KROGER GETS FRESH Grocer leans into service and innovation
ALBERTSONS’ OMNI PLAN Company revamps leadership, invests strategically
FIXTURES IN FOCUS How they help retailers win at the shelf
Grocers appear to be on the right path with tech implementations – as long as they keep planning for a more digital-centric future while addressing shoppers’ immediate needs.
Kroger’s Fresh-Led Reset
The retailer is focused on customer experience and localized innovation.
Albertsons’
New leadership and strategic investments are driving omni success
Product Exclusives Can Deepen Retailer- Brand Collaboration
The Path to Purchase Institute showcases the potential of exclusives by examining 7Up activity at Kroger and a MoonPie launch at Publix.
Grocers’ Guide to Robotics
How are robots and automation changing the game in food retail?
& DESIGN
Focus on Fixtures
How winning at the shelf includes the actual shelf and other xturing elements.
Clean ingredients, enhanced functionality and creative avors continue to shape a burgeoning category.
By Gina Acosta
Retailing in the Ozempic Era
RETAILERS SHOULD PAY ATTENTION TO HOW GLP-1S ARE RESHAPING CONSUMER BEHAVIOR.
rocery retail is no stranger to fi ckle consumer behavior. It has adapted to plant-based, gluten-free and organic. It has adapted to mass market, discounters and even Home Depot selling consumables. But there’s a shopper trend quietly and quickly reshaping how and what people buy, and many retailers aren’t reacting to it fast enough.
Originally designed as treatments for diabetes, GLP-1 medications such as Ozempic, Wegovy and Mounjaro are reshaping consumer behavior at a pace that few industries, including food retail, are ready for. Many grocers are still operating as if nothing has changed, stocking the same shelf sets, running the same promotions and assuming that every shopper is still fi lling their cart the same way. They’re not.
A Shift in Eating Patterns
Millions of Americans are taking GLP-1 medications, and while the number fluctuates with access and a ordability, estimates suggest that more than 10 million are currently on the drugs, with that number projected to double within the next three years. This is not a niche wellness trend; it’s a seismic consumer shift that’s already reshaping eating patterns, shopping frequency, basket size and product choices.
GLP-1 medications work by suppressing appetite and altering cravings. That means fewer impulse purchases, smaller baskets and fewer trips. As Progressive Grocer Senior Editor Lynn Petrak reported in July, GLP-1 usage has already slashed U.S. grocery and food product spending by $6.5 billion.
The assumption that shoppers will keep stocking up on salty/sweet snacks, trendy beverages and indulgent treats is quickly becoming outdated for a large and growing segment of the population. What’s rising in its place is a more calculated, minimalist shopper focused on lean protein, functional foods and portion-controlled convenience.
Seizing the Opportunity
This shift creates a big opportunity for forward-thinking grocers, but only if they start merchandising explicitly with the GLP-1 shopper in mind. That means curating assortments that emphasize protein-forward meals, high-fiber options, low-sugar snacks and smaller-portioned grab-and-go meal solutions, as well as rethinking the frozen aisle to o er smart, balanced, high-protein options.
It also means understanding what isn’t resonating. Legacy promotions on bulk chips or beverage deals may fall flat for a shopper who is uninterested in empty calories or large-format anything. Grocers should be trialing promotions for meal kits tailored to appetite-suppressed consumers, snack packs that deliver satiety without volume, or digital coupons geared toward high-protein items and sugar alternatives.
Consider creating a dedicated section, physical and digital, around GLP-1friendly foods. Why not create signage or navigation that helps these shoppers fi nd what they need quickly: high-protein yogurts, single-serve nut butters or mini frozen entrées that meet their portion needs and nutritional goals? As Petrak reported, consumer brands such as Danone and Nestlé are starting to respond, while some retailers, such as Walmart and Target, are making their own plans.
More retailers have work to do, however.
Merchandising and marketing to the GLP-1 consumer is just the next evolution in grocery. Retailers have adapted to this kind of behavior change many times before and thrived. The question today: Is your store ready for it?
8550 W. Bryn Mawr Ave. Ste. 225, Chicago, IL 60631 Phone: 773-992-4450 Fax: 773-992-4455 www.ensembleiq.com
BRAND MANAGEMENT
VICE PRESIDENT & GROUP BRAND DIRECTOR Eric Savitch esavitch@ensembleiq.com
EDITORIAL
EDITORIAL DIRECTOR & ASSOCIATE PUBLISHER Gina Acosta gacosta@ensembleiq.com
National Salami Day. This deli favorite never goes out of style.
1
Acne Positivity Day. Share some proactive over-thecounter treatments for customers dealing with clogged pores and in amed skin.
2
World Coconut Day. Encourage greater use of this sweet, nutty tropical fruit as an ingredient in a wide range of recipes – both main courses and desserts.
8 National Ampersand Day. How many retailer names include this elegant substitute for “and”?
14
National Sober Day. Make sure to carry nonalcoholic options for those in recovery or just abstaining from the hard stuff.
15 Butterscotch Cinnamon Pie Day. Provide the de nitive recipe to make this video game-inspired baked good.
21
National Opioid Awareness Day. Let shoppers grappling with substance use disorder know whether you carry Narcan to counter overdoses and about any drug disposal resources you offer.
22
Autumnal Equinox. See you next year, Summer.
9 International Sudoku Day. Run a break-time tournament for your associates who are enthusiasts of this popular Japanese puzzle game, with a prize for the victor.
16
Get Ready Day. Remind customers to create a checklist of items – including food, water and batteries – needed to prepare for an emergency or disaster.
Better Breakfast Month
Hispanic Heritage Month (Sept. 15-Oct. 15)
National Childhood Obesity Awareness Month
National Honey Month
3
Global Talent Acquisition Day. Pay homage to those professionals who help you nd the perfect associate for each job.
10
Swap Ideas Day. Urge your associates to collaborate on ways to streamline processes.
17
National Pet Bird Day. Don’t forget to offer food and supplies for our ne feathered friends.
23 International Day of Sign Languages. Learn better communication with Deaf community members by enlisting an ASL interpreter, as well as associates and customers familiar with it.
24
National Women’s Health and Fitness Day. It’s time to get off the couch and work it, ladies!
4 National Macadamia Nut Day. Who isn’t nuts about these rich, buttery nuts?
5
National Mushroom Month
National Potato Month
National Rice Month
Whole Grains Month
National Chianti Day. We’ll skip the liver and fava beans.
11
Patriot Day. Mark this somber anniversary of the 9/11 attacks by ying ags at half-mast.
12
Stand Up to Cancer Day. Hold a fundraiser to ght this insidious disease that touches almost everyone.
18
U.S. Air Force Day. Salute those who are serving or have served in this branch of the military with a special discount.
25
National Cooking Day. This is the ideal opportunity to get the whole family in the kitchen to make a meal together.
28
National Neighbor Day. What better way to observe the occasion than by going food shopping with the folks next door, or offering to pick up a few things for them?
29 World Heart Day. Ask your retail dietitian to recommend ways that shoppers can keep their tickers healthy through food choices.
30
National Chewing Gum Day. Annoying habit or much-needed stress reliever? You decide.
6
National Coffee Ice Cream Day. Celebrate this ideal sweet treat for java a cionados.
13
International Chocolate Day. Unsurprisingly, it’s big everywhere.
19 National Concussion Awareness Day. With school sports ramping up, feature the symptoms of this traumatic brain injury in your e-newsletter so that people can get medical help promptly.
26
Hug a Vegetarian Day. Once the embrace is over, a nice meatless meal for two would be great.
20
National Multivitamin Day. Have a pharmacist explain in an article who should take these dietary supplements and how they can improve health.
27
National Singles Day. Invite the unattached to an evening event where they can mix and mingle in the aisles.
EMPANADAS REIMAGINED
Introducing the new and improved GOYA® Frozen Empanadas! Available in both traditional and baked, our empanadas satisfy a craving your customers can’t resist. Crafted with high-quality ingredients, they’re ready to serve in minutes – a delicious and convenient choice for any menu.
Breast Cancer Awareness Month
Filipino American History Month
National Chili Month
National Non-GMO Month
1
National Hair Day. Help your shoppers nd the right treatments for their
5
World Teachers’ Day. Offer those who instruct students of all ages and abilities a special discount.
12
For Día de la Raza, recognize the cultural fusion of indigenous and Spanish heritage in the Americas.
19
National New Friends Day. It’s never too late to add to your social circle.
26
National Pumpkin Day. C’mon, everybody – it’s almost All Hallow’s Eve, so roll out the recipes featuring this signature squash harvested in autumn.
6
National Noodle Day. Celebrate this versatile and varied staple with fun family recipes your shoppers can try at home.
13 Breast Cancer Awareness Day. Encourage customers and associates to perform regular selfexams and receive mammograms.
7
National Inner Beauty Day. Provide tips to customers who want to feel their best and enhance their natural glow.
8
National Salmon Day. This sh remains among Americans’ favorites.
14
National Dessert Day. Give customers permission to go ahead and splurge.
20
International Chef Day. Honor the achievements of the culinary professionals who create your prepared food menu.
27
National Mentoring Day. Reach out to help a work colleague achieve their career goals.
21
National Apple Day. You know what they say about eating one every 24 hours.
28
Wild Foods Day. Use this U.K. observance to recommend to the foragers among your customers tasty dishes they can create incorporating ingredients from your aisles.
15 Support Your Local Chamber of Commerce Day. We’re sure you already do.
2
The Jewish observance of Yom Kippur begins at sundown. Wish those who take part an easy fast.
9
Leif Erikson Day. Whether or not he “discovered” America, use this occasion to spotlight Norwegian cuisine.
16
National Veterans BBQ Day. Urge the friends and families of those who served to hold cookouts in their honor.
22
National Make a Dog’s Day. Your peerless selection of treats and toys can do the trick.
29
National Cat Day. Ask customers to post photos of their favorite felines; given the time of year, black tabbies and toms should predominate.
Spinach Lovers Month
Tackling Hunger Month
Talk About Prescriptions Month
Vegetarian Month
23
In honor of soccer great Pelé’s birthday, suggest snacks and beverages to help fuel young players of the Beautiful Game.
30
In many parts of the country, it’s Mischief Night, so hire extra security if you need it.
3
World Smile Day. Try to ash your pearly whites at least once on this occasion.
4
National Truckers Day. Give a shoutout to those dedicated folks who transport product to your store(s).
10
National Cake Decorating Day. Shine the spotlight on your associates who make your baked goods stand apart with beautiful designs.
17
Loud Shirt Day. Why should the people at Trader Joe’s have all the fun?
11 It’s My Party Day. Be the go-to resource for customers planning their own bashes for various reasons –or just because.
18
National Alaska Day. Highlight the foods from America’s Last Frontier.
24
Global Champagne Day. Here’s to us!
31
Halloween. Allow your costumed associates to scare up some fun across store departments.
25
National Prescription Drug Take Back Day. Let local residents know that they can drop off their expired or unused meds at your store(s).
