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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
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FINGER LICKIN’ GOOD FOOD
Welcome to our second edition of Food & Beverage Outlook.
Spreading its wings on the front cover of this issue is the iconic fried chicken franchise, KFC, whose restaurants have flocked from Kentucky to around 150 countries across the world, including Ghana.
This year, Masco Foods Limited, which operates as KFC Ghana and was founded by the Mohinani Group, opened its 34th restaurant in the capital, Accra.
As well as continuing to expand in the West African country, we learn how KFC Ghana invests in its staff, contributes to creating job opportunities nationwide, and supports local farmers and suppliers.
“Our ultimate goal is to procure 90 percent of our supplies locally by the end of the year. This move will be highly advantageous for the Ghanaian economy while promoting sustainable agriculture,” shares Roshan Mohinani, Strategy and Transformation Manager of the Mohinani Group.
Though there is a growing preference for fast food amongst Ghana’s burgeoning population of young individuals and expanding middle class, the world as a whole has shifted to focus on healthier living.
Standing at the forefront of this movement is Thomas Cuisine, a leading food service provider across North America that emphasises nutrition and real food.
This can take on different meanings, but for Thomas Cuisine, it starts with clean, wholesome ingredients.
“Sometimes we overcomplicate health and try to break it down solely to macros, proteins, and calories. For us, it’s much more about promoting something that is wholesome and good for you,” explains President and CEO, Alison Patt.
In Australia, Nutrition Warehouse is the one-stop shop for healthy living, as the largest sports supplements and vitamins retailer Down Under is on a mission to inspire everybody to be ‘Built for Life’.
“People want to live longer and better lives, as well as looking after things like their skin and joints to enable a better quality of life, or even just to be able to run around with their kids,” says COO, Duncan McHugh.
Dig in and enjoy the latest delicious developments from across the global food and beverage sector contained in this issue, which also features Choithrams, Spartan, and Sasini PLC.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
KFC Ghana
The Sharing Bucket of Success
Chicken with a side of golden opportunity
AFRICA
FEATURES
34 Sasini PLC
A Sustainable Operation
Ongoing support for local communities and the environment
40 AAA Growers
The Art of Growing
The freshest produce from soil to store
NORTH AMERICA
46 Thomas Cuisine
Bringing Real Food to Life
Making a real food difference, one meal at a time
54 Craveworthy Brands
Craveable Food and Guest Experiences
The fast-growing multi-concept franchise platform
ASIA PACIFIC
62 Nutrition Warehouse
Stronger Every Day
The one-stop shop for healthy living
&
70 Choithrams
A Dedication to Delight
Half a century of retail excellence
76 Spartan
Spartan Fast-Food
Delivering Greek-reinterpreted cuisine to Romania
82 City Grill Group
Satiating Bucharest
Romania’s largest restaurant chain
Around the food and beverage sector in seven stories…
CASH COW REMOOVED
STARBUCKS HAS NOW eliminated the surcharge for dairy substitutes in all its beverages, resulting in a 10 percent saving for customers in the US and Canada.
According to the company, choosing non-dairy options is the second most popular customisation request, just behind adding a shot of espresso. This means almond, soya, oat, and coconut milk will now be offered at no extra cost.
Recently appointed CEO, Brian Niccol, decided to scrap the fees to the delight of PETA, who has been vigorously campaigning for this change for the past four years, marking a vegan victory for cows and compassionate customers.
MARS ATTACKS SNACKS
MARS, THE CONFECTIONERY behemoth known for brands such as Snickers and Skittles, is planning to acquire Kellanova in a monumental USD$36 billion deal.
This merger will unite two of the
LIFTING
SPIRITS
IN A BID to boost nightlife and tourism, Hong Kong is saying cheers to affordable drinks by cutting the liquor tax.
Known globally for its vibrant social scene, the Asian financial hub aims to revive its reputation as a prime travel destination.
In an effort to prioritise the economy, Hong Kong’s Chief Executive, John Lee, announced a significant reduction in the duty rate for spirits.
The import price threshold exceeding USD$26 will now be slashed from 100 percent to 10 percent, however liquor priced below this new threshold will remain unchanged.
world’s largest food companies in the biggest takeover of 2024 so far.
Kellanova was formed when Kellogg’s split into three entities last year and includes brands such as Pringles, Carr’s, and Special K.
The acquisition is pending shareholder approval, but Mars aims to finalise the deal in the first half of 2025.
NORTH AMERICA
NO BONE APPÉTIT
BRITISH FORMULA 1 driver, Lewis Hamilton, has invested in US-based dog food company, Bramble.
Founded in 2021, it claims to offer the world’s first vet-formulated, plant-based fresh food for canines that still has the meaty taste animals crave.
The seven-time world champion will be accompanied in his new venture by his bulldog, Roscoe, who will serve as the brand’s chief taster.
As an advocate for plant-based living, Hamilton first introduced his 12-yearold pet to the diet in 2020, leading him to discover Bramble.
Singapore’s successful Nutri-Grade system and reflects a growing commitment to prioritise transparent nutritional content.
INFORMATION INTRODUCED IN INDONESIA
INDONESIA IS PREPARING to implement a new nutrient labelling system called Nutri-Level, which aims to provide consumers with clearer information on food and beverage products. This initiative mirrors
Diet-related issues, such as diabetes and hypertension, are common in Indonesia, making this system particularly important. The labels will display daily intake guidelines, warning indicators, traffic light systems, star ratings, and nutrition scores to quantify food quality. Food and beverages will be classified based on their sugar, fat, sodium, and energy levels to empower consumers to make healthier decisions.
EUROPE & MIDDLE EAST
MUTTI
RED WITH RAGE
FRANCESCO MUTTI, AN influential figure in the Italian tomato sauce industry, is calling for tariff protection to shield against China’s tomato exports.
While tinned food is a staple found in supermarkets, the CEO of Mutti insists that the EU must defend the dignity of Italian products.
He points out that Chinese tomato paste is much cheaper, which threatens the viability of Italy’s industry. Additionally, the Italian farmers’ association, Coldiretti, is pushing for stricter food labelling laws to ensure consumers can identify the origins of processed tomato products.
EUROPE & MIDDLE
EAST
SOUR GRAPES
CHAPEL DOWN, THE UK’s largest producer of sparkling and still wines, is exploring its options following the departure of its CEO.
The company has experienced declining sales, partly due to its decision not to engage in preChristmas price wars, which has negatively affected its share prices.
Founded in 2002, Chapel Down’s shares dropped by 13 percent before releasing a disappointing six-month report. As a result, the company is seeking funding to support its growth strategy, which includes investing in additional vineyards and constructing a new winery that aims to be operational by the 2026 harvest, whilst also maintaining its independence.
Forging the Future of Coffee
World Coffee Research is aiming to unite coffee companies around the world to collaborate in driving science-based agricultural solutions. Director of R&D, Dr Tania Humphrey, explores how coffee farmers and producing countries are struggling to keep up in the face of climate change, and how the industry-funded non-profit is aiming to change this trajectory
Writer: Dr Tanya Humphrey, Director of R&D, World Coffee Research
Coffee is the world’s most indemand beverage, and its popularity is only rising. In the last year alone, 177 million 60-kilogramme bags of coffee were consumed worldwide – a two percent increase from the 2022-23 production year and a four percent jump from 2019-20. Even so, coffee’s future is somewhat precarious. As global demand soars, coffee farmers and producing countries are struggling to keep up in the face of climate change.
The looming climate crisis poses an existential threat to the globe’s coffee farmers, consumers, and businesses alike. Whilst it’s difficult for most to imagine a world devoid of a morning cup, it is projected that, over the next few years, climatic shifts will lead to a reduced quality of coffee, decreased productivity of farms, and increased economic vulnerability of farmers. But, as an agricultural scientist, I am certain that innovation can alter this trajectory and forge a brighter, more sustainable future for coffee.
Extreme weather events are already driving losses to crop yields globally, as even the world’s top coffee-producing countries are facing challenges. For instance, in March 2024, Vietnam’s agriculture department projected that its national coffee production this year could drop by nearly 20 percent due to drought, and in April, coffee prices surged on the heels of a heavy rainfall event in Minas Gerais, Brazil, that will undoubtedly affect the country’s coming harvest year and supply.
As weather becomes more erratic, unpredictable, and hot, coffee – which is often referred to as a “Goldilocks” crop due to its dependency on specific growing conditions like midto-high elevation, defined dry and rainy seasons, and moderate, stable temperatures – will inevitably suffer without targeted intervention.
It’s also likely that climate disruptions will increase the susceptibility of coffee to diseases and pests. The combination of these impacts will accelerate farmers shifting away from coffee growing and towards other crops, resulting in consolidation of production and loss of origin diversity.
At World Coffee Research (WCR), we recognise that agricultural R&D has been a precondition for the economic sustainability of farming for most crops for hundreds of years, as introducing new tools, technology, and knowledge can support producers in overcoming obstacles to productivity and driving lasting change.
KEEPING UP IN THE FACE OF CLIMATE CHANGE
There have been many examples of successful innovations in agriculture where R&D has led to more sustainable production practices and generated improved varieties.
In recent years, apple farmers across the US have started to see a higher prevalence of fireblight, a major bacterial disease that destroys trees and their fruit. While fireblight has
been historically managed through the application of antibiotics and chemical sprays, the disease is becoming resistant to this treatment, which is already costly and can be harmful to the environment.
Apple farmers and agricultural scientists alike are working on solutions to meet this challenge to production, including agronomic management practices, though many acknowledge that breeding for disease resistance is the most promising approach to sustain apple growing in the long term.
It’s clear that to achieve optimal agricultural production, farmers need the complete package of tools at their disposal – including the implementation of the best agricultural practices and right varieties.
Variety innovation in coffee gives many of us hope. It’s clear that when a farmer has access to a better variety suited to a particular growing environment, they achieve greater productivity, improved climate resilience, and can help reduce greenhouse gas (GHG) emissions and deforestation.
Varieties are the key focus of WCR’s R&D agenda and will be a major driver of increased supply and quality, ensuring we can meet future demand whilst also safeguarding natural resources. Through breeding, variety trials, and work to support the nursery and seed sector, our aim is to increase the availability and access of better plants – adapted to the climate of the future – for farmers.
Agricultural research for coffee lags tremendously behind many other crops with similar economic impact, and there is a significant need for greater investment and innovation to preserve origin diversity and support farmers in the near and long-term.
Through this collaborative funding for R&D, in combination with robust government support from countries across the world, WCR is optimistic
that a flourishing future for coffee is possible and well within reach. The globe’s leading coffee companies, such as Finlays, are driving the agricultural science solutions needed to forge a path to a continued supply of highquality coffee for generations to come. By joining WCR, Finlays has demonstrated a strong commitment to building a brighter and more sustainable future for coffee alongside 190+ roasters, suppliers, and allied companies from 30 countries across the world.
For more insights visit: https:// finlays.turtl.co/story/1750-2024
ABOUT THE EXPERT
Dr Tania Humphrey is the Director of R&D at WCR and oversees its research portfolio. She holds a PhD in in plant science from the University of Queensland, Australia, and has held positions at the University of Toronto, Agriculture and AgriFood Canada, and the Vineland Research and Innovation Centre.
When coffee farmers have access to better plant varieties suited to particular growing environments, productivity increases
PLANT-BASED PIONEERS
We discover how Oatly expanded into the Chinese dairy alternatives market using a purpose-driven strategy to disrupt the dominance of cow’s milk and appeal to the country’s eco-conscious consumers
Writer: Lucy Pilgrim
Currently, the food and beverage industry accounts for one-third of the world’s total greenhouse gas (GHG) emissions, with animalbased products equating to more than half.
It is for this reason that brands offering dairy alternatives are increasingly becoming peoples’ go-to in a progressively environmentallyconscious world.
First established in the early 1990s in Sweden, Oatly, the globally recognised milk brand, was born from innovation and problem-solving, as its founders accidently created a plantbased milk product when conducting research into the functions of glucose in milk.
Today, the company has grown to become a well-established brand across Europe’s supermarket shelves, as it strives to spread the benefits of plant-based products far and wide.
Oatly’s latest evolution involved an expansion into the Chinese market, establishing the brand as a key endorser of sustainability in the fashion and health industries.
Oatly’s mission when entering this new frontier was centred around a message of sustainable food production to strengthen China’s plant-based offerings.
With this in mind, the company entered the market in 2018 armed with its Three Ones strategy. Broken down, this resulted in Oatly targeting one city, Shanghai, in one market, plant-based milk, with a single product, its Oatly Oat Drink Barista Edition (Oat Drink), the latter being a relatively unknown concept at the time.
ONE CITY
Oatly’s Three Ones strategy was the product of extensive industry research and application, which was necessary given the limited range of plant-based products currently available in China.
Consequently, the product faced significant challenges upon initial entry, as oat milk was unfamiliar to a vast population of consumers.
Despite the fact that, over the years, China had achieved a large market for plant-based products, there was no distinct category for oat-based goods across the retail landscape.
DOING GOOD BUSINESS
Oatly has a proven track record for highly ethical business practices, reflected in some of its most recent and well-known campaigns.
Namely, the Oatly Silent Barista Project was a landmark initiative introduced to young baristas with hearing impairments, materialising in vocational training and career guidance, before eventually being offered as a professional certification.
Over time, the initiative expanded from offering funding to providing systematic support for those with hearing impairments. Ultimately, the goal of the Silent Barista Project was to cultivate a healthy, self-assured, and self-efficient environment for this demographic to thrive.
Four years after the inception of the initiative, Oatly continues to foster a company culture where those with hearing impairments can seize opportunities for self-fulfilment and gain independence at work, all whilst promoting a healthy and sustainable lifestyle.
The brand decided to overcome this challenge by strategically launching its Oat Drink product in 10 boutique cafes across Shanghai in order to target select consumers.
Towards the end of the 2010s, the city was home to the largest number of independent, speciality cafes across China, which welcomed the opportunity to provide plant-based milk to its eco-conscious customers. As such, Oatly introduced its products to those with a passion for coffee and seeking a dairy alternative.
ONE MARKET
Drawing on the initial consumer reception of Oatly’s Oat Drink, the company set in motion the One Market element of its Three Ones strategy, launching the beverage across China’s speciality café market and, therefore, differentiating the company from typical offerings at the time.
The One Market approach carved out a particular consumer base through purposeful promotion, in which Oatly built an image of the Nordic lifestyle. As a result, this offered a unique customer experience for oat latte lovers across China.
The promotion was launched with careful consideration and research
into the cultural differences, values, and meanings of China’s consumer goods industry. Indeed, the company found that Nordic concepts such as ‘less is more’, ‘sustainable development’ and ‘lagom’ translated to ‘just right’, were compatible with China and its cultural practices.
As such, Oatly launched its Oat Drink product in China in a way that appealed to a lifestyle that aligned with the Nordic mindset of sustainability and environmental protection.
