sold two million units in its first six months.

This year, the supplier has launched Red Bull Winter Edition Iced Vanilla Berry, which wholesalers can now stock, with a full cross-channel store activation from October.

“Consumer testing showed

Herta limited-edition spooktacular packaging – The Herta Classic and Chicken Frankfurters have a purple background with ‘eerie trees and bats’ for a spookier Halloween look.

Swizzels Marvellous Mallows Giant – Swizzels has expanded its range with a giant on-the-go format in its Raspberry & Milk range. It comes as the sugar singles category is in 12% growth.

a high purchase intent, with 72% saying they would likely buy an Iced Vanilla Berry flavoured energy drink,” the spokesperson adds.

However, the overarching trend within Christmas soft drinks will be larger formats.

“Wholesalers should focus on large PET bottles, such as CocaCola Zero Sugar and Schweppes, as well as price-marked packs, which are growing in importance,” says Amy Burgess, senior trade communications manager at Coca-Cola Europacific Partners (CCEP). “These packs reassure shoppers they’re getting value for money.”

The importance of alcohol Christmas is a key selling period for beer, with 22% of total beer sales taking place during the 12week period.

“Christmas 2023 saw beer

PRODUCT NEWS

Baileys Chocolate festive range – Baileys Chocolate has four new varieties as part of its Christmas 2024 range, including Baileys Caramelised Nut Mix.

M&M’s Minis – The chocolate aims to help tap into the trend for finding joy in small things, and is available in a 70g PMP, 115g core pouch, 176g more-toshare pouch and a 800g party pack.

sales grow 11.3% in value and 0.6% in volume versus the prior year,”explains Caitlin Brown, off-trade category development executive at BrewDog.

“Across total beer, value growth continued to exceed volume growth as duty and cost of living affected shopper behaviour.”

Mainstream and wellknown brands perform the best at Christmas, according to Heineken’s Wilson, who says its Foster’s brand is at the top, worth £13.8m, followed by Strongbow, worth £13.5m.

In terms of formats, Wilson says Heineken has identified that single bottles, four-packs and mid-sized packs are the most-popular during the season.

Craft beer offers sales growth during the festive period for wholesalers.

Brown says last year, the cate-

Fanta limited-edition ‘Zero Afterlife’ Apple Flavour – CCEP’s Fanta has collaborated with the Beetlejuice sequel, which includes a new zerosugar apple-flavoured drink.

Red Bull Winter Edition Iced Vanilla Berry – The new limited-edition drink combines blueberry, vanilla, candy floss and eucalyptus, in single-can and multipack formats.

Image credit: Getty Images/5second

SECTOR REVIEW HALLOWEEN, BONFIRE NIGHT &

gory grew its share of total beer sales by 1.2%, and that craft beer plays into the demand for more premium options.

The most-popular format at Christmas for craft beer is eight-pack cans, with 12.1% of sales going through this format at Christmas versus an average of 9.4% over the remainder of the year.

However, Brown adds: “Although eight-packs of craft beer are important year-round, we recommend that wholesalers encourage retailers to open off-fixture space to accommodate additional large packs during the weeks leading up to Christmas and New Year to ensure stock is available.”

What’s trending in festive confectionery?

Confectionery sales topped £2bn for the first time in 2022 and 97% of British households bought sweet treats in the run-up to Christmas.

Premiumisation continues to drive shopper habits during the festive period, despite the ongoing cost-of-living crisis, with polls showing that 54% of

consumers prefer to purchase premium, high-quality chocolate.

“Tapping into this trend, consumers enjoy escaping the ordinary experience by purchasing small luxury items, such as quality chocolate from well-recognised brands,” says Alison Robson, marketing manager at Baileys Chocolate.

Wholesalers again need to be prepared as celebrations and preparations for the festive season are starting earlier each year.

In fact, most retailers start ordering and buying stock from July and August, ready to start stocking lines from SeptemberOctober.

“This is due to a number of factors, including a consumer desire to be more prepared and spread the cost over a longer period, as well as brands wanting to maximise profits and edge out their competitors,” adds Robson.

Lines available this year include Baileys Chocolate’s Mint Truffles and Assorted Truffles, which are available now.

Wholesalers can also stock Cadbury Snowballs and Cadbury Christmas Puds as part of their festive range.

TAKEAWAY POINTS

1. Enjoyment is the one shopper mission to focus on at Halloween – Confectionery and small treats will be a main shopper mission that retailers have to cater for at Halloween. This will include whether their customers will buy trick-or-treat products or for any hosted gatherings they hold. The key theme for both of these missions is enjoyment, so retailers will be looking for tubs, fun-size share bags and sharing bags in confectionery. As part of the enjoyment mission, wholesalers need to ensure they are offering value for money, as shoppers look to treat themselves within their budgets.

2. Multipacks are important – Consumers continue to navigate the cost-of-living crisis and are on strict budgets, which means multipacks and larger formats will be important. Wholesalers stocking a range of cans, 2l bottles and multipacks will drive strong engagement and interest for retailers shopping in wholesalers, drive repeat purchase, and help them maintain availability and meet the needs of their customers. Retailers will likely be looking for well-known brands across a range of categories, such as Coca-Cola, Red Bull and Schweppes for soft drinks, and Foster’s, Strongbow and BrewDog in alcohol.

3. Premiumisation is key at Christmas – Many shoppers will look for more premium options this Christmas, providing an opportunity for wholesalers to add to their existing ranges. Within alcohol, craft beer can help drive sales into a more profitable category, growing its share of total beer sales at 1.2%. As part of the alcohol mission, making mixed drinks or cocktails at home has grown, especially as more stay at home. Wholesalers should look to pair bestselling spirits with quality mixers, such as Schweppes Classic Tonic and Slimline Tonic, as well as premium adult soft drinks, such as Appletiser, for a flavoured base for cocktails and mocktails. l

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