Occasion
Revolutionizing Feline Dining
Why Fancy Feast ® Gems ® is the Game-Changer Your Customers Have Been Waiting For
By Joe Toscano, Vice President, Trade & Industry Development at Purina
With nearly a century in this industry, Purina has been a part of and witnessed countless product launches, but few have generated the excitement we’re seeing around Fancy Feast Gems. Our years of working with our retail partners to understand what truly drives consumer satisfaction and repeat purchases have shown us that this represents a genuinely innovative approach to premium cat nutrition.
The Science Behind the Innovation
What sets Gems apart isn’t just its striking appearance, though that pyramid shape certainly catches the eye. Many of our nearly 500 Purina scientists and veterinarians have spent years studying cat feeding behavior and discovered the pyramid’s increased surface area maximizes gravy distribution – and any cat owner knows that gravy is where the magic happens. The genius lies in the details most customers will never see but will absolutely experience. We’ve developed a proprietary filling process that maintains perfect gravy viscosity, ensuring that signature cascading effect every single time. The mousse texture is calibrated for optimal palatability, whether cats prefer to lap or bite their food. This isn’t marketing speak – it’s engineering precision applied to pet nutrition.
Why Retailers Are Already Calling This a Must-Stock Item
From a merchandising perspective, Gems solves real problems for both pet parents and retailers. The single-serve format eliminates waste and portion guesswork , while the innovative peeland-plate design makes mealtime genuinely mess-free. At $2.48 for a two-pack, Purina has hit that sweet spot where premium positioning meets accessible pricing.
But here’s what really excites our team: The repeat purchase potential. When cat owners see their pets’ reaction to that cascading gravy effect, they become customers for life.
The product’s innovative design creates the kind of mealtime experience that builds lasting brand loyalty.
The Complete Package: Nutrition Meets Experience
Gems delivers 100% complete and balanced nutrition for adult cats across four carefully crafted recipes – beef, chicken, tuna, and salmon. Each variety features Purina’s signature savory gravy that cats instinctively crave. But beyond nutrition, Gems delivers an experience. That moment when an owner peels back the top and watches their cat’s reaction to the cascading gravy – that’s when feeding becomes bonding.
Purina’s patented packaging design isn’t just visually striking – it’s functionally superior. The 2 oz. portion size is perfectly calibrated for most cats’ appetites , and the pyramid shape ensures even gravy distribution without requiring any mixing or preparation from the owner.
Meeting Consumer Demand for Premium Experiences
Today’s pet parents aren’t just buying cat food – they’re investing in their pets’ quality of life. They want products that
reflect the love they have for their cats , and they’re willing to pay for innovation that delivers genuine value. Gems represents the convergence of scientific research, premium positioning , and emotional connection that defines successful pet products in today’s market.
As the #1 gourmet cat food brand, Fancy Feast has always understood that mealtime is about more than nutrition –it’s about the relationship between cats and their owners. Gems elevates that relationship to an entirely new level.
Experience Gems in Person
If you’re attending SUPERZOO this year, see Fancy Feast Gems for yourself at Booth #11352. Our team will be on hand to discuss pricing, merchandising strategies, and how Gems can drive category growth in your stores. Can’t attend this year? Reach out to your Purina sales representative to talk about ensuring Fancy Feast Gems has space in your aisles.
Purina trademarks are owned by
Société des Produits Nestlé S.A.
Global New Products Database
Condiments
What You Need to Know
Condiments are a household staple used for enhancing dishes, with classics like ketchup and mustard still dominating. However, younger consumers show increased interest in trying new varieties, presenting opportunities for the condiment market despite their onthe-go eating habits, which challenge traditional at-home consumption.
Innovation in condiments takes two distinct paths: Some brands focus on health bene ts and simpli ed formulations, while others explore diverse and bold variations of traditional varieties. Both strategies have the potential to cater to different consumer needs. Regardless of the approach, versatility can bridge the two paths.
While legacy brands show little to no signi cant growth, private labels and smaller brands capture share. This shift suggests that value, along with innovation in avor, formulations and health bene ts, will be crucial.
What Consumers Want and Why
U.S. consumers have a habitual relationship with condiments, with 72% using them several times a week. Frequent usage underscores the role of condiments in adding avor to meals. Encouraging alternative uses, like enhancing leftovers or making healthy dishes tastier, can further promote condiments’ value as essential everyday staples.
Building consumer trust in condiments relies on key factors like avor, ingredient quality and brand reputation. While nutrition and functionality matter, they’re secondary in purchase decisions. The focus should be on delivering a positive experience through taste and quality while using other attributes to differentiate for niche markets.
Versatility in condiments is crucial, as more than half of consumers prefer products that can be used in various ways to avoid spoilage and save money. Emphasizing versatility offers a cost-effective alternative to product innovation, by showcasing new ways to use existing condiments rather than creating entirely new products.
Opportunities
Bite-sized salty items like pickles and olives are primed for snacking, which continues to redefine how consumers obtain their daily calories and approach mealtimes. Nearly half of snackers seek better-for-you options that satisfy unhealthy cravings. By using smaller single-serve packaging and infusing bold flavors, brands can e ectively cater to consumer demand for healthier yet flavorful options.
Condiment brands can appeal to a wider audience by balancing spiciness with more palatable creaminess or sweetness. While spicy flavors are popular, especially among younger generations seeking intense food experiences, hybrid flavors that soften the heat can broaden their appeal. These milder options can increase usage occasions and o er a more accessible way for consumers to feel the heat.
Embrace bold flavors in condiments, as more than 40% of consumers are eager to try new varieties, indicating strong openness to innovation. Bring nontraditional flavors into classic condiments to provide consumers with the opportunity to experiment comfortably, o ering an experience that is fresh yet familiar. Brands that have embraced this approach experience highly positive consumer sentiment.
By Molly Hembree, MS, RD, LD
The Power of Functional Foods and Beverages
THESE PRODUCTS CAN HELP SHOPPERS MEET THEIR HEALTH GOALS.
An ever-expanding market for innovative foods and beverages has made for a dynamic grocery shopping experience. The informed customer can select from products that are fresh or frozen, quick or gourmet, simple or indulgent, as well as basic or functional. Functional foods and beverages are characterized as items that naturally, or are formulated to, provide health bene ts or desirable physiological effects beyond basic nutrition. Consumers across demographics, but particularly Millennials, are interested in nding unique ways to meet their health goals, and functional foods and beverages are helping to answer that call.
Fortified and Enriched Products
bene ts, including reduction in cholesterol, decreased cancer and cardiovascular disease risk, increased satiety, and improved bowel patterns. Foods with added ber, from such ingredients as psyllium husk, inulin or guar gum, can help achieve recommended ber intakes, but the most ef cacious source of ber is inherently from plant foods like fruits, vegetables, beans, nuts, seeds and whole grains. Offer your shoppers a variety of ways to boost their ber intake through original food ingredients or enhanced functional products.
A formal policy for forti cation and enrichment of food was established by the Food and Drug Administration (FDA) in the Code of Federal Regulations (CFR) more than four decades ago, in January 1980. The intent of forti cation (and enrichment) is to “correct a dietary insuf ciency; restore nutrient levels to those prior to storage, handling and processing; provide a balance of vitamins, minerals and protein in proportion to the total caloric content of the food; and prevent nutrient inferiority in a food that replaces a traditional food.” Some foods have a mandatory requirement for forti cation, including certain grain products, but most foods have voluntary forti cation. Customers who may be lacking in certain essential vitamins and minerals, including calcium, iron or B vitamins, or protein, could greatly bene t from transitioning to forti ed products to help make up for any gaps in their diets.
Fermented Foods and Probiotics
Fermented foods have been around for centuries and are found as recognizable fare across the globe, such as kimchi, ke r, tempeh and sourdough bread, as well as yogurt, salami and sauerkraut. The Institute of Food Technologists (IFT) explains that fermentation is a “biochemical reaction that extracts energy from carbohydrates without using oxygen,” and that microbes “break down sugar into alcohol, acid and/or gas … which increase product shelf life and impart desirable sensory properties.” Combined with the addition of probiotics, or living microorganisms with intended bene ts to the host, fermented foods may be promising for improvements in gastrointestinal (GI) health and integrity. An impactful application of fermented foods or probiotics could involve your retailer’s chefs or dietitians demoing unique recipes using ingredients like tempeh in a main dish, yogurt in a sauce, or ke r in a beverage.
Fiber
Fiber is a food and nutrition science area of excitement all on its own. Whether it’s soluble or insoluble, viscous or non-viscous, fermenting or non-fermenting, ber has many functions beyond the label. Ideally, healthy adults should be reaching for about 28 grams of ber daily. Fiber has a myriad of potential health
Functional foods and beverages are characterized as items that naturally, or are formulated to, provide health benefits or desirable physiological e ects beyond basic nutrition.
Phytonutrients
One of the broadest categories of food components, “phytonutrients” refer to the wide range of compounds found in plant foods, which does not contribute calories (energy) but that may produce favorable health effects. Examples of these compounds include resveratrol, found in peanuts and grapes, and studied for its protective bene ts to heart and lung health, as well as lycopene, found in tomatoes and watermelon, and mainly researched for its link to cancer and cardiovascular disease prevention. The best way to achieve an optimal intake of phytonutrients is primarily through a wide array of fruits and vegetables, as well as beans, nuts, whole grains, and even the consumption of tea and coffee in moderation.
Functional foods and beverages may be a catchy phrase for a growing category, but these products also have far-reaching health bene ts beyond the plate – or glass – that retailers can leverage in connecting with shoppers.
Molly Hembree, MS, RD, LD, is a registered dietitian for Kroger Health.
2025 Grocery Tech Trends Study
IN SYNC
Grocers appear to be on the right path with tech implementations — as long as they keep planning for a more digital-centric future while addressing shoppers’ immediate needs.
By Jenny McTaggart
Two-thirds of grocery retailers are looking to ramp up their technology investments this year, and their plans regarding new implementations seem to be in sync with what today’s shoppers want: better deals, more convenience and fewer hassles, both in store and online. This is one of the major themes of the 10th annual Grocery Tech Trends Study, which includes survey fi ndings from both retailers and consumers.
Another notable insight from this year’s survey is that di erent generations of consumers continue to exhibit widely distinct shopping habits, especially when it comes to how they perceive and use technology. So, while grocers will certainly need to cater to the immediate needs of shoppers at their local stores, they also must continue investing in and trying new tools to stay relevant to the Gen Z shoppers of tomorrow, the majority of whom are very comfortable with technology and often prefer to purchase online – or at least get in and out of stores faster.
GROCERS’ INVESTMENT PLANS
About a quarter of retailers surveyed expect to spend “somewhat more” on technology and automation in 2025. Only 2% think that they’ll spend “signifi cantly more” –that’s slightly fewer than last year – and the majority – 37% – say that they’ll spend “slightly more.”
Among the specifi c tech they’re planning to add, electronic shelf labels, workforce technology and artifi cial learning/machine learning are getting the most attention, with around 40% of retailers planning to add these tools in the next 12 to 18 months. In-store QR codes, self-service touchscreen order kiosks and supply chain automation are also gaining ground compared with last year, with roughly one-third of retailers planning to add these tools. On the whole, it appears that retailers are prioritizing customer-facing tech that enhances convenience and engagement, which is smart, since these tools also appeal to shoppers, based on PG’s consumer survey (read more about consumers’ attitudes in the next section).