The brand further appealed to the Chinese market through a distinct design and creativity that highlighted the unique strengths and qualities of the plant-based alternative and introduced more consumers to the delicious charm of oat milk.
As such, Oatly has been a pioneer in the establishment of a plant-based food category across China and is committed to its growth and evolution for the sake of the planet. The brand has seen unprecedented success in the retail sector, demonstrated by the fact that the volume of Oatly products sold in the Chinese market between 2018 and 2023 equates to an incredible one billion cups of oat latte.
Going forward, the brand wants to continue to ensure that plant-based
products in China transform from a product exclusive to a niche market to an everyday food item. This is achieved by keeping its finger on the pulse of consumers and continuing to meet their diverse needs.
Therefore, compounded with a customer base that is increasingly brand and eco-conscious, alongside growing opportunities for the business to ‘do good’ across the food and beverage industry landscape, Oatly is on track for unstoppable success.
We All Wish We Had THE LOCAL
A culinary gem for those in the know,
The Duncombe Arms is an award-winning pub in the heart of the British countryside. Meticulously merging pub classics with adventurous contemporary dishes, we take a deep dive into this one-of-akind location and indulge in the future of gastronomic satisfaction
Writer: Lauren Kania
In the quintessential English village of Ellastone sat a boarded-up pub that had once served as a place of food, drink, laughter, and community – a hub for the locals to gather and enjoy each other’s company and a sense of unity.
Having to drive past the once lively heart of the village tore at Johnny and Laura Greenall more and more each day until they finally decided to put together their combined decades of experience in brewing, cooking, and hospitality to give this neglected inn a second chance at life.
This dream of resurrecting the historic shell in such a picturesque setting was brought to fruition when Laura’s mother noticed that the pub had their family crest already painted on the sign outside – a curious coincidence that indicated this venture was meant to be.
Deciding to breathe new life
into the centuries-old building, the Greenalls conducted an extensive renovation that included a stateof-the-art refurbished kitchen, a light-filled and airy dining space, and restoration of the characteristic 1850s nooks and crannies that allotted the place its unique charm.
The Duncombe Arms opened for business in March 2012 with the aim of serving classic and modern British food of fine-dining quality in the
warm, relaxed surroundings of a local country pub.
The tucked-away location in the English countryside went on to quickly become renowned for its award-winning food, having held a Michelin Bib Gourmand for five years, been placed in the Estrella Damm Top 50 Gastropubs list, and retained the ‘Pub of the Year’ title at the 2024 Enjoy Staffordshire Tourism and Good Food Awards.
A HIDDEN HOTSPOT
Pubs serve as a unique and distinctive feature of the UK. Not only are they historically significant, but they act as an important cultural gathering place for people of all backgrounds.
A secular heart of the community, pubs are an integral part of British life, and people are increasingly recognising their value as such egalitarian places are becoming unfortunately rare.
The Duncombe Arms is one such place that epitomises the ever-lasting need for a delicious, warm, relaxed, and community-oriented location that brings together those both near and far.
Located on the edge of the infamously beautiful Peak District and a short trip away from the Pennines, the pub is sat upon an unspoilt piece of countryside and offers an eclectic,
rustic-chic décor, blazing fires, and a spacious garden with unbeatable views.
Known as ‘the local we all wish we had’, the pub boasts fresh, seasonal menus that consist of hearty English roasts, comforting pub classics, an incredible wine list, and local dazzlers, amongst other irresistible choices. These, mixed with more adventurous modern British dishes,
AUTUMN MENU
THE DUNCOMBE ARMS AUTUMN MENU – AT A GLANCE
• Pan-roasted Gressingham duck breast, crispy Pommes Anna chips, green peppercorn jus, pea purée, and duck leg salad
• Spinach fazzoletti, ratatouille vegetables, and aubergine caviar
• Caramelised pear tarte Tatin, hedgerow ice cream, blackberry coulis
• Whipped goat’s curd sables
• Steamed Cornish mussels, Duncombe Ale and house mustard cream, and treacle and oat bread
demonstrate why The Duncombe Arms draws a convivial combination of loyal locals and visitors with its menus and daily specials that showcase the very best hyperlocal and seasonal produce alongside the freshest and most decadent ingredients from around the country.
The pub works closely with a local farmer from the 170-acre, all-grass Dunwood Farm set in the midst of the stunning Staffordshire Moorlands, where small herds of Aberdeen Angus, Hereford, and Longhorn cattle are raised. It also works closely with local huntsmen for fresh game across the seasons.
Additionally, all breads, sauces, stocks, and ice creams are homemade, and its menus cater imaginatively to vegetarians, children, and guests on gluten-free diets – a haven for every sort of food connoisseur.
A CULINARY GEM
The culinary experience at The Duncombe Arms is led by Head Chef, Scott Law, who is passionate about providing an authentic, homegrown gastronomic retreat for those looking to relax and indulge in a succulent gem.
Having grown up in London to Scottish parents, Law lived and worked across the capital city before making the move to the Midlands in 2016, where he then became part of the initial team on the ground floor of the Gherkin when it first opened its doors.
He then returned to the city centre, working at notable destinations, including The Groucho Club in Soho, The Arts Club in Mayfair, and Belgo Centraal in Covent Garden, before the temptation of gastropubs called his name and he returned to the Midlands, joining The Duncombe Arms in 2020.
Since becoming Head Chef at the beloved pub, Law has spearheaded the growth of the kitchen garden on the restaurant’s grounds, echoing his love of seasonal ingredients. Additionally, he is passionate about foraging locally and growing his own produce at home, with any excess greenery making it onto the menu – nasturtiums for salads, courgettes for side dishes, borages as a garnish for gin and tonics, and much more.
With Law at the helm, The Duncombe Arms is one of Staffordshire’s leading culinary establishments, boasting a plethora of awards and a long-held Michelin Bib Gourmand under its belt.
The pub prioritises being a beloved local alongside a mouthwatering diner. As such, it ensures that the drinks menu features plenty of choices and is treated with no less reverence.
From juicy Marston’s Pedigree from nearby Burton upon Trent to the pub’s own Duncombe Ale and at least one guest ale to highlight small local breweries, it also proudly offers over 160 wines alongside regularly hosting wine-tasting dinners and special events where Law works with local huntsman to lay on delicious gamebased meals paired with exciting wines.
DINING WITH A DIFFERENCE
The Duncombe Arms not only provides showstopping dishes that expertly accentuate the region’s local produce and delicacies, but is also home to the Walnut House, consisting of 10 cosy bedrooms with the relaxed home-away-from-home comfort one would expect from a country pub but the added flair and contemporary design of a boutique residence.
Each room offers unique and eclectic styling and is situated on a serene spot in the British countryside, with exceptional walking routes and stunning views to be admired during every season.
This is in addition to two other accommodation offerings, namely the Garden Cottage and The Old Barn.
This hidden hotspot is on the edge of the Peak District and close to a variety of rich attractions and activities, including the market towns of Ashbourne and Uttoxeter and a mere three miles away from Alton Towers – a popular theme park.
Additionally, adding to the pub’s unique charm and difference is General Manager James Oddy’s passion for gin.
His response to the burgeoning trend for craft gin? A new menu that brings together over 28 varieties to be enjoyed.
Alongside this extensive gin offering, The Duncombe Arms’ vast wine selection is enhanced by Coravin – a revolutionary invention that allows the pub to reseal bottles as if they had never been opened.
CHRISTMAS AT THE DUNCOMBE ARMS
With cosy, cushioned corners and crackling log fires, Ellastone is an idyllic escape to the picturesque countryside for those looking for wintery walks and a plethora of local festivities.
Tuck into a tasty two-night Christmas package from GBP£1,200 at The Duncombe Arms and enjoy seasonal tipples, mince pies, carols in St Peter’s Church, and a Christmas Eve dinner.
Christmas morning will begin with mimosas for breakfast before champagne and a holiday lunch with all the trimmings.
A truly immersive experience that encourages diners to sit back with a delicious drink, indulge in gastronomic excellence, and embrace the warm ambience of a roaring log fire, The Duncombe Arms is a true culinary gem just waiting to be discovered.
Tel: 01335 324275
hello@duncombearms.co.uk
www.duncombearms.co.uk
A Critical Hive of Activity
Vital to life on earth, bees have historically played an integral role in food security and nutrition. As the use of industrial agricultural practices and pesticides continues to rise, protecting bees to safeguard the future of the food industry becomes increasingly important
Writer: Lily Sawyer
Essential to the production of micronutrient-dense and vitamin-rich foods for human consumption, bees are crucial in maintaining global biodiversity, ecosystems, and the overall security and nutrition of food.
As one of the highest contributors to worldwide agriculture, pollinators such as bees bolster not only the crop yields themselves, but the employment opportunities attached to them.
Nourishing both the planet and people, bees play an essential role in feeding and supporting growing global populations, particularly those in developing countries where pollinated crops such as cocoa and coffee provide a crucial source of income for farmers.
Yet, the rising usage of pesticides in global agriculture, alongside industrial farming practices, habitat loss, and climate change, have all contributed to declining bee populations.
In fact, findings from a recent report show a 30 to 50 percent annual reduction in bee colonies across much of Europe and the US, suggesting difficulties in sustaining and regulating overall bee health.
As such, it is hoped that improved management and conservation efforts will sustain bee populations for years to come.
UN-BEE-LIVABLE VALUE
Affecting 35 percent of global crop production, bees are thought to be responsible for a large proportion of the world’s leading food sources,
THE POWER OF POLLINATORS
A report from the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES) presents key findings on how pollinators such as bees positively impact our planet. These include how:
• Pollination plays a critical role in regulating ecosystems, a process which bees majorly contribute to.
• Over 75 percent of leading global food crops rely on pollination in some way.
• In 2015, it was estimated that between five and eight percent of global crop production and yield could be directly attributed to pollination.
• Pollinator-dependent food products are essential contributors to healthy human nutrition.
• Pollinators provide value far beyond the food system, such as benefits to medicines, biofuels, textiles, and construction materials, amongst others.
such as fruits, vegetables, nuts, seeds, and oils. The impact of bees on healthcare is also of note due to their contribution to the development of plant-derived medicines. Moreover, many pollinatordependent crops, including the likes of cashews, avocados, aubergines, sunflowers, and flax, happen to be
notably more valuable than their nonpollen-dependent counterparts.
Buoyed by the globalisation of the food industry and the increasingly mainstream use of such foods, demand for these crops has sharply increased over the last 50 years by around 300 percent. As such, farmers are set to capitalise on higher profit margins.
However, it’s not only plant-based production that bees have a tangible impact on. Farmers also note the importance of certain flowers in the production of meat and dairy, for example, largely due to the dietary benefits they can provide for livestock and cattle.
Therefore, despite the involvement of bees in agriculture and food systems being relatively natural and non-deliberate, their value is unquestionable.
SHOW ME THE HONEY
Bees are not only indirectly responsible for bolstering the global agriculture industry, but they, of course, also have a direct role to play in the production of honey.
Used in teas, milk, or natural juices and baked into cookies and cakes, honey is well-known as a natural sweetener and a healthy replacement for artificial sugars.
Rich in nutrients, it is also known for its antibacterial and healing properties and is used in countless natural remedies.
Requiring little to no processing and minimal associated production costs, honey is arguably the smallscale farmer’s dream.
In a way, bees can be considered ‘livestock’ for such producers, without the significant price tag that comes with caring for traditional livestock such as cattle and sheep or the cost of upkeeping acres of land for them to graze on.
Therefore, bees are being utilised more frequently as an income generator for those in developing countries, as beekeeping set-up and maintenance are still relatively cheap. It is hoped that beekeeping will sustain and support the livelihoods of such producers, even as typical products such as chocolate and coffee face problems with disease and drought.
BUZZING FOR THE FUTURE
Going forwards, there are countless measures that conservationists and beekeepers alike are putting in place to safeguard bees’ future. By avoiding the use of pesticides in modern farming practices in favour of natural alternatives, it is hoped that overall bee health will gradually improve. Substitutes such as chrysanthemums or lavender are recommended, as they naturally deter pests from crops whilst remaining safe for bees.
Conservationists have likewise noted the negative effects of meat production on bees due to the depletion of natural habitats and damaging effects on the climate. Loss of biodiversity can severely impact ecosystems and, in turn, bee populations. As such, reducing meat consumption can aid bee conservation efforts.
Safeguarding wild, natural spaces such as forests and meadows is also highly encouraged, as diversity amongst native plants and flowers supplies bees with essential pollen and nectar, which will see them thrive. Supporting bee sanctuaries can also bolster pollination and contribute to the sustainability of local ecosystems.
It is therefore critical to protect these precious pollinators and, in turn, preserve food production for the future.
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Through this compelling new venture, Food & Beverage Outlook foregrounds the movers and shakers of the industry by confronting unprecedented change, showcasing technological innovations and incorporating critical environmental sustainability agendas.
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THE
OF BUCKET SHARING SUCCESS
Colonel Sanders’ iconic fried chicken franchise, KFC, has spread its wings from Kentucky to open restaurants in Ghana. Roshan Mohinani, Strategy and Transformation Manager of the Mohinani Group, discusses the company’s efforts to provide opportunities for communities
As an industry vital to economies worldwide, food and beverage is constantly in flux as trends, lifestyles, and consumer preferences evolve.
In addition to streamlined manufacturing processes, supply chain activities continue to influence the market further, helping to fuel the rising demand for ready-to-eat food and boosting industry growth.
Over the past two decades, fast food brands have expanded into many countries across Africa, spurred on by an increase in urbanisation. In Ghana specifically, some international quick service restaurants (QSRs) now occupy the streets of metropolitan areas.
Furthermore, the West African country is undergoing a demographic transition, with a burgeoning population of young individuals and an expanding middle class, which has led to a growing preference for fast food and fine dining experiences amongst these groups.
This presents an opportunity for global brands that offer high standards and great-tasting food, such as KFC Ghana, with its famous Finger Lickin’ Good chicken.
The country’s dynamic and constantly evolving food and beverage industry positively and negatively impacts Ghanaian businesses. Indeed, while the sector’s growth presents opportunities for companies to thrive, it also brings challenges such as increased competition.
“Our country is currently facing economic instability, which has impacted sales over the years, forcing us to change the status quo and quickly adapt. Nonetheless, we are optimistic about the future and our position as industry leaders,” introduces Roshan Mohinani, Strategy and Transformation Manager of the Mohinani Group.
Masco Foods Limited, which operates as KFC Ghana, was founded by the Mohinani Group, a thirdgeneration family business with a diverse portfolio that includes packaging, consumer durable brands, distribution, electronics, retail, real estate, QSRs, and hospitality. This year, the fast-food outlet opened its 34th restaurant in the capital, Accra.
“We intend to continue expanding and greatly contribute to employment by hiring over 100 more Ghanaians in 2024 and 2025, making us undeniably the largest restaurant employer in the country,” he adds.
GALVANISING GHANA’S WORKFORCE
Ashok Mohinani, Chairman of the Mohinani Group, believes that all employees are key stakeholders in the business.
As such, KFC Ghana has made major investments in its staff, including comprehensive and continuous training programmes.
“These are provided to both new and old staff alike with the sole purpose of equipping each individual with the skills needed to perform optimally and develop their careers,” Roshan outlines.
At KFC Ghana and across the wider group, there is a strict policy of internal advancement that prioritises the development and promotion of existing employees before seeking staff elsewhere.
“Putting people first is a core value of the Mohinani Group, and employees must respect these principles to create a safe, supportive, and healthy environment for everyone.
“One of Ashok’s cherished projects is the Boafo Scheme, a unique fund designed to help employees who are dealing with adverse situations. It offers support in different areas such as education, healthcare, housing, and burials for staff in urgent need or unforeseen circumstances.”
The Chairman’s philanthropy is underpinned by his passion for ensuring that KFC Ghana has an inclusive employment policy that does not discriminate against anyone based on religion or background.
The Mohinani Group has demonstrated this commitment by embarking on a substantial project that focuses on employing people with disabilities.
“We are assessed by the board based on the number of employees with disabilities, and we are proud to announce that we have a considerable number of such individuals across the group,” enthuses Roshan.
A BENEVOLENT ENTERPRISE
In May, KFC Ghana launched a social intervention initiative called #KFCLunchWithSchools, a marketing campaign aligned with the group’s core values.
“We issued a public call for nominations of basic schools to receive a free lunch from KFC Ghana. The response was overwhelming, with over 300 nominations from across the country. We are pleased with the success of this project and
intend to continue contributing to support the less privileged,” prides Roshan.
Alongside this crucial social project, the Mohinani Group recently commenced work on two important bottle-to-bottle plastic recycling facilities in Ghana and Nigeria through its subsidiary companies, Polytank Ghana and Sonnex Packaging Nigeria. KFC Ghana supports the project with polyethylene terephalate (PET) bottles across all its stores.
“These state-of-the-art recycling plants, valued at millions of dollars, will greatly benefit the environment as we aim to reduce pollution and promote a better and more sustainable way of life,” Roshan expresses.
However, it is equally important to recognise the challenges that unemployment poses for young people. KFC Ghana is extremely pleased to contribute to creating job opportunities nationwide and maintaining its position as the largest employer in the country’s QSR industry.
“We are committed to supporting local farmers and suppliers by sourcing our ingredients from them. We are making great progress and are on track to reduce our imports by 60 percent by the end of 2024.
“Our ultimate goal is to procure 90 percent of our supplies locally by
“OUR ULTIMATE GOAL IS TO PROCURE 90 PERCENT OF OUR SUPPLIES LOCALLY BY THE END OF THE YEAR. THIS MOVE WILL BE HIGHLY ADVANTAGEOUS FOR THE GHANAIAN ECONOMY WHILE PROMOTING SUSTAINABLE AGRICULTURE”
– ROSHAN MOHINANI, STRATEGY AND TRANSFORMATION MANAGER, MOHINANI GROUP
the end of the year. This move will be highly advantageous for the Ghanaian economy while promoting sustainable agriculture,” he shares.
Supply chain operations are also pivotal, and KFC Ghana’s corresponding in-house department ensures its success and sustainability, encompassing procurement, logistics, and distribution.
“At our company, we have a strong emphasis on building and maintaining
robust relationships with our partners and suppliers, recognising that they are essential for ensuring quality, efficiency, and consistency for the business,” Roshan affirms.
ENHANCING THE CONSUMER EXPERIENCE
From both a consumer and company perspective, KFC Ghana’s introduction of self-service kiosks has been a success.
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FINGER LICKIN’ GOOD FACTS ABOUT KFC GHANA
• REGIONAL RESTAURANTS – Branches are located across eight regions of Ghana: Greater Accra, Western, Northern, Eastern, Central, Ashanti, BrongAhafo, and Volta.
• FIRST OF THE FRANCHISES – The Ghanaian flagship restaurant was opened in 2011 in the Greater Accra region.
• ORIGINAL OPTIONS – In addition to the famous secret blend of 11 herbs and spices found in all KFC restaurants, Ghana offers a special menu with unique items not available anywhere else. Some standout options include the delectable honey-dunked wings and zesty lime chilli wings.
• FROM CHICKEN WINGS TO LOVE RINGS – On Valentine’s Day this year, KFC Ghana went the extra mile for couples to celebrate their wedding proposals on-site. It orchestrated a special package that included promise rings, Streetwise Duo meals, Krushers, champagne, and chocolates in a romantic setting, playing Cupid for the couples.
“These machines allow customers to place their orders quickly and efficiently, reducing wait times. It is a quick and convenient way of ordering food, which is particularly appreciated by busy travellers at our new location in Kotoka International Airport (KIA) and our high-traffic branch in Osu, both in Accra,” Roshan explains.
The kiosks’ modern technology provides a seamless and pleasant ordering process, adding to a positive overall experience. Moreover, the system generates valuable data on customer preferences and ordering patterns, which will be used to refine menu offerings and enhance service in the near future.
“As everyone is aware, Generations Z and Alpha are always seeking new trends and innovations.
By introducing the self-service kiosks, we have positioned ourselves as forward-thinkers and a customercentric brand,” he posits.
Reflecting on the company’s achievements so far this year, Roshan is rightly proud and optimistic about the rest of 2024.
“One of our goals is to expand into underserved locations, and we are excited to witness the progress of this target.”
As the brand’s customer base grows, it is imperative for the company to develop a solid and efficient delivery process to stay ahead of competitors and, most importantly, meet the public’s needs. However, to make such improvements, KFC Ghana must invest in its employees.
“It remains a top priority for us to enhance our training programmes and equip our staff with the skills and knowledge necessary to provide exceptional services while also improving our menu to offer variety and ensure the food is tasty,” Roshan closes.
Tel: +233554888444
wecare@mascofoods.com www.kfc.com.gh
FOOD & BEVERAGE OUTLOOK: HOW DOES KFC GHANA MAINTAIN ITS POSITION IN THE INDUSTRY?
Roshan Mohinani, Strategy and Transformation Manager:
“Honestly, when you have flavourful and well-prepared chicken, half the work is already done. However, I want to highlight the incredible collaboration amongst our marketing, supply chain, and operations teams. We work hand-in-hand to ensure campaigns are flawlessly executed from beginning to end.
“Beyond just serving great food, we are always focused on delivering quality service to our customers. Our team truly believes that ‘the world always looks brighter from behind a smile’, so we bring that positivity into every interaction. We’re not just selling chicken; we’re sharing moments of happiness.
“We are also keen on staying up-to-date with trends and are continuously exploring new and innovative products that will wow our customers.”
A SUSTAINABLE
OPERATION
More than just a buzzword, sustainability drives Sasini PLC forward day in, day out. Martin Ochien’g, Group Managing Director and CEO, reflects on the company’s ongoing support for local communities and the environment as it anticipates a bright future
Driven by strong domestic crop production, agriculture is arguably the backbone of the African economy.
Kenya is a prime example, as between 60 and 65 percent of the nation’s GDP is generated by the agriculture industry – with Sasini PLC (Sasini) at the core.
“We pride ourselves on being a local organisation that feeds the world,” opens Group Managing Director and CEO, Martin Ochien’g.
Founded in 1952 and listed on the Nairobi Securities Exchange (NSE), Sasini is East Africa’s largest agricultural business, employing around 2,600 members of staff.
“Our business involves growing, processing, packaging, marketing, and exporting tea, coffee, macadamia, and avocado to markets as far east as Japan and South Korea, and as far west as Canada and the US, and everything in between,” he explains.
Selling its tea predominantly to Pakistan and the UK, coffee to the US and Europe, macadamia to the US, and avocados to Central Europe, Sasini demonstrates its global reach.
As an export business, all of Sasini’s produce is shipped abroad, with half of the company’s crops cultivated in its own plantations and the rest sourced from local, small-scale farmers.
Over the years, however, Kenya’s
agricultural sector has not been without its challenges. Upheaval has been experienced in terms of climate change and the effect it has had on reliable rainfall, leading to organisations putting water stewardship measures in place to mitigate against harsh weather conditions.
Meanwhile, macroeconomic factors such as disruption of logistics due to the closure of the Suez Canal have limited the transit of goods to Europe and the Northern Hemisphere.
Despite such obstacles, Sasini has a robust business strategy in place that is deeply rooted in sustainability to ensure its success for years to come.
“Sustainability is the single most important driver for our business,” Ochien’g asserts.
A RENEWED PERSPECTIVE
Historically, as an agricultural company, much of Sasini’s activities have been sustainable by default. However, over the last six years, the business has become sustainable by design, having chosen specific sustainable development goals (SDGs) with science-based targets.
“Our focus on sustainability is what differentiates us, not because we want to stand out, but because we want to be a good corporate citizen and ensure that we’re here for eternity,” Ochien’g reflects.
Sasini’s comprehensive business strategy includes bed rocking everything it does around nine distinctive SDGs alongside various environmental, social, and governance (ESG) aims.
“Our SDGs range from gender equality, education, and good health
SASINI’S SDGs
In a world where every choice makes an impact, Sasini chooses sustainability. Committed to nurturing a future in which its people, business, and the planet thrive, it has implemented nine SDGs to help it achieve this:
1. No poverty
2. Good health and well-being
3. Quality education
4. Gender equality
5. Affordable and clean energy
6. Decent work and economic growth
7. Industry, innovation, and infrastructure
8. Responsible consumption and production
9. Life on land
to technology, innovation, life on land, and all other aspects that affect our business,” he clarifies.
Another of Sasini’s SDGs is centred around implementing clean, renewable energy.
Generating 95 percent of its power from renewable sources such as hydroelectricity, Kenya can be considered relatively advanced in this field.
“However, that doesn’t mean organisations based here in Kenya should rest on their laurels,” Ochien’g warns.
“Excess water from hydroelectricity could also be used for agricultural purposes, damming, or to drive irrigation. It’s up to organisations like
us to make that shift towards utilising every resource responsibly.”
For example, early last year, Sasini commissioned a 1.5 megawatt (MW) solar power generation plant for its tea business, which replaced around 30 percent of the company’s electricity consumption from the national grid.
“In this way, we’re using naturally occurring renewable resources in a manner that’s beneficial to both the environment and to us as a business, as sourcing our energy this way presents significant cost savings,” he discloses.
Further to this, Sasini carries out work elsewhere to support climate action.
Naturally, much of this comes from ground-dwelling crops absorbing carbon dioxide (CO2), whilst the company has also planted an impressive 1.5 million trees across its plantations to supplement this.
“These efforts aid the sequestration of CO2 from our own factories around where we operate, so we’re proud of that,” Ochien’g tells us.
COMMITTED TO THE COMMUNITY
With a deep belief in managing its activities holistically and considerately, Sasini’s nine SDGs are not limited to business alone but are rooted in benefitting the communities in which it operates.
As such, the company has opened schools across all its plantations as well as health centres and programmes to support the provision of potable water.
The company’s work in water stewardship seeks to increase public access to clean, potable water in remote and rural areas, especially those around its tea plantations in the counties of Nyamira and Kericho.
As such, Sasini has committed to sinking three water boreholes annually for the next decade across this vast area.
“We started this project last year, and we’re going to continue with it until we achieve our goal,” Ochien’g divulges.
In addition, Sasini has educated 75,000 farmers across the business on regenerative agriculture.
This benefits both parties as practical agricultural knowledge is imparted to the communities that the company regularly buys its crops from.
“Crucially, we empower our farmers with competitive payment for their produce, enabling them to reinvest in their crops and continue to supply our business,” he informs us.
“WE PRIDE OURSELVES ON BEING A LOCAL ORGANISATION THAT FEEDS THE WORLD”
– MARTIN OCHIEN’G, GROUP MANAGING DIRECTOR AND CEO, SASINI PLC
Further to this, Sasini is proud of the way it renumerates those who work directly for the company and has recently set itself a target to implement the living wage principle.
By paying its staff wages that enable a comfortable lifestyle, Sasini hopes to increase employee satisfaction and retention – a system that’s already been successfully trialled across its tea business.
“We’re deeply committed to treating our staff right. We want to attract the best talent to the organisation to help us achieve the ambitious goals we’ve set,” Ochien’g sets out.
Elsewhere, Sasini is carrying out work in recycling, meaning harmful or hazardous waste is disposed of professionally, and has a zerotolerance policy towards corruption in any part of its value chain.
INNOVATION ENABLES AUTOMATION
Another element of Sasini’s underpinning strategy is to use innovation and technology to drive efficiency and minimise overall costs.
Over the past five years, the company has been on a journey to automate as many parts of its production processes as possible.
This is most evident in the tea business, where Sasini has completely automated harvesting across its estates by implementing machine plucking.
“Five years ago, we were plucking all of our tea by hand, whereas today we’ve completely automated the whole process,” Ochien’g prides.
This has helped Sasini to successfully reduce its overall tea production costs, enabling it to reinvest surplus finances in
sustainable and green projects for the benefit of local communities.
In addition, the company boasts one of the most modern macadamia processing plants in the region.
Built in 2018, the facility enjoys all the latest technologies and is highly automated, as is Sasini’s avocado packhouse, which launched only four years ago.
The company has also implemented modern enterprise resource planning (ERP) tools in its offices, which help it to work more efficiently but at a lower cost.
“Evidently, we continue to pursue automation across the board, and not only on the operational side of things,” he elaborates.
DEEP-ROOTED EQUALITY
To embed inclusivity deeply across the organisation, Sasini is working tirelessly to achieve gender equality and equity.
Over the last five years, it has been able to progress this to a desirable level, and by 2026, it hopes to achieve gender parity across the workforce.
“Our male-to-female ratio currently sits at around 60:40, so we’re confident we’re on the right track to achieve our goal,” Ochien’g relays.
MILESTONE ACHIEVEMENTS
• 40 percent female representation
• 1.5 million+ trees planted within the establishment
• 60,000 smallholders supply the company with products
• Four schools built for the local community
• Listed on the NSE in 1965
It’s not just 40 percent of Sasini’s general workforce that’s made up of women, either, as this figure also applies to the company’s leadership team.
This feeds into Sasini’s long-term mission to increase support for businesses owned or run by women across the supply chain.
“I would say 70 percent of our supply chain spend is local, which is critical in supporting small and micro-enterprises in the area. Our goal is to have 10-15 percent of that going to women-led businesses,” he details.
The other 30 percent of Sasini’s supply chain spend is international due to the procurement of agricultural inputs and machinery from abroad, which is critical to help the company stay ahead of the curve and remain competitive.