As for tech that’s already in place, the leading categories include data analytics platform/reporting tools (70% currently implement these), data security tech (69%), digital loyalty program/apps (68%), and online grocery
TOP-PRIORITY TECH
Retailers were asked about their top priorities among both currently implemented tech and “plan to add” tech (technology that you expect your company to add in the next 12 to 18 months).
Digital loyalty program/app
Data analytics platform/reporting tools
Data security tech
Online grocery ordering for delivery
Anti-theft tech
Retail media network
Workforce tech Electronic shelf labels
Workforce tech
AI/machine-learning solutions
Store inventory management automation
In-store QR codes
Smart labeling
Mobile devices/tablets for in-store managers
Digital loyalty program/app
Retail Performance
Microblock™ Technology incorporates the compressor, condenser, and evaporator into an all-in-one, air-cooled factory-charged top-mounted refrigeration system
Advanced Merchandising Flexibility
Allows full-size Reach-in merchandisers to work as standalone units, or be connected to create lineups (requires acrylic partition kit)
Evolve Technologies ®
for delivery (also 68%). In fact, 29% of those surveyed rank digital loyalty program/apps as one of their top three priorities over the next 1218 months, suggesting that they recognize how important pricing remains to budget-conscious shoppers.
Similar to last year’s survey, half of retailers are focusing on back-end tech in their stores – versus the 26% who are focused more on distribution centers – and they continue to be split on whether to prioritize customer-facing tech or back-end tech in general. One noticeable di erence from last year is that a larger number of retailers – 55% – are planning to implement new tech, which is a positive development, since companies will need to continue investing in the latest tech to keep up with the quick pace of new apps, and the investments of larger competitors.
Topping the list of newer/innovative technologies that retailers are either currently implementing, plan to add or would like to know more about are digital signage (89%), retail media networks (88%), smart labels (79%), AI-powered employee tools (79%) and digital shelves (71%). AI-powered tools, both employee- and customer-facing, are clearly gaining traction as grocers learn more about them.
From department stores to office floors.
Shoppers say they’d appreciate more digital coupons and discounts.
While grocers need to cater to the immediate needs of shoppers at their local stores, they also must continue investing in and trying new tools to stay relevant to the shoppers of tomorrow.
WHAT SHOPPERS THINK
The consumer portion of the Grocery Tech Trends Study reveals some interesting characteristics about today’s shoppers, particularly when it comes to generational di erences. Most shoppers continue to visit a traditional grocery chain at least once a week, but Gen Z is the demographic most likely to avoid this channel entirely. In fact, Gen Zs and Millennials overindex on shopping for groceries regularly at supercenters/mass retailers, convenience stores, dollar stores and independent grocers. In contrast, Baby Boomers tend to rely on fewer store types for groceries and shop less frequently overall.
Out-of-stocks remain the top in-store pain point, excluding price, for 50% of shoppers, while 37% struggle to fi nd products. Customer service concerns have eased somewhat this year, likely due to better sta ng and training, as well as the shifting of shopper priorities.
When asked what their regular grocery store could do to serve them better, 25% of shoppers cite more/faster checkouts, and 12% desire better stock/inventory management. One in 10 would appreciate better deals, including, in their own words, “digital discounts without membership,” “more digital coupons and
Whatever your digital workplace, make work work better.
the ability to scan products on the shelves,” and “more rewards for groceries.”
When shoppers think of technology related to the supermarket, the fi rst thing that comes to many of their minds is self-checkout, which isn’t surprising, since this is one of the most noticeable devices in stores. Self-checkout kiosks remain the most preferred checkout method (among 46% of shoppers), with Gen Z leading this trend. “Just walk out” payment technology is preferred by about 10% of shoppers (the same as last year), and less than half (46%) use mobile app/contactless payment regularly, which is down from last year. It’s important to note that 40% of shoppers still prefer traditional checkout with a cashier, especially Boomers, at 57%, so retailers still need to balance automation with human service.
As for other in-store (and pre-trip) technologies, most consumers take advantage of digital coupons, loyalty programs and digital sales flyers. Half of shoppers use cashback reward programs like Ibotta and Shopkick. However, fewer shoppers are willing to try customer support chatbots, shoppable videos and livestream shopping, although younger generations show more interest in these o erings than their older counterparts do.
APPETITE FOR NEW TECH
A sizable majority of shoppers (72%) say that they’re open to trying new technology, although that number is down slightly compared with last year. This decrease could be driven by the increasing complexity of emerging technologies, data privacy concerns or frustration with digital experiences that don’t meet expectations. When this question is analyzed by generational preference, 87% of Millennials and 84% of Gen Z say that they’re open to new tech. Meanwhile, just over half of shoppers consider themselves “tech-savvy,” although, again, younger generations overindex on this response. Also, while only half of shoppers feel that new tech has made grocery shopping easier for them, 66% of Millennials and 64% of Gen Z agree with this statement.
Self-checkout with a kiosk
Traditional checkout with cashier
“Just walk out” cashierless stores
No preference
Among newer/innovative technologies, electronic shelf labels have gained recognition – one-fourth of shoppers are now using them – while digital signage, although still popular, has decreased slightly compared with last year. Other tools that show promise include smart labeling, ultra-fast grocery delivery, digital shelves, smart vending machines and VR/AR experiences. Even though interest in smart carts has waned a bit, 57% of shoppers say that they’d be willing to try this technology.
As for which technology would be most valued in the months ahead, a clear majority – 57% – would like to see more digital discount o ers and promotions, which should come as no surprise, considering the economic concerns that Americans have dealt with in the past several years.
One-third of shoppers prioritize a hybrid experience – meaning more tech but not cutting back on in-store sta – and 24% have an appetite for more cashless/contactless checkout options, a figure that shoots up to 47% among Gen Z. That demographic and Millennials are also driving demand for interactive tech and personalized recommendations.
These fi ndings match up well with what retailers foresee for the next year and a half: Nearly three-fourths predict that their customers will fi nd the most value in having more digital discounts/promotions, followed by a hybrid grocery experience (60%) and personalized product
More than 60% of Millennials and Gen Z agree that new tech has made grocery shopping easier.
SHOPPER INTEREST IN INNOVATIVE TECH
recommendations (53%). Grocers would be smart to leverage these discounts and personalized promotions in the next year to drive engagement and repeat trips. At the same time, they can use electronic shelf labels and digital signage to better support real-time pricing/marketing.
TACKLING THE DIGITAL FUTURE
While nearly 80% of retailers are confident that their existing front-line workforce can be trained to succeed in a digital grocery environment, fewer feel that they currently have the right talent or are well positioned for the future. This highlights a gap between optimism in training potential and broader organizational readiness. Last year, 75% of executives felt that their companies were well positioned for digital success, while this year that number dropped significantly to 55%. This could indicate retailers’ recognition of just how hard the road to digital success can be, especially when it’s led by tech-fi rst companies that have encroached on the grocery space.
Asked to share more about why they feel that their companies either are or aren’t set up for future digital success, retailers o er a range of opinions, including the following from those who feel confident:
“We have the right leadership.”
“We stay informed on new technology.”
“We have the right talent and culture to keep learning and pushing.”
“We have an intelligent core of younger workers who are tech-savvy.”
“My company is committed both fi nancially and from a workforce perspective to succeed.”
Nearly 60% of shoppers say they’d be willing to try smart carts.
While from those on the less optimistic side:
“We are too small and independent.”
“Cost and slow training, along with high turnover in the workspace.”
“Our customer base and employees are not open to change.”
“The technology available is too expensive for independent grocers.”
“Aging front end workforce that is resistant to change.”
Looking at e-commerce specifi cally, most retailers predict that standard delivery, ultra-fast delivery and curbside pickup are the online ordering methods that will drive the most growth in the next year and a half. This is similar to last year’s survey fi ndings. And while most grocers still prefer to have complete control over the e-commerce shopping experience, its perceived importance is trending down: Only 46% now consider it “very important” or “extremely important” to have control, while last year that number was 54%.
The consumer survey fi nds that 20% of shoppers continue to use online grocery store sites/ apps at least once a week, while 22% use this service every two to four weeks. Millennials and Gen Z shoppers overindex in this area, with 32% of Millennials and 30% of Gen Z using grocery store sites or apps on a weekly basis.
Consumers’ top pain point when shopping online is that products are too often out of stock (47% cite this), followed by poor substitutions (32%), which is a new survey option this year. Meanwhile, concerns about incorrect selections, limited variety and pickup time issues have declined.
Among consumers who don’t shop online for groceries, 77% say that it’s because they prefer to pick products themselves, and around 40% don’t like items to be substituted or don’t
While nearly 80% of retailers are confident that their existing front-line workforce can be trained to succeed in a digital grocery environment, fewer feel that they currently have the right talent or are well positioned for the future. This highlights a gap between optimism in training potential and broader organizational readiness.
trust the quality and accuracy of the products selected for them. These concerns trump the feeling that prices/fees are just too expensive (35% of shoppers cite this barrier). Interestingly, while a fairly low percentage (10%) complain that the process of online grocery shopping is too complicated, Gen Z overindexes on this response, at 19%. This suggests that even among younger shoppers, there are those who fi nd the current process for ordering groceries online to be either too slow or at least not as intuitive as they’d like it to be.
CHALLENGES AND GROWTH DRIVERS
This year’s survey fi nds retailers noticeably more concerned about the potential for an economic recession: 65% cited this as an obstacle to future investment, compared with only 36% last year. Other recurring challenges include infl ation, price competition and the labor market/employee retention.
Looking at the year or so ahead, retailers expect the biggest tech growth drivers for grocery to be e-commerce/online grocery ordering (48%); artifi cial intelligence, including machine learning (45%); electronic shelf labels (41%); data analytics tools (35%); retail media networks (32%); and tech to solve workforce challenges (32%). Several respondents also cite social media and automated ordering, suggesting that more grocers are embracing new ways that technology can expand their businesses.
More than 60% of shoppers either currently use or would be willing to try in-store QR codes.
While shoppers are comfortable with in-store tech, they still appreciate seeing human staff.
TO
Economic recession Inflation
Price competition/lower margins
Labor market/employee retention
Need to replace/upgrade current tech
Supply chain disruptions
Rapidly changing customer preferences/behaviors
Poor ROI on current tech investments
Lack of customer loyalty
Consumer reluctance to share personal data
PREDICTED INDUSTRY GROWTH DRIVERS IN
THE NEXT 12-18 MONTHS
Data analytics tools
Retail media networks
Technology to solve workforce challenges
Supply chain disruption solutions
Robotics/automation
Robotics/automation in DCs
METHODOLOGY: The retailer survey portion of the Grocery Tech Trends Study was elded March 21-April 7, 2025, and included responses from 91 grocery retailers. Respondents were sourced from PG’s audience and were required to be at least somewhat knowledgeable about their company’s current use of technology and/or future technology strategy. The consumer survey portion includes responses from 1,000 grocery shoppers who were surveyed March 6-13, 2025. Representatives from multiple generations were included: Gen Z, Millennials, Gen X, Boomers and a small portion of Mature/Silent.