“Although we’re yet to meet our
“SUSTAINABILITY IS THE SINGLE MOST IMPORTANT DRIVER FOR OUR BUSINESS”
– MARTIN OCHIEN’G, GROUP MANAGING DIRECTOR AND CEO, SASINI PLC
spending goal in terms of supporting women-run enterprises, we are committed to promoting the gender aspect of the supply chain alongside big corporations,” Ochien’g says.
FUTURE FOCUS
Looking to the future, Sasini will centre its activities around specific goals to help it continue to thrive amidst a continually fluctuating market.
A major part of this is accelerating top and bottom-line growth through bolt-on mergers and acquisitions with organisations that share similar goals.
“To achieve both scale and impact going forward, we seek partnerships with like-minded organisations that
want to push for the same objectives as us whilst helping us finance these projects,” Ochien’g explains.
Diversifying its produce is also a key strategic pillar of Sasini’s growth plan, which will enhance the company’s revenue streams and influence on global value chains.
Meanwhile, it is hoped that expanding the business in East Africa, such as into the Democratic Republic of the Congo (DRC) and Uganda, will help Sasini achieve its goal of being the region’s biggest agricultural business.
“Currently, all our business and crops are sourced locally in Kenya, even though we process and export them internationally. Regional growth
could aid our geographic expansion as a company.”
Sasini will also continue to innovate and implement new technologies to improve efficiencies and manage costs across the organisation, whilst ESG and SDGs continue to drive the business forward.
Lastly, to ensure it employs people with the right skills, training will be key to Sasini achieving these goals.
“Attracting and retaining the right people is imperative for our continued growth and success,” Ochien’g passionately concludes.
We delve into the cultivating expertise of AAA Growers, whose in-house capabilities provide leading global food and beverage retailers with the freshest produce from soil to store
After graduating from Boston University in the US in 1995, Ariff Shamji returned to his home in Kenya and began working for his family’s small business.
However, Shamji soon realised that he wanted more from his career and moved to the capital city of Nairobi in pursuit of something bigger.
After departing the family business in search of a more sustainable income, Shamji entered the Kenyan agricultural landscape and, as a result, established AAA Growers in 2000.
Shamji knew, almost immediately, that if his farming venture was going to succeed in an ever-changing market, it would have to be a largescale operation. In order for this to materialise, he received a loan from the International Finance Corporation (IFC) of USD$500,000, which set the company’s wheels in motion.
VALUE-ADDED VEGETABLES
AAA Growers’ initial site was Hippo Farm, situated in Thika, which was chosen for its water-saturated soil. Even with limited farming experience, this critical characteristic meant
that Shamji and the company could successfully grow sufficient crops to take to market.
However, AAA Growers soon faced challenges in its rate of growth, which was majorly affected by external factors such as weather patterns, periods of drought, and soil conditions, to name a few.
Internally, the company realised that, despite the number of resources it had, there was no way to speed up the growing process, which proved to be the most difficult aspect of the whole operation.
Over the first six months of the business, these challenges compounded to cause nearbankruptcy, as AAA Growers was cultivating and handling very temperature-sensitive products. Additionally, in the company’s early stages, it only had the budget for a single cold storage space, which, combined with other difficulties, nearly resulted in its closure.
However, undeterred by these obstacles, AAA Growers went back to basics. Although its owners had limited farming experience, they
decided to apply simple logic to rise above the challenging period and gain a greater understanding of the fundamentals of growing produce. Consequently, it came to light that the company required more land and space for effective crop rotation, which is key for maintaining healthy soil and optimising growth. Given that the company grows more than 20 crop varieties, a comprehensive crop rotation system allows existing soil to regenerate before the same crop is replanted and ploughed.
Therefore, by expanding its variety of produce across multiple farms, the company became more sustainable in the long run.
AAA Growers further differentiated itself in its early stages by instilling the belief of adding value at the source, an approach implemented across every facet of the business, and which was already emerging across the Kenyan horticulture sector at the time.
From here, the company developed a business model centred around in-house production, opening packaging facilities on its numerous farms, which allowed it to develop exporting capabilities.
As such, AAA Growers has evolved to become a leading grower, packager, value-adder, and exporter of crops, which has maintained the company’s success over the last 20 years.
FARMING FANATICS
Today, AAA Growers oversees four farms: Hippo, Turi, Chestnut, and Simba, each between 100 and 400 hectares (ha), producing top-of-therange vegetables.
The company’s vast presence means that it harvests a total of 30 megatonnes (MT) of crops a day, whilst exporting 400,000MT of the freshest vegetables worldwide with its own network of trucks that are
routinely monitored on their journeys to leading retailers, particularly in South Africa and the UK.
Having evolved from a single farm, AAA Growers now cultivates over 650ha of arable land, alongside managing a large collection of greenhouses that ensure the continued production of herbs, chillis, mangetout, and more yearround. Moreover, each farm has its own cutting-edge processing and packaging plants to maximise efficiency.
Specifically, Simba Farm, located in Nyahururu, is the company’s most recent site and is an amalgamation of everything AAA Growers has learnt in its time as a successful agricultural business.
The farm area was converted from a forest, the remainder of which surrounds the site. Creating the required environment for sufficient crop growth meant that the company
AAA GROWERS’ SUSTAINABILITY PRACTICES
The company cares deeply about the nutrients of its soil and therefore carefully monitors its use of growth stimulators to ensure the least amount of harm possible.
Across its four farm sites, AAA Growers has implemented an integrated pest management (IPM) system and carefully composed its biochemicals in a way that abides by its zero maximum residue level (MRL) policy.
The company has thus put numerous sustainability measures in place to nurture its crops and the planet:
MULTIPLE SITES – AAA Growers spreads crops across numerous farms to ensure a stable supply of produce grown in optimum climate conditions.
DIVERSIFIED GROWING – Crops are grown using drip irrigation, pivots, and greenhouses to mitigate negative weather patterns.
INTERNAL FARM PRODUCTION – The company farms around 400ha of cultivated land, from which it produces 90 percent of its exports with in-house production facilities.
PACKHOUSES – Each farm has its own packhouse, reducing the emissions typically generated when transporting raw materials and enabling greater cold chain management.
had to ensure that there was optimum access to water, which is a continuous challenge faced by farmers across Africa.
To tackle this industry-wide challenge, the company built speciality reservoirs and other cutting-edge equipment, including polytunnels and ample cold storage space.
Furthermore, AAA Growers developed highly advanced digital and scientific systems that have helped it become a highly successful commercial entity.
As a result, Simba Farm generates viable business returns and bestin-class vegetables for its overseas customers. In addition, the company ensures its staff have a clear understanding of how to operate complex systems and work efficiently within the required quality parameters.
For example, when AAA Growers implemented an average weight system across its packaging plants, operating staff were trained on how to maintain a consistent weight in every package. This precaution reduced the amount of excess produce packaged by approximately five tonnes (t) over the course of a year, equating to four percent of its total produce output.
Moreover, the company also ensures that once packaged items reach the end of the line, they hit the supermarket shelves within 48 hours, whether that be for domestic or international retail purposes.
Thus, the company guarantees that its products are shelf-ready once they leave the plant, resulting in only the freshest produce for its millions of consumers.
BRANCHING OUT
AAA Growers has also evolved to become a key player in the international floriculture industry, growing and exporting roses across the world for over a decade through a specialist business subsidiary.
AAA Roses was established in 2011 before beginning to export products primarily to Europe and the Middle East a year later. Thus, within 12
NURTURING A FAMILY FEEL
months, the company built a strong reputation in the Kenyan flower sector due to its unmatched rose quality, cutting-edge facilities, and passionate team.
Akin to AAA Growers’ horticulture operations, AAA Roses’ growing, packaging, and exporting processes are completely in-house, with its flowers exported across the world to Africa, the Middle East, Asia, and Europe.
Due to the continued success of the subsidiary, AAA Growers enjoys a diversified income stream and is subsequently expanding its rose
Comprising over 3,500 staff members, AAA Growers has a strong focus on employee well-being and creating sustainable jobs for the local community. Unlike other Kenyan agricultural players, the company employs staff throughout the year rather than exclusively at the height of the harvest season.
As a result, AAA Growers’ staff have access to a stable income, which ultimately leads to a better quality of life and a willingness to come to work and enjoy their jobs.
Additionally, the company’s management is not hierarchical but rather vertical, encouraging a familial atmosphere where there is a simple line of communication and staff feel they can easily talk to senior leaders.
Ultimately, AAA Growers strongly believes that important decisions should be made in the field rather than the boardroom.
operation to facilitate greater export abilities and bolster AAA Growers’ trusted in-house capabilities.
Elsewhere, the company’s horticultural expertise extends to the production of tomato seeds and a plethora of herbs across its four farming sites.
AAA Growers’ tomato seed production involves the manufacturing of hybrid seeds, coupled with its extensive agronomical knowledge and in-depth understanding of highly detailed growth and harvesting processes.
Key to this business subsector is ensuring that staff feel integrated within the company’s success. As a result, the team feels more passionate about its work, which subsequently leads to greater efficiency.
Going forwards, AAA Growers wishes to pursue cultivating a family ethos across the business as a key success factor.
Moreover, it strives to continue establishing and expanding its existing operations, whilst also branching into other areas, such as the implementation of an avocado production line in the near future.
Through the execution of these projected plans, AAA Growers will inevitably achieve the status of a global horticulture corporation.
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• Cutleries
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BRINGING REAL FOOD TO LIFE
What does real food mean in today’s fast-paced food service? We explore the value of fresh, wholesome ingredients and mindful consumption with Thomas Cuisine’s President and CEO, Alison Patt
Writer: Lucy Pilgrim | Project Manager:
Scarlett Burke
In recent years, the world has shifted to focus on healthier living with nutritious ingredients. Thomas Cuisine stands at the forefront of this movement, positioning itself as a leading food service provider across North America by emphasizing real food.
First founded in 1986 by Thad Thomas, the company was born from the belief that there was a better way to deliver food service.
Earlier in his career, Thad worked for some of the largest food service providers in the country, which went through a series of changes and acquisitions. Ultimately, this impacted the people within the companies and those they served.
“While the leaders at the top of these organizations really benefited from that process, the people who paid the price for those transitions were the team members, partners, clients, and customers,” introduces Alison Patt, President and CEO of Thomas Cuisine.
Alison Patt, President and CEO
“Thad truly believed that you could do food service in a way that actually took care of these stakeholders. This speaks to the fact that he was a risktaker and an innovator who truly stuck to a set of principles that still play a key role in the company today,” adds Patt.
Over the last 35 years, Thomas Cuisine has significantly progressed, evolving from its initial mission of providing delicious food and genuine service, to having a meaningful, positive difference in the lives of others by offering real food.
Today, Thomas Cuisine caters to those who care about what they consume and serves many sectors, including healthcare, senior living, corporate dining, and independent schools.
“As we continue to grow as an organization, our mission is not to be the biggest, but to be the best,” shares Patt.
WHAT REAL FOOD MEANS
Nutrition and real food can take on different meanings depending on who you ask. For Thomas Cuisine, it’s about scratch-made foods, starting with clean, wholesome ingredients.
“Sometimes we overcomplicate health and try to break it down solely to macros, proteins, and calories. For us, it’s much more about promoting something that is wholesome and good for you. We often ask ‘would your grandma recognize that ingredient? Can you pronounce it, and if not, can you feel strongly that the ingredients you’re using are real?’” explains Patt.
In the food and beverage industry, processed and frozen meals have become more and more commonplace. As a food service provider who serves millions of meals each year, Thomas Cuisine feels a responsibility to promote balanced nutrition using fresh ingredients.
“You lose out on so much of the valuable nutrition with frozen or
THAD THOMAS’ FOUNDING VISION
Make sure our “why” is fueled by doing the right thing and integrity in decision-making.
Take care of our client partners and work hard for them each and every day.
Be generous with our people and remember those not in the spotlight.
Ensure outstanding food through constant evolution and innovation.
processed meals,” says Patt.
“From the very beginning, that’s what our founder Thad wanted to eliminate from food service.”
Although Thomas Cuisine has always been committed to scratchmade cooking, the company’s real food movement has gained momentum in the last decade. In 2016, Thomas Cuisine instituted its “no-fly list” to remove preservatives and additives from its kitchens.
The company has also built a dedicated procurement team to consistently source new whole, fresh ingredients. As a result, Thomas Cuisine’s chefs have access to clean proteins such as chicken and beef, as well as locally grown fruit and vegetables.
Advancing People, Planet and Business Health around the World
Partnering to deliver value through comprehensive and sustainable programs that help achieve people, planet and business health.
People Health
With more than 1,200 scientists, engineers and technical specialists, we help our customers address both known and emerging public health and food safety issues. Our solutions and services help promote good hygiene, address water scarcity and prevent the spread of pathogens to keep people healthy where they eat, sleep, work, play and heal.
Our experts help keep food safe all along the supply chain, helping prevent foodborne illnesses and providing safe, high-quality food for people around the world. And our purification solutions for the healthcare, personal care and pharmaceutical industries help enable product safety and quality for life-saving drugs and vaccines.
By 2030, we expect to positively impact the lives of more than 3 billion people each year through water, food and hygiene solutions.
Planet Health
At Ecolab, we believe what’s good for the planet is good for business. If done well, operating sustainably can cost less, not more, and we help customers prioritize sustainability while advancing operational goals.
We advise on smart water use and water conservation systems to help customers improve water resiliency and business outcomes. Our tailored solutions drive profitability while advancing sustainability.
By 2030, we expect to achieve a positive water and climate impact by saving water and avoiding emissions.
Business Health
We help businesses thrive by building resilience and reducing risk to help safeguard their reputations and their bottom line. We do this by providing deep expertise and comprehensive programs to help customers solve complex operational challenges and meet business goals.
We are committed to being a responsible corporate citizen and a leader in water conservation strategies, embracing our role in ESG and operating ethically and sustainably.
We help businesses achieve sustainable outcomes alongside exponential economic return.
“AS WE CONTINUE TO GROW AS AN ORGANIZATION, OUR MISSION IS NOT TO BE THE BIGGEST, BUT TO BE THE BEST”
– ALISON PATT, PRESIDENT AND CEO, THOMAS CUISINE
TRANSPARENCY IN SOURCING
One word Thomas Cuisine often uses to describe its food and business practices is transparency.
“Transparency in the food chain has never been a bigger topic to those we serve,” highlights Patt.
“We believe that those we serve are looking for the whole package — they want it to taste good and know that what they’re eating comes from a source they can feel good about.”
Patt goes on to explain that the food industry currently exists as a transactional entity; however, the company is striving to transform food service to be more relational.
“When the customer knows the person who grew the food and scratch-cooked the dish, they are so
much more excited about their meal,” she states.
To support transparent sourcing, Thomas Cuisine partnered with Central Montana Beef, a local cattle ranch, to have direct access to grassfed, grass-finished beef. The company is part of the journey from start to finish, and can witness firsthand how the cattle are raised, fed, and treated.