Revolutionizing Refrigeration: THE AI-POWERED SOLUTION FOR GROCERY RETAILERS
SPEAKING WITH…CRAIG ELLIOTT, Global Products Manager, Hartell, an Ingersoll Rand Company
All grocery retailers rely on their refrigerated display cases to keep product fresh around the clock. But what happens when condensation interferes with the performance of those cases that hold dairy products, prepared foods, beverages and more?
Progressive Grocer reached out to Craig Elliott, Global Products Manager for Hartell (a company with more than 60 years in the condensate pump market), to learn how the company’s AI-powered condensate pump — an option for grocers and OEMs alike — can prevent water damage and asset loss, reduce equipment downtime, and minimize or eliminate slip and fall hazards by managing the condensate cooling systems produce.
Progressive Grocer: Why did Hartell decide to create an AI-powered pump? And as the pump’s designer, what challenges facing grocery retailers were you striving to solve?
Craig Elliott: AI helps us go from reactive to predictive. Instead of waiting for problems to occur, we can identify issues before they become critical problems. A pro-active alarm system monitors the pump’s performance, discharge line, filter system, the installation, and the amount of condensate produced. A built-in maintenance monitor provides an audible-visual indicator for instant fault diagnosis, and a fail-tosafe BMS interface. An optional remote LED indicator also can be installed on the refrigeration equipment to provide instant diagnostics to the site/maintenance manager.
PG: What are some of the features that make this pump so special?
CE: The built-in tank has a specially designed filter system that keeps all the debris in one secure area, reducing the cost of clearing the debris, which is more expensive with gravity drain systems. Eliminating blockages caused by debris prevents flooding, potential safety issues and down time. By collecting all the debris in one easy to remove location, we eliminate the need for annual drainage clearance.
PG: What are some benefits stores can realize by installing the HDP condensate pump?
CE: The overarching benefit is that the technology identifies problems and alerts store personnel before the pump stops. For example, the system can tell if a discharge hose is restricted or disconnects, if there is more condensation than the case pump can handle, or if the electricity fails. Because the problem is reported instantaneously, the pump keeps working — and that reduces the downtime and potentially prevents slip and fall accidents.
Retailers also can move floor-based refrigerated display cases to new locations without having to install new and expensive drains. And the installation costs are lower than those of standard drain or vacuum systems, with a much lower ROI payback period.
PG: Does this pump work in any store?
CE: Every installation is different, but thanks to the AI technology, the system learns the environment within the first 10 cycles, no matter the footprint or existing equipment. The pumps can be used in both new installations and retrofitted to existing equipment.
We’ve designed it to work with newer refrigeration equipment and older equipment, such as those using trays to evaporate condensation; the latter will realize astronomical in savings in energy costs because our smart condensate pump can reduce energy consumption by as much as 79 percent when compared to electric evaporator trays! The smart pump uses substantially less power than an electric evaporator pan and generates minimal heat. That prevents an increase in humidity and the hidden energy costs that can result from increased heat generation from the evaporator heater source and increased humidity from the condensate being evaporated.
BOTTOM LINE: Grocery stores that use our smart AI-powered, low-profile HDP-AI-X condensate pump will realize flexibility to move floor-based islands around, lower maintenance costs, and lower energy costs when replacing energy evaporation systems, too.
Kroger’s Fresh-Led Reset
THE RETAILER IS FOCUSED ON CUSTOMER EXPERIENCE AND LOCALIZED INNOVATION.
By Gina Acosta
After a tumultuous year of leadership transition and a blocked merger, The Kroger Co. is refocusing its strategic lens for 2025. The Cincinnati-based grocery giant is rallying around three clear imperatives: a backto-basics focus on core grocery, deep investment in fresh-led store experiences, and empowering local divisions to drive customer-centric innovation.
Kroger showcased these priorities this past May during executive town halls held by two of the company’s key divisions, Fred Meyer and Food 4 Less, at the Western Association of Food Chains (WAFC) convention. Both banners offered a window into Kroger’s operational playbook this year and beyond.
At a Fred Meyer store in Anchorage, Alaska, the perimeter is being remodeled to focus even more on fresh meal solutions.
Refocusing on the Core
After Kroger’s proposed merger with Albertsons fell through last year, interim CEO Ron Sargent made clear the company’s path forward: a return to Kroger’s foundational strengths in grocery. That message was echoed throughout the Food 4 Less town hall, when new President Kendra Doyel framed the division’s direction as an extension of Kroger’s broader reset.
“Ron Sargent has talked a lot about focusing in on the core,” Doyel said. “That’s exactly what The Kroger Co. is doing right now, focusing back in on grocery stores and the true core business.”
This emphasis isn’t just theoretical. In its rst-quarter earnings report in June, Kroger reported total company sales of $45.3 billion (excluding fuel), a modest increase from the $45.2 billion logged in Q1 2024. Identical sales without fuel increased 1.5%, while digital sales jumped 8% year over year. Same-store sales, excluding fuel and adjustment items, increased 3.2%, driven by strength in pharmacy, e-commerce and fresh category sales. “Customers are looking for value, and they’re turning to Kroger,” Sargent said. “Our seamless combination of in-store and digital offerings is resonating.”
For his part, Fred Meyer President Todd Kammeyer pointed to the importance of maintaining this focus in the Paci c Northwest, where Fred Meyer operates 132 stores across four states. “We’re eager to grow within the markets we operate in,” he said, “but our rst priority is consistent, great stores focused on grocery and fresh.”
This means rebalancing assortments to drive productivity and local relevance, whether by consolidating underperforming wine sets to expand fast-moving adult beverages, or optimizing shelf space across center store categories. “We’re looking to make sure that our buildings are working as hard for us as they can, and obviously, for us to do that, we have to retro t and make changes,” said Kammeyer. “When we do that, we always typically see growth.”
“Customers are looking for value, and they’re turning to Kroger. Our seamless combination of in-store and digital o erings is resonating.”
—Ron Sargent, Interim CEO, The Kroger Co.
Fresh, Full-Service Retail
Both Food 4 Less and Fred Meyer emphasized that Kroger’s path to customer growth runs through fresh food leadership. “Our ambition is to be the fresh destination,” asserted Jayce Crooke, grocery merchandiser at Fred Meyer. He’s not just referring to produce
and meat, but also to “meal solutions, refrigerated sets [and] ready-to-cook meals. The cold space is hard to come by, and we’ve invested signi cantly to expand it,” Crooke added.
At Fred Meyer, fresh-led remodels are reshaping store layouts. A recent visit to a Fred Meyer location in Anchorage, Alaska, re ected a store in transition to being an even larger destination for fresh. “Any project we invest in starts with: How do we improve fresh?” Kammeyer noted. The retailer is redesigning the front end, expanding departments and widening aisles, all to create a better shopping experience anchored in fresh.
Food 4 Less is seeing similar transformation. “If you haven’t been in one of our stores lately, we’ve had a lot of transformation in our buildings,” said Fidel Banuelos, director of operations at Food 4 Less. “Our go-to market strategy is a little different nowadays.” The retailer has remodeled stores and retooled its strategy, and the feedback from customers, especially new ones, has been positive.
“We want our stores to be full, fresh and friendly every day,” Doyel added. “That starts with our associates but also requires vendor support. A better customer experience makes it better for our teams, too.”
“Any project we invest in starts with: How do we improve fresh?”
—Todd Kammeyer, President, Fred Meyer
At Fred Meyer, fresh is not just a merchandising strategy, it’s also a competitive advantage in a region known for culinary experimentation and health-conscious consumers. “We want to be rst to market on innovation,” Crooke said. “We need to offer items customers won’t nd anywhere else.”
Localized Innovation
Both Fred Meyer and Food 4 Less emphasized their growing commitment to autonomy and hyper-local merchandising, allowing banners to act on regional trends faster and support supplier partnerships with more agility.
“We’re very serious about being relevant in our community,” said Fred Meyer Center Store Sales Manager Chandler Hodges. “Sometimes the [corporate] plan doesn’t t our market. We’ll ght to go beyond it, whether it’s product, pricing or display.”
One notable success story: Fred Meyer’s early support of Poppi, the prebiotic soda brand. “We were the rst mover on Poppi,” Hodges noted. “We saw the trend, built the business case and went beyond the Kroger plan. We became a Poppi destination in our market.”
This approach – pilot locally and scale if it works – is becoming more common across divisions. “If you’re already in the Kroger system and feel stalled, come to us,” Crooke urged. “We can move faster, and we’re empowered to make the right decision for our stores.”
“We want our stores to be full, fresh and friendly every day. That starts with our associates but also requires vendor support. A better customer experience makes it better for our teams, too.”
—Kendra Doyel, President, Food 4 Less
This kind of exibility is essential in ethnically diverse, price-sensitive regions such as Southern California, where Food 4 Less sees lots of opportunity for continued growth. “The ceiling is off the charts,” Doyel said. “There’s no direction we can’t go to grow that business, gain new customers, gain new opportunities across the board, and I think we’ve got the plan to do just that.”
As Kroger’s next chapter unfolds, the current strategy is clear: National scale rests on local execution. Whether it’s Fred Meyer pushing innovation through store-speci c resets, or Food 4 Less expanding its reputation as a trusted value retailer, Kroger’s 2025 roadmap hinges on three tightly aligned priorities:
Sharpen focus on the core grocery business
Lead with fresh, experience-driven retail
Empower divisions to innovate and execute locally
In a retail landscape crowded with complexity and constant reinvention, Kroger is choosing to double down on what it knows best: food, customers and community. This reset isn’t about rewriting the playbook; it’s about executing the fundamentals with greater discipline, speed and customer connection.
The emphasis on localized innovation is especially telling. Whether it’s introducing trending products ahead of the curve, optimizing store layouts for regional preferences or nding new ways to deliver value, Kroger’s divisions are becoming incubators of tailored excellence. And with recent steady gains in digital and same-store sales, early signs suggest that this more grounded strategy is working.
Ultimately, this is a company that understands scale means little without relevance. By empowering teams closer to the customer, investing in what differentiates the brand and resisting distractions, Kroger isn’t just resetting its business, it’s also re-establishing its purpose, one neighborhood store at a time.
At Fred Meyer, fresh is not just a merchandising strategy, it’s also a competitive advantage in a region known for fresh seafood and culinary experimentation.
How Product Exclusives Can Deepen Retailer-Brand Collaboration
THE PATH TO PURCHASE INSTITUTE SHOWCASES THE POTENTIAL OF EXCLUSIVES BY EXAMINING 7UP ACTIVITY AT KROGER AND A MOONPIE LAUNCH AT PUBLIX.
By the Path to Purchase Institute
With their unique packaging and sizes as well as speci c avors, exclusive products from CPG brands frequently pop up at grocery retailers — some with more marketing fanfare than others. It’s a tried-and-tested tactic with varying bene ts and opportunities for both the retailer and the brand.
Among the known bene ts, brands can deepen their relationship with key retailer partners, potentially leading to better shelf space and promotional support. Manufacturers can also leverage exclusive launches to test new product formulations, avors or packaging before a wider rollout.