Through this partnership, Thomas Cuisine delivers nutritious, sustainable beef directly from the ranch to those they serve.
“By working directly with the ranchers, we got to see the cows grow up over the course of the year, ensuring integrity in every step of the process,” adds Patt.
“They are grass-fed, grass-finished
cows on a piece of land that provides clean water, air, and space for the cows to be healthy and, in turn, healthy food for humans.”
As part of the program, the company conducts tastings in its kitchens and gives feedback to the rancher, certifying top-quality, flavorful beef.
The program took two years from inception to the final beef product, which was introduced to Thomas Cuisine’s client partners in the mountain states, including Idaho, Montana, and Utah.
Outside of the Central Montana Beef partnership, the company’s chefs work with broadline distributors and regional organizations to help encourage the local sourcing of ingredients.
For example, Thomas Cuisine’s chefs in Salt Lake City, Utah, wanted to showcase local fruits, vegetables, and meats in their dishes. As such, the chefs introduced many local vendors to the procurement team to ensure
they met this requirement.
“We try to support small, local vendors, especially those that are women and minority-owned, which has become a big desire of our client partners and chefs,” says Patt.
“We have an opportunity to really showcase these local partners, and it’s a fun way for us to make an impact on our local communities.”
CULTIVATING THE COMMUNITY
With the company’s mission to spread awareness of real food, Thomas Cuisine offers the Cultivate Teaching Kitchen program as a way to educate and advocate for the joy of scratch-cooking.
The program debuted at a cancer center in Montana, where a state-ofthe-art kitchen was specially designed to offer an open space with seating for chef demonstrations. Thomas Cuisine’s chefs and dietitians worked closely with the hospital care team to develop a comprehensive curriculum
Responsibly Sourced Eco Focused Reduced Waste
focused on nutrition during cancer treatment.
“Many patients had lost their appetites and didn’t feel equipped to cook in their own homes in a way that would promote health throughout their treatment,” explains Patt.
The Cultivate Teaching Kitchen program includes educational workshops from dietitians, paired with hands-on demonstrations and cooking classes by chefs. Overall, the program is designed to make cooking more approachable and tie in elements that matter most to the health outcomes of patients.
Due to the resounding success of the program in the healthcare space, it has now been expanded into other areas that the company serves, such as senior living.
Thomas Cuisine is also currently developing a community series that will provide classes to younger generations without access to education on nutrition and scratchmade cooking.
“We quickly realized that the Cultivate Teaching Kitchen program is a great way to help those that are intimidated by new ingredients and provides a learning space to test and taste new things,” says Patt.
“Teaching people how to harness their own health in their own kitchen is something that we’re very passionate about.”
Alongside its Cultivate Teaching Kitchen program and other community initiatives, Thomas Cuisine recently launched the WellBeing ThinkTank. The inaugural event
“TEACHING PEOPLE HOW TO HARNESS THEIR OWN HEALTH IN THEIR OWN KITCHEN IS SOMETHING THAT WE’RE VERY PASSIONATE ABOUT”
– ALISON PATT, PRESIDENT AND CEO, THOMAS CUISINE
brought together leaders in the senior living industry, including authors and experts from institutions such as Tufts University, to discuss strategies for longevity and holistic living.
“We really loved the idea of being part of a thought leadership group, bringing together amazing minds to shift the space going forward and promote well-being across the industry,” states Patt.
PEOPLE-FIRST PLEDGE
Thomas Cuisine promotes a team-centric culture and strongly believes that every member is vital to the company’s overall mission.
“It’s like an orchestra; you can’t have a full ensemble without a violin player. Equally, you can’t have a kitchen without a cook, chef, or dishwasher, so we believe in celebrating every team member and their unique contributions,” Patt shares.
To support this belief, the Thomas Cuisine leadership structure is set up to serve its team members rather than vice versa. This ensures the company’s staff are fully equipped and supported in serving client partners.
One of Thomas Cuisine’s core values — teamwork — is embodied by the onboarding process. New team leaders participate in a New Management Orientation at the company’s home office in Boise, Idaho, to learn about how the organization was founded and its guiding principles. The orientation also involves a communal dinner where everyone, including the owners and leadership team, can get to know each other and build strong bonds.
This type of meaningful connection between senior members of the company and team members is rarely seen across the industry and stands out as one of Thomas Cuisine’s greatest strengths.
STRATEGIC GROWTH, SHARED VISION
Above all else, Thomas Cuisine strives to continue its overarching mission of bringing real food to the forefront, which presents uniquely for each individual client partner.
Instead of prescribing a onesize-fits-all program, the company provides custom plans to best meet the needs of all they serve. When choosing who to partner with, Thomas Cuisine takes careful consideration to make sure it’s the right fit.
“We are very thoughtful about the organizations we work with. I typically get the chance to meet every single partner before we enter into a contract to ensure our values and mission around food service align,” states Patt.
She further adds how the company deeply cares about growing the right way rather than the fast way. As part of this commitment, Thomas Cuisine aims to remain disciplined and grow the geographies where it is already anchored to better serve client partners and build relationships with local providers.
“Often, as businesses grow, they take their eye off the basics. We are doubling down on the fundamentals and making sure we have the right tools and processes in place to enable our team to deliver nourishing, delicious food,” says Patt.
Lastly, the company is dedicated to investing in its greatest asset: its people.
“Our people are the heart of Thomas Cuisine. We believe that if our team members are well taken care
of, they are going to bring a better version of themselves to work. Our goal is to grow thoughtfully, ensuring our team members benefit from that growth.”
As the company has expanded, new benefits have been introduced to team members, including expanded family leave and bereavement benefits, alongside initiatives like profit sharing that have been anchors for the organization.
Another key part of Thomas Cuisine’s culture is promoting the health and well-being of individual team members. To aid this goal, the company teaches team members how to cook and educates them about the importance of wholesome ingredients and real food.
“We have the opportunity every day to share a little bit about how food
can play a powerful role in each of our 1,900 team members’ lives. We’re on a mission to make the world better through real food, and that starts with us,” concludes Patt.
Tel: 208-884-5766
hello@thomascuisine.com thomascuisine.com
CRAVEABLE FOOD AND GUEST EXPERIENCES
Supercharging North America’s food and beverage industry, Craveworthy Brands is the fast-growing multi-concept franchise platform that seeks to grow, nurture, and invigorate emerging and existing brands
Since 2022, Illinois-based Craveworthy Brands (Craveworthy) has been on a mission to transform new, emerging, and mid-level brands into highperforming, fully developed, multiunit franchises that are recognized nationwide.
Founder Gregg Majewski, former CEO of Jimmy John’s Gourmet Sandwiches (Jimmy John’s), brings a wealth of experience to Craveworthy having worked for 24 years across North America’s food and beverage industry in various senior executive roles.
Amidst an industry facing unique fluctuations, Majewski saw the chance to build a restaurant company like no other, with a goal of bringing together distinct yet complementary brands.
Majewski’s life-long dedication to, and track record of, conceptualizing and growing emerging brands saw
him grow Jimmy John’s from just 33 restaurants to a whopping 300 in his time as CEO. As such, he’s now responsible for restructuring and implementing impressive operational standards at Craveworthy that guarantee success.
Centered around the fast-casual food sector, Craveworthy supports some of the most prevalent, up-andcoming food brands in the US with major potential for scalability.
The company currently owns, operates, and franchises several distinct brands across 24 states and is optimistic that it will meet or exceed its goal of generating $1 billion in systemwide sales over the next five years.
Craveworthy’s innovative shared resource model, which seeks to empower small brands to be the next great leader in their field, creates remarkable value for both consumers and restaurant operators.
Ultimately, the company believes that if it’s not delivering a ‘craveable’ experience, it’s just not Craveworthy!
ALL-ROUND SUPPORT
Having successfully developed a new generation of high-growth, easyto-operate quick service restaurant (QSR) brands, Craveworthy provides opportunities for its franchises to achieve the American Dream.
Its current portfolio includes three legacy brands – Genghis Grill, BD’s Mongolian Grill, and Flat Top Grill; eight emerging concepts – Wing It
On!, The Budlong Southern Chicken, Krafted Burger Bar + Tap, Soom Soom, Dirty Dough, Sigri Indian BBQ, Hot Chicken Takeover Southern Chicken (HCT Southern Chicken), and Taim Mediterranean Kitchen; and four virtual brands – Lucky Cat Poke Company, Scramblin’ Ed’s, Pastizza, and Nomad Dawgs.
Each QSR is built on a firm foundation of operational excellence, unparalleled hospitality, innovative and immersive cuisine, and great guest experiences, ensuring excellence across the board.
Emerging brands that choose to franchise with Craveworthy benefit from a whole host of advantages by following the proven business model of established legacy brands, such as low start-up costs and technological support.
In addition, new brands can enjoy both flexible territories and localized marketing guidance, alongside first-to-market advantages and an optimized supply chain through Craveworthy’s plethora of industry contacts.
The company also provides personalized support for each of its
brands, granting them buying power at mass scale and unrivaled access to Craveworthy resources.
A GROWING CONCEPT
In a year of exponential growth for Craveworthy, it acquired multi-brand fast-casual operator, Untamed Brands, while it also opened its first food hall, Craveworthy Kitchen, to showcase its franchises.
A co-branded space at Hayden Hall on the second floor of 333 South Wabash, nicknamed “Big Red”, Craveworthy Kitchen features many of the company’s existing food concepts such as Lucky Cat Poke Company, The Budlong Southern Chicken, and Krafted Smash Burgers – a by-product of Krafted Burger Bar + Tap.
It also promotes virtual concepts exclusive to Craveworthy Kitchen
including Scramblin’ Ed’s, which serves breakfast sandwiches, wraps, and bowls, and Pastizza which, as the name suggests, offers pizza and pasta.
The current brands on offer at the 25,000 square foot (sqft) food hall are only the beginning for Craveworthy, who wishes to add two more concepts to the space alongside a full-service restaurant.
Embodying the vibrant culinary spirit of Chicago, Craveworthy’s food hall venture underscores its relentless dedication to innovation and commitment to remaining ahead of the curve amidst a constantly evolving industry.
GROWTH CASE STUDY
Guided by an overarching strategy of making both its customers and franchisees happy, Craveworthy’s
growth, in theory, has no limits.
This is because there are countless existing or emerging brands across the US that could benefit from being part of a visionary platform able to leverage its resources and scale to create competitive propositions, positioning them for almost guaranteed eventual growth.
In this way, Craveworthy is accumulating not only emerging brands amongst its portfolio but also brands that may be long forgotten. These can be inserted into the Craveworthy ‘cycle’ in which technology is updated and relatively new concepts, such as virtual kitchens, can be implemented.
Providing a resurgence for these brands, Craveworthy’s support also extends to training, marketing, and digital guidance.
CRAVEWORTHY BRANDS
Craveworthy partners with new, emerging, and mid-level brands, each providing the company’s franchisees with increased opportunities for growth.
LEGACY BRANDS
• Genghis Grill – A new store layout has significantly reduced startup costs for franchisees and increased revenue per sqft.
• BD’s Mongolian Grill – New menu options have been introduced that focus on freshness.
• Flat Top Grill – Following a complete brand and menu refresh, Flat Top Grill has built a strong following in the Midwest and is primed for growth.
EMERGING BRANDS
• Wing it On! – Following a successful franchising initiative, the brand was named amongst the 2022 Inc. 5000 list of Fastest Growing Private Companies.
• The Budlong Southern Chicken – New menus have been introduced to reduce costs and drive customer growth.
• Krafted Burder Bar and Tap – Founded by award-winning chef, Robert Kabakoff, this brand’s franchising is currently in the development phase.
• Soom Soom – A leader in the Mediterranean food space, this franchising initiative is starting soon.
• Dirty Dough – One of the fastest-growing cookie brands in the US, franchising across the country has seen over 450 units sold.
• Sigri Indian BBQ – A fast-casual model focused on chef-inspired Indian flavors, low start-up costs, and a small footprint.
• HCT Southern Chicken – High-quality ingredients and low start-up costs will see this franchising initiative begin soon.
• Taim Mediterranean Kitchen – The franchising initiative for this concept will be starting soon.
VIRTUAL BRANDS
• Lucky Cat Poke Company
• Scramblin’ Ed’s
• Pastizza
• Nomad Dawgs
102 years of providing the world’s finest spices and extracts
Marion-Kay Spices, nestled in the heart of culinary traditions, is a testament to the passion and expertise passed down through four generations. Marion-Kay is a family owned, managed, and operated company since 1922.
Originally started in Springfield, Missouri, before moving to St. Louis, Marion-Kay has called Brownstown, Indiana, home since 1949. Marion-Kay imports spices from nearly every region of the world in order to blend, grind, mix, bottle, and ship directly from its factory to any location.
Professional chefs, restaurants, food service, and home chefs alike, know that MarionKay remains fiercely dedicated to delivering spices of unparalleled quality and has done so now for over 102 years! When you choose Marion-Kay, you’re choosing a legacy of excellence.
A truly vast array of Marion-Kay’s spices, herbs, and seasoning blends can be found in restaurants and kitchens across the country. You will recognize “There IS a Difference” when using Marion-Kay to enhance your favorite recipes. When you want the absolute best, Marion-Kay has got you covered.
Unexpected and Unexcelled
Marion-Kay takes pride in its personal and customized service. Restaurant orders go out the same day and are carefully packed and shipped. The company now ships to major cities in the US as well as countries around the world. Its’ spices can be found in nationally acclaimed restaurants and used by award-winning and celebrity chefs throughout North America. The brand is now proudly nationally and internationally known for its award-winning pure vanilla extract and the Marion-Kay chicken seasoning 99-X. The Marion-Kay chili powder, chef’s secret seasoning, and J.R. Mad’s madgic fish breading are just a few more of its most popular signature items. Getting a new product shelf ready has never been easier with Marion-Kay’s professional private labeling services. The company now offers both batch-sized packaging for large-scale operations as well as smaller sizes suited better for institutional or retail settings. From initial blend formulation to final packaging, Marion-Kay is here to help.
Top-Quality Seasonings
Marion-Kay begins with the finest raw materials available, purchased from the area recognized as the finest growing region for that particular spice. We grind, blend, and pack daily to ensure quality and freshness.
Why Choose Marion-Kay
• Same day shipping on most orders nationwide to all major US cities.
• Featured in top-tier restaurants.
• Over a century of expertise and trusted by award-winning and celebrity chefs.
• We offer over 1,000 custom spice formulations.
• Proven flavour expertise with over 1,000 blend formulations
Custom Blending
Marion-Kay specializes in formulating custom blends to your specifications. We offer customized blending services for restaurants, custom orders, and private label products. The company’s experts can help you create custom seasoning blends that are packed with flavor and remain consistent. MarionKay’s team is unsurpassed in its commitment to delivering creative, top-shelf blends.