Take it to the Limit
Case in point:
Keurig Dr Pepper introduced 7Up Tropical as a Kroger exclusive in 2023 before it became nationally available in February 2025.
Cincinnatibased Kroger later boasted a new exclusive Endless Summer avor from 7Up — a watermelon-andstrawberry- avored drink available in standard and zero-sugar versions.
The marketing plan for 7Up’s Endless Summer: A pallet display in Kroger stores stocked 12-packs of the Endless Summer beverage alongside the brand’s lemon lime, cherry and Tropical varieties.
A header sign posted on top of the pallet display boasted that the limited-time avor was exclusively available at Kroger and used a QR code to link to a promotional website where consumers could enter a sweepstakes that would award a $5,000 travel gift card and store cards. The sweepstakes ran from April 16 through July 31.
Additional support: Kroger’s Mariano’s chain introduced the exclusive in a front-page feature in its April 16 circular, while 7Up spotlighted the product on Instagram and TikTok with organic posts and in uencer marketing.
Reach for the Moon Pie
A rare launch at Publix: Exclusive products can serve a unique draw for a retailer and nod to its customer base. A recent example is MoonPie giving Publix an exclusive Key lime avor this past April.
Exclusives are relatively rare at Publix, but the Southeastern grocer does love spotlighting Southern and nostalgic avors. Since Key lime pie originated in Key West, an island city in Publix’s home state of Florida, the exclusive made sense for the Lakeland-based grocer.
Spotted in stores: A oorstand in Publix stores stocked light-green boxes with two SKUs of the Key lime avor for $7 and positioned the product as “exclusively available at Publix.” Inspired by the dessert, the MoonPie product comprises vanilla cookies, marshmallow and Key lime frosting.
In March, Publix also launched eight limited-edition store-brand ice cream avors, including bananas Foster, New Orleans caramel praline and strawberry shortcake.
Publix recently featured an exclusive Key lime- avored MoonPie at its stores.
Kroger offered a new exclusive Endless Summer avor from 7Up in 12-packs.
Albertsons’ Triple-Threat Strategy
NEW LEADERSHIP AND STRATEGIC INVESTMENTS ARE DRIVING OMNI SUCCESS AT THE GROCERY GIANT.
By Gina Acosta
As the grocery industry confronts the twin challenges of ckle shopper expectations and persistent in ationary headwinds, Boise, Idaho-based Albertsons Cos. is leaning into a three-pronged growth strategy that combines modernized customer engagement, a powerful retail media engine and a relentless focus on value.
“I’m excited because over the last couple of periods, we are seeing a different momentum,” EVP/Chief Merchandising and Digital Of cer Omer Gajial said during a presentation at the Western Association of Food Chains (WAFC) convention this past May. “We are seeing momentum in units. We are seeing momentum in share. We are off to a great start and look forward to a fantastic 2025.”
With grocery industry icon Susan Morris taking the helm as CEO this past May after nearly four decades with the company, Albertsons has made clear its intention to accelerate toward its goal of “earning customers for life.” That ambition hinges on digital- rst thinking, cross-functional execution and a renewed commitment to delivering value in every transaction.
Further, this strategy comes as Albertsons moves past its failed merger with Kroger by doubling down on its own growth plan and investing in digital tools, store innovation and localized engagement to drive performance on its own terms.
Deepening Digital Engagement
The cornerstone of Albertsons’ growth strategy is its rapidly expanding digital ecosystem, which touches everything from apps to e-commerce ful llment to loyalty. Gajial emphasized that loyalty is no longer a marketing program, it’s the backbone of customer retention and monetization.
In scal 2024, Albertsons had 45 million identi able loyalty households, up 15% from the prior year. These aren’t just names in a database, Gajial explained – these are high-intent customers who shop more frequently, spend more, and interact with Albertsons across multiple touchpoints: in-store, online, via delivery, and through both rst- and third-party platforms.
“They shop a lot more because they shop more frequently,” Gaijal said. “They have bigger baskets. They have more items in a basket, and they shop with us in many different ways. We’ve also tried to simplify our loyalty platform, and we’ve seen some really fantastic results. We’ve simpli ed our points currency. We introduced a lot of automated features. We took some burden away from our customers to make it easy for them to engage with the loyalty platform, and we
are investing a lot of time and energy to make sure that our loyalty platform has bene ts that expand beyond the current framework. So, over the next weeks and months, you will see some announcements that we will be making to make our loyalty platform richer, more comprehensive and more expansive.”
Importantly, engaged loyalty members spent approximately $3 more per transaction than nonengaged shoppers. Albertsons attributes this uplift to improved program design, a streamlined rewards system and increased relevance through personalization.
The company’s e-commerce growth has outpaced industry trends, climbing 34%
“Each of our 2,200-plus stores has their own unique combination of customer demographics and food preferences. You do the math — there’s literally millions of ethnic households in our trade areas, and right now we’re meeting some of their demands. We aspire to meet a lot more of that. We are obsessed.”
—Anthony Suggs, Group VP of Center Store, Albertsons Cos.
Albertsons is rapidly expanding its digital ecosystem in-store.
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Albertsons Cos.
year over year. That’s due not only to rising demand, but also to the back-end systems that support it. “Before joining Albertsons, I spent ve years at Amazon,” Gajial said. “Some of our current metrics, on-time handover, low defect rates, minimal substitutions, are now industry-leading.”
Customers can now edit their substitutions in real time, communicate with pickers, and use features like 30-minute ash delivery and exible scheduling. Behind the scenes, data drives every touchpoint.
“We have major growth and leadership across four of the most important growth pillars in our industry: data, loyalty, e-commerce and engagement — all things that tie us closer to our consumers and help make them customers for life. Retail media serves as the link between that engagement and measurable sales. So, when you add retail media on top of those four growth pillars, you get a multiplying e ect where you don’t just grow, you truly accelerate.”
—Julian Mintz, VP of Sales, Albertsons Media Collective
According to Gajial, “We’ve grown 30% in converting households to e-commerce in the last 12 months.”
The digital app, with a 4.83 rating in the App Store, has also become a critical in-store companion. More than 9 million customers each month use the app inside Albertsons stores to access personalized offers, locate items and plan meals, bridging the gap between brick-and-mortar and mobile- rst journeys.
Scaling Retail Media
If loyalty and e-commerce are the foundation of Albertsons’ growth ywheel, then retail media is the force multiplier.
“We have major growth and leadership across four of the most important growth pillars in our industry: data, loyalty, e-commerce and engagement – all things that tie us closer to our consumers and help make them
customers for life,” said Julian Mintz, VP of sales at the Albertsons Media Collective. “Retail media serves as the link between that engagement and measurable sales. So, when you add retail media on top of those four growth pillars, you get a multiplying effect where you don’t just grow, you truly accelerate. This is where Albertsons Media Collective comes in.”
The Collective, as the Albertsons team calls it, served 7 billion digital impressions in 2024 and delivered an average return-onad spend (ROAS) of $13. More strikingly, 22% of purchases tied to campaigns were new to the brand, evidence that the network drives not just sales, but also incremental customer acquisition. Albertsons is integrating its rich loyalty and transaction data into every major platform, partnering with TransUnion, Meta and Google Ads to enable closed-loop attribution. “You can serve an ad on Facebook, and we can tie that exposure directly to an in-store or online sale at the individual level,” Mintz explained.
In 2025, Albertsons is doubling down on:
Omnichannel Attribution: Retailers and CPGs can now plug Albertsons data into their existing measurement tools via application programming interfaces (APIs), enabling full-funnel analysis.
Expanded Inventory: In-store digital screens are being deployed in high-traf c zones, entrances, delis, pharmacies and checkout, with the aim of delivering contextually relevant messaging tied to local promotions and real-time inventory.
Creative Storytelling: To better resonate with Gen Z and younger Millennials, Albertsons is investing in creator-driven content that blends product placement with lifestyle narratives.
Audience Targeting: With more than 2,000 custom and 2,800 pre-built audience segments, advertisers can precision-target campaigns based on real purchase behavior, not modeled intent.
At WAFC, Albertsons Group VP of Center Store Anthony Suggs called it the company’s “Trojan horse strategy”: “Every time you talk to a merchant about price or promotion, the media network’s going to roll in. It’s all part of a coordinated effort to maximize returns.”
Execution at the Shelf
While digital acceleration makes headlines, the bulk of grocery purchases still happen inside stores. That’s why Albertsons is investing heavily in shelf conditions, category innovation and personalized pricing to reinforce its value proposition.
“We want to be seen as the best promotional retailer,” Suggs said. “That means competitive everyday pricing, exciting limited-time offers and great in-stock execution.”
Albertsons has made signi cant investments in supply chain automation and end-to-end forecasting, ensuring product availability
Albertsons is investing heavily in shelf conditions, category innovation, localization and personalized pricing to reinforce its value proposition.
at the shelf level. New DSD analytics capabilities now allow the company to spot out-of-stocks down to the item level in real time.
Equally important is local relevance. “One of the areas that excites me is how we think about not only our divisions, but the markets we serve and really breaking it down to a micro-market environment,” Suggs said. “Each of our 2,200-plus stores has their own unique combination of customer demographics and food preferences. You do the math – there’s literally millions of ethnic households in our trade areas, and right now we’re meeting some of their demands. We aspire to meet a lot more of that. We are obsessed.”
“Everything we’re doing is about evaluating our quality specs and raising the bar with our vendor partners to build supplier partnerships that help us support long-term quality expectations in fresh.”
—Teresa Whitney, Group VP/National Merchandising of Fresh, Albertsons Cos.
In fresh, Albertsons is using collaborative category buying to lower the cost of goods and reinvest in pricing. The retailer’s fresh value prop is rooted in making products more affordable and making shopping more fun for the customer.
“We’re delivering value-added items like our new Chef’s Corner marinated meats with 14 culinary-inspired avors that make cooking fresh meals easier, saving our customers time and money,”
TWO SOLUTIONS, ONE ORGANIZED FROZEN SECTION
noted Teresa Whitney, group VP/national merchandising of fresh. “We’re also obsessed about quality. Everything we’re doing is about evaluating our quality specs and raising the bar with our vendor partners to build supplier partnerships that help us support longterm quality expectations in fresh.”
According to Whitney, Albertsons ran 12 national fresh events in 2024, driving 40% household penetration growth and unit sales triple those of the market. In 2025, the company plans to double that gure, leveraging both digital storytelling and omnichannel merchandising.
Fresh is also being enhanced by technology, from AI-driven ripening rooms to personalized gifting workows. Customers can now go online to select a oral bouquet, a bakery cake and a bottle of champagne, and then have them delivered with a personalized note, Whitney observed. That’s the kind of experience that builds loyalty.
When Albertsons reported its rst-quarter earnings in July, same-store sales had increased 2.8%, digital sales had increased 25%, loyalty members had increased 14% to 47.3 million, and net sales had increased 2.5% to $24.8 million. With fresh earnings re ecting solid momentum, Albertsons is proving that omnichannel transformation isn’t just aspirational – it’s also actionable.
With the NEW ShelfHero On-Shelf Merchandising System and SpaceGrid® II, grocers can create a more organized and easy-to-shop frozen aisle experience. Each solution is built to withstand the rigors of the frozen environment and keeps products front-faced with minimal conditioning and labor.
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Energy Rush
CLEAN INGREDIENTS, ENHANCED FUNCTIONALITY AND CREATIVE FLAVORS CONTINUE TO SHAPE A BURGEONING CATEGORY.
By Bridget Goldschmidt
Energy drinks have been around for a long time, but these days, they’re bigger than ever. According to Chicago-based market research rm Mintel, the U.S. energy drink market, estimated at $23.9 billion in 2024, is poised for further growth over the next ve years, driven by avor innovation, an increasing number of better-for-you options, and expanding consumer demographics. Manufacturers concur with these ndings.
“Today’s energy drink consumers are seeking beverages made with better-for-you ingredients that align with a health-conscious lifestyle,” af rms Kyle Thomas, global chief commercial of cer at Austin, Texas-based Nutrabolt, parent company of the C4 Energy, Cellucor and XTEND brands. “As wellness becomes more integrated into daily routines, they’re moving away from arti cial avors and additives and instead looking for products that offer functional bene ts like enhanced hydration, improved mental clarity and gut health support. These are the attributes that matter most to the modern consumer.”
Notes Prabha Cheemalapati, VP of beverage at V8, a brand of Camden, N.J.-based Campbell’s Co. and maker of V8 Energy beverages, “Consumers are looking for energy drinks that provide both physical and mental energy, without having to compromise taste or convenience.”
The V8 Energy Drink Mix line offers three refreshing avors in a convenient powder format.
“Consumers today are seeking energy that ts into their daily routines – whether it’s rst thing in the morning or an afternoon pick-me-up,” observes Amy Pagels, SVP of marketing at The Jel Sert Co., the West Chicago, Ill.-based business whose Pure Kick hydration drink mix was recently named a 2025 Progressive Grocer Editors’ Pick. “Additionally, we’re seeing that taste matters more than ever. There’s a real demand for avor-forward, functional fusions.”
Ca eine and More
One key ingredient in energy drinks is caffeine, but today’s offerings are endeavoring to provide a healthier boost.
“We’re seeing stronger growth [in] products offering caffeine from natural sources, lower or no sugar, and moderated levels of caffeine,” says Cheemalapati, who points out that “additional functional bene ts, reduced
Key Takeaways
As wellness becomes more integrated into daily routines, consumers are moving away from arti cial avors and additives and seeking clean-ingredient energy drinks with functional bene ts.
Single cans on shelves, limited-time avors, impactful displays, exclusive promotions, lifestyle tie-ins, attractive packaging and athlete endorsements are helping to fuel energy drink sales.
Functional stacking, continued avor innovation and customizable options will in uence the future of the category, along with convenience and affordability.
C4 recently launched the seasonal Classic Lemonade avor.
sugar and more natural caffeine sources … provide steadier energy and support other areas of life, such as focus.”
“Some energy brands contain as much as 200 milligrams of caffeine in their products, while we see the sweet spot being 80 milligrams to 120 milligrams of caffeine,” notes Pagels, adding that rather than “leaning on high caffeine counts,” Jel Sert prefers to create “ avor- rst products with functionality” through partnerships with Jolly Rancher and Jamba, and tropical fusions like Mango Açaí.
“Our retail partners are helping us amplify our approach with dynamic o -shelf displays, exclusive promotions and lifestyle tie-ins, such as gaming, where we’re drawing new consumers into the category. It’s not about following the category. It’s about reshaping it around what people want.”
—Amy Pagels, The Jel Sert Co.
Cleaner energy sources include green tea extract and guarana, which she asserts “are gaining popularity as consumers seek cleaner ingredients, transparency and a balance of bene ts.”
Beyond caffeine, Thomas cites the following: “Two hot-ticket items are protein and gut-healthy ingredients like pro- and prebiotics. Protein has certainly been a topic for some time now, but we’re seeing consumers are increasingly drawn to options that deliver both the bene ts and great taste. It’s the same with guthealthy ingredients.”
Further, according to Pagels: “We’re seeing increased interest in products without color, or those using natural color and functional bene ts that can be stacked, such as energy plus hydration. It’s about giving consumers options that feel personalized and
Energy
Another Way
ALLDAY COMES IN AN INNOVATIVE SPRAY FORMAT.
Now, instead of opening a container of their favorite energy drink, or mixing a powder packet with water, consumers can spray the product right into their mouths. Austin, Texas-based ALLDAY – described by company CEO Alex Cantwell as “a game-changer” in the space – offers “fast and effective energy without having to chug an entire can.”
“We’re witnessing a shift toward alternative energy formats that challenge traditional beverages,” notes Cantwell. “A new wave of products is emerging, including sprays, gums and pouches that offer fast-acting, multi-serving and lower-cost alternatives to energy drinks.”
purpose-built across every part of their day.”
Standing Out, On and O the Shelf
Of course, it’s not enough to offer the clean-ingredient decks and trending avors that consumers crave – brands and retailers also have to get shoppers to try the products in the rst place and then keep on buying them.
“We have found that the presence of singles [cans] drives trial, and [limited-time-offer] avors have also been very successful for us” at retailers such as Meijer and Walmart, notes Cheemalapati.
Establishing an in-store presence doesn’t end at the shelf, however.
“Our retail partners are helping us amplify our approach with dynamic off-shelf displays, exclusive promotions and lifestyle tie-ins, such as gaming, where we’re drawing new consumers into the category,” says Pagels. “It’s not about following the category. It’s about reshaping it around what people want.”
She adds: “Off-shelf placement is everything. Ideally, brands can
According to Cantwell, ALLDAY delivers the effects of caffeine twice as fast as any traditional drinkable caffeine product on the market. The pocket-sized multi-serve product contains six servings of caffeine for $4.99, “a fraction of the cost per serving compared to single-serve energy drinks,” he points out.
“For retailers, the emergence of small non-refrigerated caffeine products has been well received, as they are lightweight, take up minimal shelf space and offer strong revenue potential for retailers,” adds Cantwell.
Brewed and bottled in the United States, the clean-ingredient, sugar-free product contains such ingredients as natural caffeine from organic green coffee beans; N-acetyl-L-tyrosine, a highly bioavailable amino acid that supports dopamine production and cognitive performance under stress; and L-theanine, an amino acid naturally found in green tea and known to enhance alertness and reduce the side
effects of caffeine when taken together. The spray is also keto, vegan, Paleo-friendly, gluten-free, dairyfree, soy-free, nutfree and non-GMO.
ALLDAY is mainly carried in the convenience channel, where portability and impulse buys are key drivers. “Because the product is shelf-stable, it’s merchandised at the front of the store, often near the register, maximizing visibility and minimizing footprint,” explains Cantwell. “We’ve found that this compact format ts easily into planograms while standing out as a unique product in a crowded category.”
The product line, which comes in Tropical Burst and Strawberry Blast avors, is currently available at convenience stores across Austin and Atlanta, with expansion plans underway.
ALLDAY energy spray is currently in expansion mode.
create something eye-catching, accessible and backed by shopper insights. Our Pure Kick Forza displays at Family Dollar and Dollar General are doing really well. We leaned into lifestyle integrations with a gaming promotion that brings energy products into real cultural moments. By offering exclusive shopper deals tied to relevant passion points, we’re not just selling products, we’re helping to bring new customers into the category.”
Additionally, when it comes to marketing and merchandising, the outside can be just as important as what’s inside.
“Showcasing our incredible avor pro les in eye-catching packaging is a must,” emphasizes Thomas. “Beyond that, we really strive to reinforce our credibility, be it our NSF Certi ed for Sport certi cation or our professional partners, such as Bijan Robinson and Saquon Barkley. By showcasing recognizable faces consumers trust, it reinforces our expertise in the category and ensures retail partners and consumers alike feel comfortable reaching for any of our products.”
Future Energy
What will the energy drink industry serve up in the next few years?
“I was recently at a conference in New York City and noticed several key themes shaping the future of the energy drink category,” says Thomas. “Many brands are leaning into hydration and electrolytes, as well as global-inspired avors like mango. There’s also a growing presence of beverages infused with functional ingredients like adaptogens. Across the board, convenience and affordability continue to be major priorities for brands looking to meet evolving consumer expectations.”
“We’re going to see more functional stacking – energy plus hydration, plus immunity, plus protein,” predicts Pagels. “It’s a move toward personalization by daypart, where people are choosing products that serve very speci c needs at different times of day.”
She adds: “Flavors will continue to evolve, too, with more adventurous pro les and less reliance on synthetic dyes. Our team is focused on meeting that future now, with smart innovation, accessible price points, and bold product experiences that don’t sacri ce avor, function or value.”
“V8 Energy is continuing to innovate by introducing bold new avors and formats that meet evolving consumer interests,” notes Cheemalapati. “Our limited-time-offer strategy has been a major success, giving us the opportunity to introduce trend-forward seasonal avors like this summer’s Tropical edition, Passionfruit Orange Guava.”
She continues: “Looking ahead, we’re expanding into high-level platforms that go beyond the traditional ready-to-drink space. Just [recently], we launched V8 Energy Drink Mix in three refreshing avors: Peach Mango, Strawberry Lemonade and Pomegranate Blueberry. This convenient powder format is gaining momentum as more consumers seek customizable energy options. And while we can’t give away all our secrets, you can denitely expect more exciting launches to come.”
In fact, regarding V8’s work on energy drink products, Cheemalapati asserts, “We’re just getting started.”
Jel Sert’s Pure Kick Forza displays have seen success at Family Dollar and Dollar General.
Grocers’ Guide to Robotics
HOW ARE ROBOTS AND AUTOMATION CHANGING THE GAME IN FOOD RETAIL?
By Emily Crowe
Robotics and automation are proliferating throughout the food retail industry, from shelf intelligence and automated picking systems to robot oor scrubbers, last-mile delivery and beyond. Not only are robots making associates’ jobs easier, but they’re also upping the ante on operational ef ciency and helping to streamline the overall supply chain.
“Robotics enables grocers to meet rising operational demands while controlling costs,” explains Faizan Sheikh, co-founder and head of customer success at Kitchener, Ontario-based Avidbots. “Tight margins, labor shortages and ‘winning back retail’ against e-commerce leave little room for inef ciency.”
Indeed, robotic solutions have made it easier for grocers to scale automation and alleviate the burden on associates, notes Brad Bogolea, CEO and co-founder of San Franciscobased Simbe. “By equipping store teams with always-on inventory data and AI-powered recommendations, robotics are rede ning store operations and enabling smarter decision-making at every level,” he explains.
Arti cial Intelligence is making robots smarter, according to Brain Corp.
Shoppers are increasingly accepting the presence of robots in their grocery stores, with Simbe nding that 96% have a positive or neutral attitude toward in-store robots, while 77% view them positively. Only 4% have negative feelings about their presence in stores. Moreover, the company found that 90% of store managers using its autonomous shelf-scanning robot Tally say that they wouldn’t want to do their job without it.