Fundraising Programs
Marion-Kay founded the business with fundraising programs for churches, schools, organizations, sports teams, and other institutions. Its turnkey fundraising programs have helped hundreds of different groups achieve their goals.
What are you most proud of in relation to the company’s legacy?
Our Founder’s motto: “The only way to beat the competition is to make a better product”.
As well as this: “We are proud to be able to sustain 102 years in one family, and still do business, in most ways, exactly the way our Founder laid it out.”
Do you have any exciting upcoming plans for new products or initiatives?
Continue to grow the food service sector and custom blending accounts.
Genghis Grill is a perfect example of what such a resurgence can look like as, prior to acquisition, the stir fry concept founded in 1998 had closed more than 10 locations since 2019 and saw sales drop by over $10 million as a result.
Thus, Craveworthy has worked hard in recent years to reconceptualize the brand to fit the rapidly emerging fastcasual food segment, moving away from buffet-style food service.
Noticing a relative lack of competition surrounding the createyour-own stir fry model, Craveworthy implemented this framework at Genghis Grill so consumers could have increased autonomy over their food choices, while adding more Asian-inspired flavors and innovative hand-held options like Bowl-ritto and layering in virtual brands such as Lucky Cat Poke Company.
Genghis Grill’s first new site, which opened in June 2023, is strategically located outside of Ohio State University’s campus in Columbus and has generated excitement, positivity,
and, most importantly, profit since its launch.
According to internal reporting in February 2024, by collaborating with Craveworthy, Genghis Grill has seen food and labor costs reduce by six and eight percent, respectively, resulting in a more streamlined operation.
AN ATTRACTIVE PROPOSITION
Of course, aside from ideas and innovation, what fuels Craveworthy’s next generation of fastcasual restaurants is a board of investors deeply committed to elevating emerging and mid-level brands into nationwide sensations through a collaborative resource model.
resources through purchasing power and technology, and ready anticipation of continued growth, making it an attractive prospect for potential investors.
Highlighting the success of Craveworthy’s growth strategy is its latest acquisition, Untamed Brands.
Four key factors differentiating Craveworthy from the competition are its rapid growth, incubation of venture capital (VC), ability to share
The parent company of Taim Mediterranean Kitchen and HCT Southern Chicken has seen the company add 20 locations to its growing portfolio, alongside $28 million in corporate revenue and $4 million in earnings before interest, taxes, depreciation, and amortization (EBITDA).
This achievement has set ideal foundations for Craveworthy’s five-year growth plan, which seeks expansion through franchise
CRAVEWORTHY’S CORE VALUES
• Community – Craveworthy’s family of brands have a common theme – creating food worth craving and exceptional guest experiences. All brands are active members of the communities they serve and strive to give back at every chance they get.
• Opportunity – The company is grateful to have the opportunity to provide people with their first job or the next step in their career, helping them to develop the skills necessary to succeed. Craveworthy deeply understands that every restaurant is only as good as the people it hires and the food it serves, so great pride is taken in developing employees.
• Support – Craveworthy is building an organization with a shared cultural foundation. As such, it is creating a best-in-class support center with a suite of shared services to enable efficient operations and drive competitive advantages for its brands. Each brand will maintain a distinct identity while committing to building a collective culture and, in turn, a winning team.
• Collaboration – The company aims to turn the restaurant industry on its head by being both a disruptor and a creator. It leverages each brand’s strength to drive success while thinking differently about rewarding customers, team members, and investors. Craveworthy’s leaders therefore foster collaboration among teams, franchises, and key stakeholders.
development and additional companyowned stores and acquisitions. Alongside an anticipated $1 billion in system-wide sales, Craveworthy’s growth plan seeks more than $250 million in revenue, 1,000 or more locations across the US, and $50 million in EBITDA.
Through expert leadership under Majewski, a well-established growth pipeline, supercharged innovation and technology distribution, and a culture of hospitality, Craveworthy is able to incubate its 11 current fastcasual brands, which are primed for immanent growth, with more acquisitions under consideration for the near future.
TECHNOLOGIES AND TRAINING
Amidst a new wave of technologies, such as QR codes for restaurant orders, online platforms for pick-up and delivery, self-service kiosks
at many fast-food franchises, and even robot waiters, Craveworthy recognizes how the customer experience can be transformed. However, while it is important to integrate technology to remain innovative and competitive, the company seeks to complement human interaction across franchises rather than replace it.
Though innovative food offerings are primarily what draw guests to its establishments, interacting with a skilled and attentive team is crucial to securing returning customers. Ultimately, Craveworthy believes personal connections are what create a memorable consumer experience. As such, the company’s training is rooted in ensuring its training programs are relevant on the ground at each of its sites, while prioritizing
upskilling to ensure staff are wellequipped to provide a premium customer service experience.
Cassie Miller, Vice President of Training, has created opportunities for upskilling with an internal program for Craveworthy’s franchise operators, where experienced coaches help high-performing staff gain the requisite skills to train other team members effectively. This initiative not only ensures a constant cycle of upskilling across Craveworthy’s brands but maintains consistent engagement with training as franchise operators can delegate responsibilities to employees who are already thriving.
In this way, Craveworthy cultivates a refreshed and energized approach to training and upskilling, resulting in a customer experience that perfectly complements the technologies used across its sites.
STRONGER EVERY DAY
Progress is a journey, and each day is a chance to become better versions of ourselves.”
The bold mantra of Nutrition Warehouse perfectly encapsulates how the company is pursuing excellence by embracing challenges, constantly raising the bar, and
Nutrition Warehouse is the largest sports supplements and vitamins retailer in Australia. We sample the company’s infectiously positive and motivational outlook on life with COO, Duncan McHugh
Writer:
Ed Budds | Project Manager: Josh Rayfield
through its winning dedication to adapt and overcome.
One of the company’s values –‘Stronger Every Day’ – symbolises its willingness to embrace challenges as opportunities to innovate and persevere through adversity, inspiring its people and clients to continuously learn, evolve, and exceed.
Predominantly an Australian retailer and e-commerce business selling sports supplements, vitamins, and a comprehensive array of nutritional products, the company is on a mission to inspire everybody to be ‘Built for Life’, a goal which can be personalised depending on the wants and needs of each individual.
The business was created by Founder, Grant Mayo, who the company proudly regards as the very definition of a seasoned professional. After adding both the Mr Australia and Mr World trophies to his impressive cabinet of achievements, he realised he’d completed that set of goals and called it quits on competitive bodybuilding, ending that storied chapter of his life.
Choosing to relocate to the Gold Coast to investigate the world of personal training, Mayo began to wonder where all the supplement stores were, thus identifying a gaping hole in the market.
“Now, with more than 115 locations across the nation, and a first store recently unveiled in New Zealand, with a dedicated, core team that includes past and present Australian and world champion athletes, alongside the vision of creating a big impact, big wow, and big lifestyle appeal, Nutrition Warehouse is unquestionably the bedrock of the Sports Nutrition market in Australia,” introduces COO, Duncan McHugh.
NUTRITION WAREHOUSE’S MISSION
Nutrition Warehouse has set the ambitious goal of inspiring two million people to be ‘Built for Life’ by 2033.
• The company is here to constantly raise the bar in the Australian fitness and health community. Whether you’re a ‘fithead’, a ‘buffnut’, a ‘class butterfly’, or a ‘cardio junkie’, Nutrition Warehouse welcomes everyone on their way to becoming a ‘workoutaholic’.
• The growing Nutrition Warehouse community and family is proudly invested in health, nutrition, and well-being for all.
• Nutrition Warehouse embraces bold lifestyle changes to build fitness for the life that its clients want, and as such believes in supplementation to support the achievement of these goals.
• Determined, dedicated, and driven, Nutrition Warehouse inspires those watching from the sidelines to join the health and fitness game. Whether it’s day one or day 1,000, the company shares its focus on making this happen, moving with intention, and fuelling with purpose. Everyone and anyone is invited to join the mission to level up.
Scaling UP
Julia Bucalina, Senior Merchant Success Manager of Shopify Australia New Zealand, discusses the leading commerce platform’s ongoing innovation and growing global presence
As a fast-evolving industry, the retail sector must constantly adopt the latest tools and capabilities to remain competitive.
International commerce retail platform, Shopify, prides itself on innovating to help retailers do just that, releasing hundreds of new products and feature updates each year.
Beyond its pipeline of forward-thinking products and features, the company combines all aspects of commerce in a unified platform that takes care of the essentials, freeing retailers to focus on their customers.
“These traits, amongst others, have seen Shopify host more than USD$1 trillion in total gross merchandise value to date, powering over 25 percent of all e-commerce in Australia,” reveals Julia Bucalina, Senior Merchant Success Manager of the company’s Australia New Zealand (ANZ) division.
With over 100,000 merchants in Australia alone using the platform, Shopify powers
retailers such as JB Hi-Fi, LSKD and Hismile in Australia, Secretlab in Singapore, Sanyo Shokai in Japan, and China-based Anker, among many others.
The company’s scale provides the platform with firsthand insight into the challenges and opportunities faced by brands around the world – knowledge it utilises to build industry-leading solutions designed to assist retailers in growing their businesses.
TOOLS FOR SUCCESS
Built for growth, Shopify boasts a range of tools aimed at helping businesses scale. For instance, it supports multiple languages and currencies, enabling merchants to sell to customers across the globe with its Shopify Markets solution.
“Automation tools like Shopify Flow help retailers streamline processes to boost efficiency and bolster profit margins,” Bucalina details.
Shopify also has powerful, built-in marketing tools such as Shopify Email and search engine optimisation (SEO) features,
which improve search engine rankings and integrations with social media platforms for unified selling across channels.
“These tools help merchants reach a broader audience and drive more traffic to their stores.”
Meanwhile, whilst Shopify takes care of the majority of businesses’ commerce system management, its advanced analytics give merchants the ability to delve deep into their data and track key metrics such as sales, customer behaviour, and conversion rates, all of which can enhance performance and drive growth.
A SEAMLESS EXPERIENCE
Even at scale, Shopify is easy to use. Although powerful, it is designed to take care of retailers’ core commerce essentials whilst reducing the technical barriers they may face when growing their business online.
“Features like Shopify’s Admin Dashboard and App Store, which hosts thousands of tools at the click of a button, mean that
Collaboration with Nutrition Warehouse
Founded by Grant Mayo in 2008, Nutrition Warehouse has become Australia’s leading sports, bodybuilding, and general health supplement retailer.
Operating online and across more than 100 warehouse-style stores nationwide, the company boasts highly trained staff that specialise in sports and general health nutrition.
Offering customised supplements and nutritional advice for each customer that enters its stores, Nutrition Warehouse is all about customer service. A big part of that is hinged upon achieving a seamless customer experience across every sales channel, both online and in-store. Shopify provides Nutrition Warehouse with the unified commerce platform needed to achieve this.
However, this is just the start – working closely with the Nutrition Warehouse team, Shopify is diving into some fantastic projects that promise incredible growth opportunities.
“It’s truly inspiring to collaborate with such a passionate team that shares a common vision for excellence.
“I can’t wait to see the amazing things we’ll accomplish together and the positive impact we’ll make in the community,” Bucalina prides.
merchants can accomplish big things easily,” Bucalina clarifies.
The company’s checkout is proven to increase conversion rates by up to 36 percent when compared to other platforms, whilst a point-of-sale (POS) tool integrated directly within the platform makes for a seamless, unified customer experience across every channel.
In addition, Shopify Magic’s suite of artificial intelligence (AI)-powered features accomplish labour-saving tasks such as creating blog posts or emails.
AT THE CUTTING-EDGE OF RETAIL
As the most scaled commerce platform in the world, Shopify’s rate of innovation and execution is unparalleled.
“These differentiators mean we can serve the needs of the biggest retailers in the world whilst also helping them stay at the cutting edge of the retail game from a technical perspective,” Bucalina affirms.
Given the company has hosted over USD$1 trillion in gross merchandise value, and
with over half a billion unique shoppers purchasing from businesses on Shopify in 2022 alone, it is a platform that can evidently handle scale.
As such, large businesses such as iconic Australian retailer, JB Hi-Fi, which boasts a market capitalisation of more than AUD $8 biliion, choose to partner with Shopify.
“They know the platform can support the volume of their business and they will never outgrow Shopify because of that scale and the innovation it drives,” Bucalina adds.
Alongside these unmatched attributes, the company also provides cost savings through reduced infrastructure expenses and risk by handling maintenance, uptime, and availability. This is because, as a cloud-native solution, the platform maintains 99.99 percent uptime, bolstered by Google Cloud infrastructure.
UNPARALLELED INNOVATION
Shopify has over 4,500 engineers led by the Head of R&D and CEO, Tobias Lütke, who has embedded innovation within the
company’s DNA.
“To give you some idea of how much Shopify invests in its engineering team, in 2022 alone, the company spent USD$1.3 billion on R&D solely dedicated to commerce,” Bucalina divulges.
In addition, Shopify spent USD$1.1 billion on R&D in the first half of 2023 – more than 34 percent of its revenue for the period.
Beyond its innovation efforts, the company’s app store supports applications made by thousands of developers worldwide, while the company itself maintains an ecosystem of over 100,000 partners, from business consultants and systems integrators, to marketing specialists and managed service providers.
Through the Shopify Academy for Partners, these partners can access free training courses.
“These include in-depth documentation and other resources, such as Shopify’s Partner Support team, helping them grow their businesses and those of their clients,” she concludes.
GIVE A SH!T
“Go all in, treat it like it’s your own, and get sh!t done!”
Nutrition Warehouse’s message of ‘Give a Sh!t’ encapsulates its commitment to going above and beyond. It signifies the company’s dedication to treating every task, project, and responsibility as if it were its own. The business doesn’t just care – it passionately invests itself in everything it does, and the results show.
‘Give a Sh!t’ is a company-wide rallying cry that motivates everyone at Nutrition Warehouse to take ownership, deliver results, and get things done with unwavering enthusiasm and dedication.
Elsewhere, exciting plans for brand expansion are well underway, with crucial wholesale contracts agreed in new geographies such as Hong Kong and Dubai, as well as ambitions to continue to unveil new stores domestically every year.
SOMETHING FOR EVERYONE
Regarding the growing prosperity of the health and wellness retail industry, McHugh believes it’s an increasingly fast-moving space where companies such as Nutrition Warehouse must constantly strive to exist on the cutting edge of new products and ingredients, embracing the latest health research and exciting, fresh scientific developments.
“Over the last few years, we have explored various new trends such as nootropics and other brain stimulants, whereas now, across the industry, we are seeing a rise in the popularity of
hydration products, especially sports drinks, and products that can enhance your longevity,” he highlights.
“People want to live longer and better lives, as well as looking after things like their skin and joints to enable a better quality of life, or even just to be able to run around with their kids.”