“Retail tech investment has surged 151% over the past year, with the greatest investment in robotics,” Bogolea says. “As a result, retailers are under growing pressure to turn innovation into impact — but only 20% have scaled their in-store technologies.”
With that ever-present gap between the need for multimodal solutions and the number of grocers that have yet to adopt them, here’s a closer look at how robotics and automation are currently being used at food retail, and where the technology could be headed within the industry in the next ve to 10 years.
The AI of It All
At the heart of today’s robotics and automation solutions is arti cial intelligence (AI). According to David Pinn, CEO of San Diego-based Brain Corp, the technology is making robots smarter and allowing them to better understand their environment and interact with people intelligently.
“Through advanced computer vision and machine learning, robots can adapt how they behave around different obstacles,” Pinn explains. “For example, a robot can stay far away from shoppers but get very close to stationary objects to maximize cleaning or scanning coverage.”
“As grocers increasingly turn to data-driven analytics to guide business and inventory decisions, AI will function as the essential layer of intelligence powering automation, personalization and predictive capabilities across the entire shopping journey.”
—Brad Bogolea, Simbe
& Automation
Indeed, AI is the backbone of many robotics initiatives because it helps grocers operate in unstructured environments that have traditionally required a person to be present, including on city sidewalks, says Ahti Heinla, CEO and co-founder of San Francisco-based Starship Technologies, which makes autonomous delivery robots.
Additionally, Bogolea says that AI directly enhances the day-to-day in-store experience by helping with such tasks as generating optimized pick paths for associates ful lling online orders, or enabling shoppers to navigate the store more ef ciently using guided paths based on their shopping lists.
“As grocers increasingly turn to data-driven analytics to guide business and inventory decisions, AI will function as the essential layer of intelligence powering automation, personalization and predictive capabilities across the entire shopping journey,” he predicts.
In-Store Robotics
Robots working at the store level cover a large range of duties, and according to Pinn, certain robotics applications go a long way toward bringing automation from the digital world into the physical world. As he notes, a report by the U.K.-based IGD (Institute of Grocery Distribution) highlights that physical stores will command 94% of the total grocery market share in 2029. With the National Retail Federation’s estimates of a 4.6 million-worker shortage by 2030, robots have become critical to bridge capacity gaps and bring precision and ef ciency directly to the physical store oor.
In 2024, BrainOS robots provided cleaning services across 42 billion square feet of retail oor. The company’s robots also track inventory in stores and distribution centers, ensuring the right product or pallet is in the right place at the right time, and at the right price.
At Bentonville, Ark.-based Sam’s Club alone, BrainOS robots capture 23.5 million images daily.
Avidbots’ Kas, meanwhile, is an autonomous oor scrubber for retail stores that helps associates maintain clean, safe environments. This type of application allows an associate to simply “press go” on the company’s robots to scrub the oors, while the associate is instead able to focus on higher-value areas to clean, like bathrooms, registers and windows, Sheikh says.
In other functionality, Simbe’s aisle-roving Tally can deliver high- delity and wholestore visibility, capturing precise data on product availability, pricing and shelf conditions across the entire store multiple times per day.
“This makes robots the foundation of a multimodal tech stack, with xed sensors offering complementary, high-frequency monitoring in priority zones,” Bogolea explains. “Together, they balance coverage, delity and frequency, while robots require minimal infrastructure and are fast to deploy, delivering scalable impact across formats.”
Also being deployed at the store level are robots that can assist with last-mile delivery. Starship’s self-driving delivery robots operate 24/7 on sidewalks globally and in any weather conditions.
“We offer a complete turnkey solution, including an analytics dashboard, training manuals and robot management,” Heinla says. “The grocer does not need to be a robotics expert. We effectively built a whole system for autonomous logistics at scale.”
San Antonio-based H-E-B is doing its own test of last-mile delivery robots with the help of autonomous-vehicle delivery company Avride. That company’s vehicles can carry up to 10 items, have a service radius of approximately 1 mile and are being piloted at H-E-B’s Mueller store on the northeast side of Avride’s hometown of Austin, Texas.
Starship Technologies makes autonomous delivery robots that operate 24/7.
Simbe has found that 77% of shoppers view robots in stores as a positive.
Automation in the Supply Chain
Further into the grocery supply chain, Avidbots is offering cleaning robots speci cally for distribution centers. As Sheikh explains, robotics has reshaped grocery distribution centers by addressing labor shortages, improving throughput and boosting accuracy, as well as automating repetitive tasks like picking, palletizing and inventory control.
“Distribution has the added requirement of safety and compliance, something that robotics can provide for peace of mind,” he says. “Don’t forget labor. Our autonomous scrubbers are a prime example — seamlessly integrating into operations to ensure clean, safe environments while freeing staff for other priorities.”
For its part, Hat eld, England-based Ocado Group has developed AI-powered robotic arms that can help grocers level up in e-commerce and logistics. The company’s systems are powered by advanced applications of machine learning, which is capable of making smart decisions on the y, and can pick, pack and organize stock within ful llment centers directly from the grid.
Bentonville, Ark.-based Walmart, meanwhile, has been engaged in long-term efforts with Wilmington, Mass.-based Symbotic to equip the retailer’s entire regional distribution center network with robotics and software automation. Symbotic will help Walmart develop, build and deploy an advanced robotics platform solution that will accelerate online pickup and delivery options at stores.
In a similar move, Saint Ann, Mo.-based discount grocery chain Save A Lot late last year teamed with New York-based Fabric to open a Brooklyn, N.Y., micro-ful llment center that uses Fabric’s high-density, high-throughput cube-based robotic storage system to automate grocery delivery ful llment operations.
Avidbots’ Neo is a fully autonomous oor-scrubbing robot that maximizes cleaning productivity.
Looking Forward
Robotics and automation are changing rapidly, and over the next ve years, Simbe’s Bogolea expects robotics to play a key role in transforming grocery stores into living data-driven ecosystems that can constantly evolve and adapt to meet the unique needs of the communities they serve.
“Across retail verticals and formats, robots will power better store team work ows and customer shopping experiences, from supporting planogram optimization and dynamic pricing, to enabling automated reordering and last-mile ful llment,” he says.
“In distribution, expect more widespread AI-enabled robots performing tasks as menial as cleaning or palletizing, all the way up to coordinating with other systems for end-to-end automation.”
—Faizan Sheikh, Avidbots
Sheikh believes the biggest change over the next ve to 10 years will be collaboration, and the ability of robots to work seamlessly alongside human teams, as well as with other robots. “In distribution, expect more widespread AI-enabled robots performing tasks as menial as cleaning or palletizing, all the way up to coordinating with other systems for end-to-end automation,” he foresees.
In a pointed look toward the future, Brain Corp. has launched Project Brawn, which focuses on AI-powered robotic stocking and picking. As such, Pinn expects future robots not only to detect issues, but also to x them, sharing that the company envisions “robots that stock products onto shelves, correct shelf placement issues and ful l customer orders.”
Starship’s Heinla, meanwhile, expects robots to be literally everywhere in the next ve to 10 years.
|“Right now, all of these things are at the level where they work but have not taken over the whole world yet, because it takes time to take over the whole world,” he observes. “It’s very much underway. In ve or 10 years, I think the world will have changed.”
Most store managers using Simbe’s autonomous shelf-scanning robot Tally say they wouldn’t want to do their job without it, according to the company.
Focus on Fixtures
HOW WINNING AT THE SHELF INCLUDES THE ACTUAL SHELF AND OTHER FIXTURING ELEMENTS.
By Lynn Petrak
As competition continues to ramp up across the omnichannel, grocers are looking to differentiate their businesses through in-store experiences. Inviting atmospheres and shoppable layouts include a variety of elements that serve both practical and aesthetic purposes, including physical features used to organize departments and display products.
Indeed, xturing that spans shelving units, racks, tables, bins and gondolas, along with other components like cooling systems, are more than a backdrop in today’s store environment. These elements can engage a shopper in those all-important – and near-instant – points of decision.
“In the design phase, xture planning is one of the most important components of laying out a grocery store,” asserts Alex Bingham, an architect and associate with multidisciplinary design rm Cushing Terrell, in Austin, Texas, which has worked with a wide variety of retailers around the United States and the world. “Well-designed xture plans guide shoppers through the store, promote exploration and increase exposure to products, and lead to higher impulse buys and cross-selling opportunities.”
Schweitzer’s display elements are on show in an Edeka store of the future.
“Well-designed fixture plans guide shoppers through the store, promote exploration and increase exposure to products, and lead to higher impulse buys and cross-selling opportunities.”
—Alex Bingham, Cushing Terrell
Key Takeaways
Fixtures can engage a shopper in those all-important – and nearinstant – points of decision.
Grocers are adding xtures that enhance their own operations, with assortment and labor playing a larger role in those installations.
Technology is increasingly in uencing the choice of store xtures as grocers seek to maximize resources and reach; modularity and sustainability are other key considerations.
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Engineered for efficiency, the SaladRack™ features pre-measured, locking width settings that perfectly match standard produce packaging—ensuring consistent planogram integrity during even the heaviest foot traffic or restocking surges. Unlike generic pushers, our variable-force spring system with ball-bearing glides delivers a soft push and smooth pull-out with stay-back functionality, allowing for effortless rotation and restocking.
With deeper trays and compact installation onto crossbars, grids, or shelves, the SaladRack™ maximizes both vertical and lateral space, allowing you to pack more product, reduce stockouts, and maintain a clean, organized display.
With the NEXT PRO™ SaladRack™, you’re not just facing produce—you’re elevating the entire shopping experience.
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That point is underscored by Robb Northrup, director, marketing and communication at siffron, a Twinsburg, Ohio-based retail merchandising xture and display company. “Optimizing shelf space is about more than just tting product — it’s about presenting it in a way that attracts attention, drives purchase behavior and enhances the overall shopping experience,” he explains. As Northrup points out, grocers can elevate the brick-and-mortar experience by creating clean, organized visual displays; presenting items clearly using adjustable angles; and incorporating clear signage and dividers to de ne categories.
Today, those tasked with store design can choose from a growing array of xture options and create layouts that can vary from store to store. For example, Austin, Texas-based Whole Foods Market takes the greater community into consideration when determining how to set up its stores.
“We don’t have cookie-cutter stores,” Christina Minardi, EVP, growth and development at Whole Foods and EVP of worldwide growth and development at Amazon, told Progressive Grocer during an episode of the Top Women in Grocery podcast. “We spend a lot of time to get to know the communities that we’re in, and then design the store to t in well.”
That approach is echoed by Matthäus Streitberger, head of operations North America at Schweitzer, a Naturns, Italybased design and shop tting company that has worked with Whole Foods on several store designs, including the new Daily Shop concept.
“In today’s competitive grocery market, differentiation hinges on creating captivating store environments with well-designed spaces and smart xtures,” Streitberger says. “A key strategy is highlighting local products, as this builds strong community connections and appeals to consumer demand for authenticity.”