For some clients it’s simply about accessing that extra burst of energy to bounce out of bed in the morning and complete a day of work, whereas other customers use the company’s products to get bigger and stronger in the gym.
“On the other end of the spectrum, we look after loads of triathletes and other fitness gurus that love to do marathons or other crazy endurance challenges, so for us it’s about having the perfect products that help everybody achieve whatever their goal is in life,” McHugh prides.
Furthermore, from an expansive range of protein powders and preworkout supplements to vitamins, minerals, and energy drinks, Nutrition Warehouse caters to every possible need of its customers in order to help them achieve their ongoing health and fitness goals.
ENJOYING THE JOURNEY AND DELIVERING WOW
Nutrition Warehouse knows that happiness is not a destination and thus endeavours to deliberately create great moments every step of the way for its customers on their individual health and fitness journeys.
“We’re adaptable, curious, and constantly changing. We take time to reflect, appreciate the experiences and lessons throughout the journey, and celebrate the small wins along the way,” McHugh expands.
“We’re not an average company,
our service is not average, and neither are our people. We are committed to crafting extraordinary and unforgettable experiences for our customers, partners, and colleagues,” he gushes.
With its incredible team, many of whom are nutritionists and personal trainers, the company is proud to have garnered an impressive reputation for exceptional customer service across all factions of the business, as its people all possess an undeniable passion for helping people become their best selves.
“Delivering WOW is not just a goal; it’s a standard by which we measure our success, setting us apart as a company that strives to amaze and astonish in everything we do.”
Nutrition Warehouse believes that we are all stronger together, and this is the key to achieving mutual success.
“We understand that in order
to reach our goals, we must uplift and support one another, fostering an environment where individual achievements contribute to the growth of our entire community,” McHugh concludes proudly.
From day one, community has been at the heart of what Nutrition Warehouse does, and the people this includes share one overarching purpose of inspiring everyone to be ‘Built for Life’.
Tel: 1300 837 785
sales@nutritionwarehouse.com.au
www.nutritionwarehouse.com.au
A DEDICATION TO
DELIGHT
Choithrams, a leading food retailer and distributor in the Middle East, has grown into a successful group with activities in a range of fields including retail, wholesaling, commodity brokerage, and the manufacture of edible and non-edible items. We dive into the company’s story with CEO, Rajiv Warrier
Writer: Ed Budds | Project Manager: Poppi Burke
In terms of the vast landscape of retail and multitude of global business sectors that it encompasses, it doesn’t get much bigger or more vitally important than that of the food industry.
Everybody needs to eat and be served food – in that sense, the possibilities and breadth of the sector are practically limitless.
Thus, the business of selling food is one of the few portions of the retail landscape that remains immune and untouched by ongoing global issues such as economic fluctuations and continues steadfast in a stable and reliable manner, impervious to new trends and even time itself.
Within this vast industry, it is now five decades since the first Choithrams supermarket and department store was established in
CEO
the United Arab Emirates (UAE), and in the resulting years, many of the company’s stores have been built in convenient, strategic locations across the seven Emirates, patiently and effectively adding to an impressive portfolio of sites.
Undoubtedly, now boasting an unbeatably high standard of quality and service, Choithrams has meticulously created a reputation for itself that has become synonymous with excellence in the broader gulf region with an expanded network of stores, a robust distribution network, and a superior e-commerce experience.
The business was initially established in the UAE in 1974 and has since blossomed seamlessly into a retail chain stretching across 55 supermarkets dotted around the nation.
Rajiv Warrier,
CELEBRATING 50 YEARS OF EXCELLENCE
Continuing celebrations across 2024, as the company commemorates 50 years of excellence, was the great success of Choithrams’ Annual Day.
The event played host to an extraordinary display of talent, energy, and brilliance, perfectly encapsulating the dedication of Choithrams’ employees and team of professionals who are commonly regarded as the true superheroes of the company.
Providing the ideal platform to honour the company’s deserving winners, the Annual day simultaneously served as a vessel for fostering renewed team spirit and holistic health, enhancing collective employee engagement along the way.
Envisioned as more than simply an anniversary celebration, the Annual Day was designed to reflect Choithrams’ key set of core values, including the traits of customer centricity, leadership, integrity, meritocracy, and boundaryless (CLIMB).
Ranging from recognising talented employees to highlighting cultural inclusivity through captivating performances, the initiative truly embodied the spirit of goodness in action across the entire business.
As Choithrams raises a toast to half a century of excellence, it continues to transform 2024 into a year of remarkable achievements and growth by seamlessly bridging generations, celebrating remarkable milestones, and cherishing the true embodiment of cultural diversity.
“We have steadily witnessed the expansion of Choithrams into Oman, Bahrain, and Qatar, which has ensured the distribution of brands into all corners of the Gulf market. We bring expertise and experience to the region, built up over 50 years of service across 25 countries,” introduces CEO, Rajiv Warrier.
Prior to his current role, Warrier spent nine eventful years at Sodexo Benefits and Rewards Services.
This included working in several diverse roles such as his tenure as CFO of Sodexo India, before being appointed as the company’s Managing Director in mid-2012.
This crucial industry experience included learning about managing a business, launching new initiatives, working at start-ups, business development, finance and accounts, and legal compliance, setting him up to thrive and prosper in his work today as CEO of Choithrams.
UNRIVALLED SERVICE
Customer service has been a key theme for Choithrams throughout its
50 years of operation in the UAE. Staying loyal to the company’s core value of achieving absolute customer satisfaction, emphasis is placed on services, processes, and products to deliver an exceptional shopping experience.
Choithrams dedicates itself to providing the freshest fruit, vegetables, and quality meats in store. Alongside this, an impressive array of wholesome seeded breads, light creamy cakes, and croissants are baked and sold freshly every day.
Choithrams continues to expand its portfolio of dynamic products, adding a broad range of ready-made chilled and hot meals.
These were designed to provide great relief to a growing number of customers who are always on the go but wish to make healthy food choices.
ON THE CUTTING EDGE
Choithrams has a distinctive advantage in having both retail and distribution under one brand. With a collection of trusted brands, efficient
services, and excellent penetration across trade channels including modern trade, grocery stores, convenience stores, petrol stations, cafeterias, teashops, and duty free.
“Some of the brands we now champion include Rainbow, Kimball, Fruitella, and Weetabix to name a few,” Warrier explains.
“In the last six to eight years, we’ve really focused on professionalism and transparency, whilst developing enough new elements to our product
“IN THE LAST SIX TO EIGHT YEARS, WE’VE REALLY FOCUSED ON PROFESSIONALISM AND TRANSPARENCY, WHILST DEVELOPING ENOUGH NEW ELEMENTS TO OUR PRODUCT RANGE SO THAT WE’RE ABLE TO DELIVER A BETTER OFFERING”
– RAJIV WARRIER, CEO, CHOITHRAMS
range so that we’re able to deliver a better offering,” he sets out.
Moving forward, Choithrams remains determined to position itself at the cutting edge of new trends and developments within the gargantuan food retail sector.
“We foresee that online shopping will continue gaining traction and dark stores will become an important sales and delivery channel for grocery shopping in 2024 and beyond,” elaborates Warrier.
A rising trend worldwide, the concept of a dark store is to build a distribution centre or retail store that is used solely for fulfilling online orders, rather than being open to customers. The term dark refers to the fact that the store is not intended for customers to enter and browse.
“Choithrams will align its growth strategy with these trends. Additionally, generational inclusivity in the workforce will be a big focus area for us moving forward.”
CHOITHRAMS’ SUSTAINABILITY GOALS
Choithrams has undertaken significant steps to implement ecofriendly initiatives such as reducing plastic waste, water, and energy consumption. Some highlights of its strategy include:
• Transitioning from conventional power to renewable energy at its main distribution centre in Al Quoz.
• Undertaking proactive measures towards waste recycling initiatives.
• Collaborating with local farms to reduce its carbon footprint.
• Offering customers a wide selection of sustainable, ecofriendly products.
• Driving the UN’s Sustainable Development Goals (SDGs) while supporting communities in vulnerable situations.
COMMITMENT TO FOOD SECURITY
Choithrams’ commitment to advancing food security in the Gulf region is underpinned by five key strategies.
“Foremost is to maintain a substantial stock of essential commodities at our central distribution centre, ensuring a reliable supply chain. Simultaneously, we uphold the highest standards of food safety,” Warrier affirms.
In this way, Choithrams’ proactive approach extends to robust measures
designed to curtail food waste, from meticulous inventory controls and stock rotation to innovative display strategies.
“Education forms a crucial aspect of our initiatives, including informing customers about the paramount importance of food safety and the reduction of food waste,” he follows up.
Additionally, Choithrams continues to form meaningful collaborations with local and international organisations, fostering a united, collective effort towards promoting food security across the region.
As such, Choithrams is now a
strategic partner of the UAE Food Bank with the goal of fostering a resilient and secure food environment for the community.
HALF A CENTURY OF GOODNESS
Throughout 2024, Choithrams is celebrating its 50th anniversary of proud service while the company simultaneously continues to make significant strides towards growing its brand portfolio, strengthening channels, and embracing sustainability and technology in its operations.
“We’re constantly working on how we can strengthen our dedication to customer centricity from the top to the bottom of the organisation,” Warrier prides.
Earlier this year, as part of the company’s anniversary celebrations, Choithrams was thrilled to announce the launch of its “Everyone is a Winner” campaign across its portfolio
of supermarkets and online.
The inventive and rewarding campaign coincided with the holy month of Ramadan, as the company aimed to express gratitude to its loyal customers by offering them exciting rewards on their purchases.
“Looking at the next 50 years, one word that will be central to Choithrams is sustainability – of our business, of our stakeholders, including suppliers, customers, bankers, employees and shareholders, and of our ideas and their execution regarding the local community and the environment,” he outlines.
Determined to progress and build upon its already significant legacy, stemming from the pride the company feels as one of the earliest go-to places for grocery shopping in an organised format in the UAE, Choithrams aims to further enhance its reputation as the ultimate destination for a wide range of numerous imported brands and products.
“At Choithrams we will continue to nurture and protect the brands that we sell. Brand building is our passion, which we perform with the diligence and experienced professionalism of years in retail marketing,” Warrier concludes proudly.
Founded under the concept of serving a unique Greek-inspired fast-food experience in Romania, Spartan prides itself on fresh and authentic ingredients. CEO, Gabriel Melniciuc, discusses its warrior-like marketing campaigns and recipe for success
Commitment, perseverance, and determination are three words associated with the ancient Greek Spartans.
They are also attributes that can be applied to the Romanian restaurant brand of the same name.
Over the years, Spartan has grown significantly, expanding its presence with a chain of establishments, serving high-quality, freshly prepared rotisserie meat combined with homemade sauces and baked bread, all of which are central to its identity.
However, this year, the company has undergone a significant rebranding, updating its logo and location designs to modernise its image and appeal to a broader audience.
“This move is part of a broader strategy to enhance brand recognition and attract different generations, giving us a more diverse customer base,” introduces Gabriel Melniciuc, CEO of Spartan.
Indeed, the fast-food chain recently launched its first TV campaign
centred around a ‘Top Fresh’ theme.
“We wanted to highlight the freshness of our products made in each location. The campaign ran for two months on Intact Media Group, the biggest TV channels in Romania, which was a significant milestone in our marketing efforts,” he adds.
A mixture of traditional advertising and digital promotional efforts proved to be a shrewd investment for Spartan.
Moreover, using social media platforms to connect with a different audience has been particularly effective.
“Deploying campaigns that engage users through humour and relatable content has, without a doubt, strengthened the brand’s presence in the market,” acclaims Melniciuc.
Spartan’s strategies have positioned the company in hightraffic mall food courts, and its recent rebranding demonstrates a commitment to evolving market trends and consumer preferences.
FAVOURABLE FAST-FOOD FRANCHISEES
Spartan offers compelling opportunities for entrepreneurs looking to enter the restaurant industry, particularly in the niche of Greek-inspired rotisserie meats and fresh, high-quality ingredients.
The company supports anyone seeking to open a franchise, however specific criteria are required.
“An entrepreneurial spirit is essential; we seek passionate and driven individuals. The ideal franchisee should be determined to succeed, capable of taking the initiative and making strategic decisions in order to grow the business,” Melniciuc highlights.
Financial stability and an ability to invest and sustain a business during its growth phase are also crucial, including having the necessary capital for the initial franchise fees and setup costs.
While previous experience in the food and beverage industry is
advantageous, Spartan also values general business or management experience.
This ensures that franchisees have the skills to navigate potential staff issues, control costs, and drive profitability.
Additionally, a solid commitment to the customer experience is equally important.
“Understanding customer service is paramount to our brand identity. This includes being hands-on in day-today operations and ensuring every customer leaves satisfied.
“Prospective franchisees must align with Spartan’s values, emphasising quality, freshness, and authenticity. This means adhering to high standards for food preparation, ingredient sourcing, and overall operational excellence,” details Melniciuc.
Spartan values its Greek-inspired heritage and the traditions that come
“UNDERSTANDING CUSTOMER SERVICE IS PARAMOUNT TO OUR BRAND IDENTITY. THIS INCLUDES BEING HANDS-ON IN DAY-TODAY OPERATIONS AND ENSURING EVERY CUSTOMER LEAVES SATISFIED”
– GABRIEL MELNICIUC, CEO, SPARTAN
with it. Therefore, franchisees must be willing to uphold and appreciate this to enable them to contribute to the brand’s unique identity in the fastfood sector.
Alongside an excellent cultural fit, local knowledge and community engagement are key to understanding the market.
“We want people who are wellconnected within their area and have a deep recognition of consumer preferences and trends, which can be vital to drive localised marketing
efforts and build a loyal customer base,” he outlines.
COMBATTING THE COMPETITION
The food and beverage industry is currently one of the most dynamic and rapidly evolving sectors globally. Several factors contribute to its exhilarating nature, including innovation and technological advancement, changing consumer preferences, and globalisation and localisation.
FAST FACTS ABOUT SPARTAN’S FOOD CHAIN
• Suppliers include Coca-Cola, Henny Peny, HAVI Logistics, and McCain.
• Out of its 71 locations across Romania, 40 are franchises.
• The largest franchise is Remus Cosovanu, which manages 16 restaurants in major cities such as Timisoara, Cluj, Deva, and Zalău.
• Menu offerings include gyros, souvlaki, and various meat platters. The rotisserie cooking method pays homage to the Greek tradition of spit roasting to achieve a tender and flavourful result.
• Distinctive food features include a signature garlic sauce made from yoghurt, lemon juice, and freshly peeled garlic to ensure authentic flavours.
• Fresh bread is baked daily at each location.
• Spartan employs around 1,000 staff members in both company-owned and franchised locations.
• The interior design of the restaurants is a blend of traditional and contemporary elements to evoke a Mediterranean dining experience. A standout feature is the open kitchen concept, enabling customers to see food being freshly prepared on-site, reinforcing the brand’s commitment to quality and transparency.