When setting out to create satisfying surroundings for shoppers, retailers and their design and equipment partners should take several factors into consideration. “There are two different mindsets when it comes to xtures,” Bingham explains. “The rst is providing a highly adaptive xture that can facilitate different arrangements and sizes of a product, where the xture disappears into the background, and the product takes center stage. The second is a visual storytelling xture that re ects a company’s brand through materials, colors and design, highlighting unique product offerings.”
“In today’s competitive grocery market, di erentiation hinges on creating captivating store environments with well-designed spaces and smart fixtures.”
—Matthäus Streitberger, Schweitzer
This Hyannis, Mass., Whole Foods Market was designed with Cushing Terrell.
Schweiter works with retailers such as Whole Foods (left) to create thoughtful xturing and seamless customer ow.
Back this September with new episodes featuring bold voices, fresh perspectives, and the stories driving grocery retail forward.
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Form Meets Function at the Shelf
In addition to drawing customers into a space and putting displays in the best possible light – sometimes literally – grocers are adding xtures that enhance their own operations. Increasingly, assortment and labor play a role in those installations.
“The proliferation of SKUs, driven by growing consumer demand for variety and personalization, creates signi cant complexity at shelf level,” says Northrup, noting that more product types are vying for limited space and straining labor as workers strive to keep up with new launches and seasonal items.
In this environment, he adds, maintaining cleanliness becomes more challenging, especially when xtures must be disassembled or relocated to clean effectively, which risks planogram disruption or noncompliance. To solve some of these issues, siffron offers a lightweight shelving system called ModoShelf that features tool-free adjustability, antimicrobial tiles, angled shelves, and well merchandisers that eliminate the need for unsightly liners or bulky wire racks. Integrated accessories, such as dividers, fencers, inventory blockers and lighting, can streamline product presentation and make stocking easier for employees, according to Northrup.
Craig Weiskerger, director of sales and marketing at WilkesBarre, Pa.-based Trion Industries, agrees that xturing choices are made based on both form and function. “With more products competing for attention than ever before, shelf space has never been more valuable,” he af rms. Trion offers several solutions for retailers, including a system that helps them gain 30% more facings within their current retail footprint.
“With more products competing for attention than ever before, shelf space has never been more valuable.”
—Craig Weiskerger, Trion Industries
According to Weiskerger, Trion’s WonderBar system can be installed by retro tting current gondolas, and is easily deployed throughout the store, including refrigerated cases, meat departments, produce sections, dry foods, coffee aisles, general merchandise, and more. Trion also works with grocers to add a ZipTrack merchandising system to create runs of neatly organized products with adjustable lanes, as well as an expandable wire tray for long-term merchandising within frozen food areas.
Meanwhile, technology is increasingly in uencing the choice of store xtures as grocers seek to maximize resources and reach. “We’re also seeing the integration of technology into xtures with interactive displays, digital signage, automated checkout systems and sensor-enabled shelving,” Bingham observes. “These innovations increase engagement with the customer and provide additional convenience.”
Trion’s WonderBar system allows grocers to display more items.
Trion’s ZipTrack system (top) and adjustable merchandising display serve multiple purposes.
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The Value of Versality
The need to optimize surroundings to meet shoppers’ needs at a particular moment in time is re ected in the recent emphasis on modular xtures. Elements include tables and bins that can be rotated or updated. Some stores, including forward-thinking markets in Europe, even change their displays by daypart, to showcase certain items that might be appealing at dinnertime on a weeknight versus a weekend stock-up trip.
Schweitzer specializes in such modular designs. “Grocers can further stand out by promoting their own-brand or private label products through exible displays, which create unique selling points,” Streitberger says. “These adaptable spaces, supported by versatile xtures, can be used as dynamic ‘pop-ups’ for seasonal offerings or special occasions, ensuring the store consistently feels fresh and engaging to customers.”
He adds: “Beyond traditional dry xtures, we incorporate self-serve and serviced fresh xtures that beautifully showcase produce and deli items, enhancing the visual appeal and ease of shopping in these high-value departments.
This focus on exible fresh xturing, as championed by Schweitzer, allows for rapid merchandising adjustments, ensuring products are always presented optimally to drive sales at the right time of the day.”
Versatility is built into other xture types, too. For example, Jasper, Ga.-based Royston LLC recently launched a front end merchandiser from Southern CaseArts that includes both ambient and refrigerated temperatures in one unit. The system can be integrated into existing checkout lanes to create appealing grab-and-go areas.
Putting the “Eco” Into Store Ecosystems
Over the past several years, retailers and equipment providers and designers have taken sustainability into account when determining what xtures to use in a setting.
“Some of the biggest impacts we can have in terms of sustainability are with our lighting selections and refrigeration systems,” Bingham notes. “We’re seeing IECC codes decreasing power usage and increasing lighting controls to respond to daylight, dim and auto shut-off, and, wherever possible, we’re designing with the goal of reducing energy and increasing control when it comes to lighting choices.”
Frozen and refrigerated areas also re ect this emphasis, with traditional refrigerants being replaced with lower global-warming potential (GWP) products. According to Bingham, “This is being implemented for many of our current projects, and we expect to see more and more adoption with the American Innovation and Manufacturing (AIM) act, enacted in 2020.”
Carefully planned xtures guide customers through the Hyannis, Mass., Whole Foods.
Today’s grocers seek xtures with built-in versatility, like this front end merchandiser.
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Pizza Meets French Fries
Frozen pizza brand Tombstone is debuting its rst-ever French Fry Style Crust Pizza, a bold mashup of two favorite bar foods. Featuring a crispy potato-based crust and real cheese, the product line is available in two hearty gluten-free varieties: gooey Loaded Bacon Cheddar and comforting Chili Cheese. To mark National French Fry Day on July 11, the brand launched a sweepstakes offering consumers the chance to win a free rst taste of French Fry Style Crust Pizza. The product has rolled out at Walmart and other select retailers for a suggested $6.49 per approximately 18-ounce pie, although prices may vary by store. Tombstone is a brand of Nestlé USA.
Co-founded by soccer great David Beckham and serial entrepreneur Shaun Neff, next-generation fruit snack brand BEEUP has debuted a line of honey-powered treats. Inspired by Beckham’s love of beekeeping and nutrient-dense snacks, BEEUP harnesses honey’s superfood power to fuel busy families’ many activities. Non-GMO, free from synthetic dyes and arti cial avors, and providing an excellent source of vitamins A, C and E, the product line is available in three juicy avors – Very Berry, Tropical Mix and Sour Watermelon – at Target stores across the United States, as well as on Target.com and the BEEUP website, for a suggested retail price of $4.99 per 7.76-ounce 10-pack of any avor.
https://beeupsnacks.com/
A brand of venerable bakery manufacturer, distributor, co-packer and wholesaler Gold Medal Bakery, Fave’Wich aims to rede ne snacking with the launch of the SB & Grape Crustless Sandwich, a freezer-free item crafted from premium non-GMO ingredients and always ready to go when consumers are. Consisting of smooth sun ower seed butter and all-natural grape jelly tucked into soft fresh-baked bread, Fave’Wich is manufactured in a 100% nut-free facility; free of dairy, high-fructose corn syrup and arti cial avors; plant-based; and packed with 6 grams of protein. An individually wrapped 2-ounce sandwich retails for a suggested $2.99.
The latest product line from Australian yogurt brand noosa yoghurt, noosa mix-ins, adds texture, crunch and variety to its cult-favorite whole-milk yogurt. Each avor offers smooth, velvety yogurt atop real fruit or caramel and topped with such premium mix-ins as honey oat granola, toasted almond slices, toasted coconut, chocolate chips and dried fruit. Leaning into what consumers want with real, recognizable ingredients and satisfying avor combinations, the line comes in Coconut, Strawberry, Cherry, Lemon Blueberry and Caramel Apple avors. A 5.8-ounce cup with a transparent cap enabling consumers to see each avor’s mix-ins retails for a suggested $2.79.
https://noosayoghurt.com/
By Bridget Goldschmidt
All Aboard
PG’S MANAGING EDITOR GETS THE LOWDOWN ON WHY CHARCUTERIE IS SO BIG, HOW RETAILERS CAN CAPITALIZE ON IT AND WHAT’S TO COME IN THIS TRENDING SPACE.
Born in Philadelphia, iconic gourmet brand Di Bruno Bros. has now rolled out its offerings –cheese spreads, artisanal crostini, Italian-style grissini, and more –nationwide at such major retailers as ACME, Stop & Shop, Publix, Hy-Vee, and Big Y, as well as at ShopRite, the banner operated by members of retailer cooperative Wakefern Food Corp., which acquired Di Bruno Bros.’ product portfolio last year. To mark this momentous occasion, who better to ask about where the current charcuterie craze is headed than Emilio Mignucci, third-generation owner and VP of culinary pioneering at Di Bruno Bros.?
“Charcuterie has become a cultural trend and phenomenon because it is equal parts culinary experience and visual storytelling.”
“Our charcuterie products are rooted in the Italian tradition of tagliere – an authentic experience we are making accessible and exciting for everyone,” notes Mignucci. “It all started when my uncles, Danny and Joe Di Bruno, opened our rst shop in South Philadelphia. Over the years, we have expanded our offerings with globally inspired, expertly crafted products.”
—Emilio Mignucci, Di Bruno Bros.
Asked to account for the current interest in such items, he replies: “I think charcuterie has become a cultural trend and phenomenon because it is equal parts culinary experience and visual storytelling. People love the creativity and customization it allows – pairing different textures and avors in a way that appeals to many different palates.”
Not Just Cheese and Meat
His enthusiasm extends to innovative twists on the traditional concept. “I love seeing people experiment with the format,” asserts Mignucci. “Dessert boards and butter boards are a fun, creative extension of the original idea — all about shared experience and variety. While these trends may ebb and ow, the foundational concept of curated, shareable avor journeys will always have staying power. And, as long as they’re done with quality and intention, I think they have a place alongside the classic cheese-and-meat boards.”
For retailers interested in making the most of charcuterie, Mignucci has some suggestions. “At Di Bruno Bros., we put a strong emphasis on pairings, as it is what transforms a collection of products into a true charcuterie experience,” he says. “Our website and packaging offer pairing suggestions, helping customers con dently mix and match avors.”
He adds: “Retailers can bring this to life by merchandising complementary items together and sharing easy pairing ideas in-store. While ready-made boards offer convenience, encouraging customers to build their own allows for personalization and creativity – making the experience more engaging and memorable.”
A Platform for Global and Seasonal Flavors
As for what’s coming up in this area, Mignucci believes that even more innovation is in the of ng. “Charcuterie is evolving into a
platform for global avors and seasonal creativity, with growing interest in premium accompaniments like truf e honeys, cocktail-inspired jams and unique avored cheese spreads,” he observes. “At Di Bruno Bros., we’re meeting that demand with new offerings like seasonal cheese spreads and crostini avors – products that keep customers coming back for fresh inspiration. We are tapping into this momentum by rotating in limited-time items, offering sampling opportunities, and using signage and displays to share pairing ideas, turning charcuterie into an engaging, avorful experience.”
Di Bruno’s new products, consisting of artisan snacks, crostini avors, cheese spread varieties and limited-time specialty cheese spreads, will debut this year. “We can’t wait for customers to try them!” says Mignucci.