• The brand name was inspired by Spartan heritage and the ancient Greek city of Sparta, known for its discipline, simplicity, and strength. This is reflected in the company’s visual identity with strong, bold aesthetics, symbolising robustness and product quality.
“It is an appealing space to work in for anyone passionate about modernisation, consumer behaviour, sustainability, and global trends,” Melniciuc excites.
Despite an exciting, ever-changing landscape, the industry has challenges, however Melniciuc views them as opportunities.
Like many fast-food companies, Spartan has faced and overcome several challenges, ranging from competitive pressures to operational difficulties.
“Managing a large number of franchisees often presents obstacles, such as maintaining consistent quality across all locations, but we addressed this by implementing stringent training programmes.”
As there is an increasing demand for healthier options and sustainable practices, Spartan responded by not using preservatives and highlighting its commitment to high-quality meat and potatoes.
SPARTAN’S SUCCESS STRATEGIES
• Emphasis on freshness and quality
• Strong brand identity
• Tactical use of marketing and rebranding
• A focus on product innovation
• Emotional and sensory engagement
• A robust franchise model with consistent standards
• Adaptability to market trends
Distinguishing itself from the competition with several vital factors, Spartan’s differentiation lies in its unwavering commitment to quality, transparency, and customer service, all underpinned by an authentic identity. Furthermore, the company’s ability to innovate, adapt, and consistently deliver on its brand promise has been central to the success of Spartan.
By maintaining high standards across its franchise network and connecting with customers through traditional and digital media, Spartan has also created a unique and compelling proposition in the fast-food market that resonates with a broad audience.
“Emphasising the use of fresh ingredients is our way of aligning with consumer trends, and this has enabled us to retain relevance and appeal to a broader audience. However, differentiating ourselves from competitors was challenging as the market for fast-food chains specialising in rotisserie meat became saturated,” Melniciuc explains. By focusing on product innovation, Spartan was able to stay ahead and boost profits by introducing McCain SureCrisp potatoes and a Greek-style meat recipe to enhance the menu.
THE ENDURING ALPHA OF THE INDUSTRY
Many elements have shaped Spartan in the past decade since its inception, including trends and technology. Both are set to ensure the company continues serving Greek cuisine to the Romanian population for some time to come.
“PROSPECTIVE FRANCHISEES MUST ALIGN WITH SPARTAN’S VALUES, EMPHASISING QUALITY, FRESHNESS, AND AUTHENTICITY”
– GABRIEL MELNICIUC, CEO, SPARTAN
“TikTok and Instagram have also helped with our garlic sauce campaign, a key driver in customer interaction,” Melniciuc insights.
Like many companies, Spartan has had to navigate operational challenges and economic fluctuations that impact consumer spending.
However, focusing on efficiency and cost management enabled the company to weather any instability, and Spartan was able to expand whilst maintaining brand consistency.
“We introduced clear franchisee guidelines and standards, regular training sessions, audits, and support from the corporate team to ensure that Spartan locations deliver a consistent customer experience, which is critical for maintaining brand loyalty.”
Added to this, integrating Spartan’s app with other valuable functionalities will create an ecosystem that facilitates client interaction with the company.
“2025 will be the year of obsession for the customer! We will take the relationship with our clients to another level, whether we are discussing buyers or franchisees.
“We have many plans from new products requested by customers,
training programmes for employees and franchisees, and a revolutionary system of integrating and supporting new partners,” Melniciuc concludes.
Tel: +40 740 196 607
gabriel.melniciuc@ro-spartan.com
SATIATING BUCHAREST
We explore the story of City Grill Group, whose customers have rejoiced in the restaurant chain’s delicious grilled food and impeccable service for 20 years
Writer: Lucy Pilgrim | Project Manager:
Poppi Burke
Known as ‘Little Paris’, Bucharest benefits from several rich European cultures, amassing influence from a range of distinctive nations including Russia, Greece, Germany, and Serbia, creating an elegant and diverse city.
Due to this confluence of traditions, Romania’s capital presents a melting pot of cuisines, flavours, and spices, producing a unique food landscape.
Expertly mixing the harmonious blend of Romanian gastronomy, City Grill Group (City Grill) creatively combines the distinctive flavours with Asian and Western influences to present hearty dishes to those that call the city home.
Celebrating its 20th anniversary this year, the company was founded by two passionate restaurateurs with extensive backgrounds in hospitality and entrepreneurship.
Created from a perseverance to produce tasty dishes with the finest raw, whole ingredients, each of City Grill’s menu items revolve around top-of-the-range meat and local vegetables. Since its inception, therefore, the company has strived to offer the best grilled food prepared with the freshest ingredients. It was equally as important to
BUCHAREST
the founders of City Grill to create a restaurant business with an inviting and friendly atmosphere that would encourage loved ones to come together around a table of distinctly Romanian plates.
It also aims to pamper its guests, regardless of food preferences and location. As a result of this conviction, the company has achieved a restaurant repertoire
of unmistakeable and beloved Bucharestian cuisine.
AN UNMATCHED RESTAURANT REPERTOIRE
Considering that the Romanian food and beverage industry is comparatively underdeveloped in light of other European nations, City Grill is at the forefront of the country’s hospitality sector, offering delicious
dishes in four locations across prominent parts of Bucharest.
Holding a special place in the restaurant’s repertoire as the inaugural site, City Grill Primăverii opened its doors in 2004 and soon became a hot spot for the best grilled food in the city. Today, this location still promotes the highest standards of service, which has become the renowned business card of City Grill.
The Primăverii site offers an ambient atmosphere that welcomes families for a wholesome and memorable dinner. Diners can choose from a vast range of minced meat rolls that satisfy the hunger pangs of even the fussiest eaters.
Elsewhere, nestled in the centre of Bucharest is City Grill Covaci, which features a chic interior design to match the diverse tastes offered on the menu. In this restaurant, the company invites its guests to discover the indescribable joy of a perfectly prepared steak.
In the warmer months, restaurant goers can also enjoy the expansive terrace and beautiful views of the city whilst tucking into tasty food. In the winter, the grill, arguably the heart of the restaurant, warms the room with mouthwatering aromas.
The simultaneously traditional and urban menu offers minced meat and cabbage rolls, skewered meats,
roast beef steak, grilled fish, as well as veal cutlets. Evidently, traditional Romanian dishes find a distinctive home at City Grill, whose Covaci site sits nicely at the centre of the Unirii Square.
Meanwhile, City Grill Floreasca caters to Bucharest’s urban young professionals, offering the ultimate lunchtime snack or post-work dish in the bustling business district.
Equally as distinctive, City Grill Băneasa presents a welcome respite for those who have shopped till they’ve dropped in the city’s commercial district. Here, guests can choose from the best barbeque dishes that Bucharest has to offer, coupled with lighter dishes such as vegetable and tomato cream soup, eggplant salad, and a long list of delightful side dishes. If this wasn’t enough, visitors have the chance to sample a range of bold wines and freshly pressed juices.
‘CITY GRILL’S VISITORS ARE IN FOR A TREAT AS SOON AS THEY WALK THROUGH THE DOOR, OFFERING AN ABUNDANT BUT REFINED ARRAY OF FLAVOURS AND THE VERY BEST OF ROMANIA’S CUISINE’
Sarmale cabbage rolls
Chicken broth
Meeting the needs of passengers travelling to Romania, City Café opened in 2011 in the departures terminal of Otopeni Airport, and is the ideal place for tourists to start their culinary journey. Offering both healthy and mouth-watering treats, the cafe is the best place to grab a tasty sandwich or cookie before you hit the skies.
SOMETHING FOR EVERYONE
City Grill’s visitors are in for a treat as soon as they walk through the door, offering an abundant but refined array of flavours and the very best of Romania’s cuisine.
Alongside impeccable service and nationally renowned dishes, the company also strives to support its local communities and loyal customers.
In particular, City Grill supports customers who are of the age of 65 years and over by providing an inviting place of sanctuary and kindheartedness for those affected by illness or loneliness.
Mici grilled sausage
Pork knuckle
What is BAT’s business transformation all about?
BAT embarked on an extensive business transformation with the launch of our first vaping product in the UK and USA 10 years ago. The portfolio has grown and today it includes a diverse range of vaping products, heating products for tobacco and herbal consumables and modern nicotine products for oral use. Our purpose is to create A Better Tomorrow™ by building a smokeless world, and we heavily invest in innovation and transformation to build a portfolio of reduced risk* products able to offer adult smokers a safer alternative to smoking. Globally, we invest £300 mil annually in the research and development of new categories and BAT’s non-combustible products are now available in over 60 markets. Science is fundamental for our new categories’ development, therefore we have two innovation centres around the world to rapidly develop our capabilities, in Shenzhen (China) and Trieste (Italy), and a third in Southampton (UK), with a recent investment of £30 million in 2023 that strengthens BAT’s R&D capabilities, providing nine specially designed technical spaces to aid the development of BAT’s portfolio of reduced risk* products.
Our goal is to increase the number of consumers of our non-combustible products to 50 million by 2030. We are making great progress as we have now close to 26.4 million consumers of our new category products worldwide. Every smoker who switches is a step forward towards A Better Tomorrow™.
Interview with Sorin Preda, BAT Romania Commercial Director
Sorin began his career with BAT in Romania in 1997 and has held management roles at the end-market and global level, including Head of Trade Romania, Head of Brands Romania, Senior IBG Dunhill Brand Manager, Group Head of OTP, and Country Manager Bulgaria.
As of August 1st, 2020, he is Romania Commercial Director, managing BAT’s complex portfolio of traditional and new category products in the market, in a very exciting time for BAT, that is transforming its business for A Better Tomorrow™.
How is that reflected in Romania?
In Romania, we are currently the only company in the industry with a strong multicategory portfolio that includes all reduced risk products*, which reflects our commitment to innovation. We are offering our adult consumers tobacco and herbal consumables for glo, our flagship heating device. We are also present in the vaping category with Vuse, and in December 2023 we launched VELO, our modern oral product. We are developing our portfolio to address the evolving expectations of our consumers and to advance our tobacco harm reduction ambition.
We also believe in the circular economy and we are proud in bringing our consumers along in this journey. With a circular vision on sustainability, which covers the entire life cycle of its products, BAT Romania launched in 2021 a national take-back scheme for recycling the previous versions of glo, its heating device for tobacco and herbal consumables. In 2022, the programme was extended to BAT’s vaping devices. Currently, more than 500 collection points are active across Romania, and so far more than 155,000 devices have been collected.
How do you communicate your innovative portfolio?
We took innovation one step further in the company’s business model in Romania, relating to retail. Starting with 2019, we became the first player in the industry to develop an online ordering platform for retailers, facilitating the flow of data between BAT and our commercial
partners. Currently, over 25,000 customers (retailers) access our digital ordering platforms weekly and over 95% of volumes are traded through this tool. This way of working was a first and a successful model for other FMCG companies in Romania, which later implemented similar solutions.
Technology and innovation are essential for most industries, with a very large part of the business, and our personal lives, being online. That’s where our consumers are too, so we wanted our products to be available in the digital platforms. We currently own some of the most accessible brands in digital commerce in Romania, on our own e-commerce and platforms developed by partners, such as e-mag, Glovo or Tazz. We rely widely on building a strong relationship with our commercial partners and HoReCa and we are proud supporters of some of the most renowned festivals and cultural events in Romania that highly contribute to community development and tourism in our country.
Regardless of the environment where we market our products, we strongly believe in responsibility and integrity and expect the same standards from our trading partners. Our products are exclusively for adult consumers, a very strong principle and a central element for our teams, and we expect the same standards from our commercial partners, regardless of the marketing channel used.
I am happy to say that City Grill is a perfect example of a commercial partner that brings reliability, consistency and value to our business and we are honored to share a long common journey in Romania, that contributes to economic growth and communities’ development. Happy 20-year anniversary, City Grill!
*Based on the weight of evidence and assuming a complete switch from cigarette smoking. These products are not risk free and are addictive.
COOKING UP PLANS
As City Grill reflects on the last 20 years of success, the company has many exciting developments to look forward to, including:
• Organically increasing the number of restaurants in the group
• Expanding its presence to Iași, Romania’s second largest city
• Investing €10 million into opening new restaurants and acquiring another company
• Growing its boutique hotel portfolio, adding a further two hotel sites
The restaurant chain is proud to offer its support in collaboration with the Princess Margareta of Romania Foundation, a non-governmental organisation (NGO) that provides support for young children and the elderly in areas of education, community development, civil society, health, and culture.
Customers can donate to the charity and help the elderly through the ‘menu in waiting’ initiative, which makes providing aid easy and accessible. Visitors can reserve a table, and by doing so, are providing an elderly individual
with a special birthday meal or festive Christmas dinner.
Furthermore, as a result of the money raised and the contributions of the foundation’s volunteers, City Grill provides a hot, delicious meal for those who need it most.
Elsewhere, the company offers the ideal host location for any event or party, providing the perfect place to forge unforgettable memories. Whether a wedding, christening, or funeral, the City Grill team work hard to create the desired atmosphere and a bespoke menu.
Papanasi - Romanian doughnuts
Each event has a dedicated advisor that works closely with customers to ensure that all their requests are met, helping choose menu items and personalised themes as well as suggesting which City Grill location would be most appropriate.
Once a theme and location has been chosen, customers can sit back and relax as the event organisers take the wheel and oversee the entire prepreparation process.
Evidently, the company offers more than delicious food, proactively providing for many communities across Bucharest and ensuring every customer has the most enjoyable experience possible.
A RELIABLE FOOD CHAIN
As a continuation of City Grill’s endless community support, the company aims to draw from the local supply chain as much as it can. This includes using locally sourced ingredients to not only offer the
contact@selgros.ro www.selgros.ro
freshest food, but also champion small to medium-sized enterprises (SMEs) across Bucharest.
The company’s affinity with freshness is further exemplified by the fact that it utilises a central kitchen for production, which ensures unmatched efficiency in meeting the needs of a busy restaurant, whilst also guaranteeing that the same raw ingredients are used consistently
across its many locations.
In cases where ingredients such as meat cannot be provided by Romanian producers, City Grill turns to trusted suppliers in Austria, Germany, and Italy to provide top-ofthe-range produce. Otherwise, guests can rest assured that what they are eating is strictly Romanian grown.
As for the company’s extensive drinks list, it draws upon big names in the beverage industry, including Romania’s ‘king of beer’, Ursus Breweries, as well as industry giants such as PepsiCo.
City Grill also has a strong partnership with Selgros Romania, who provide many of the key ingredients needed to deliver the ultimate dining experience for customers.
Ultimately, the company offers state-of-the art and indulgent Romanian cuisine that adheres to cultural tradition and complements each restaurant’s friendly and inviting atmosphere.
