From buttery brioche loaves and soft burger buns to our elegantly sweet brioche rolls, every bite delivers the rich, airy texture customers
Brioche Gourmet brings a taste of France to every bite!
Ernest N. Morial Convention Center
REVOLUTION AT AMAZON Company unleashes new formats, leadership and strategies
BETTER-FOR-YOU BEST
This year’s Editors’ Picks offer functionality as well as avor
HUNGRY FOR A CHANGE
Bold innovation takes candy and snack categories by storm
https://augustbakery.com/take-and-bake.html
Features
Aisles of Authenticity
Bashas’ focus on community, service and value pays off.
18 RETAILER DEEP DIVE
Amazon’s Grocery Revolution
New formats, leadership and strategies set the stage for a reinvention.
26 TECHNOLOGY
From Brand Driver to Commerce Engine
Impulse-driven and shopper centric, the relatively untapped social commerce sector is a potential revenue boon for grocers.
32 FEATURE
Anchored Amid Waves
In Progressive Grocer’s 92nd Annual Report, grocers note that they’re steering their businesses based on pragmatism and personalization – plus the The PG 100.
50 SEAFOOD SPOTLIGHT
Salmon at Scale
PG speaks with the president/chair of the Chilean Salmon Marketing Council to find out what differentiates this particular product, and how U.S. grocers should make the most of it.
52 FEATURE:
All the Best
Many of this year’s Editors’ Picks marry functionality and avor.
66 FRESH FOOD Rede ning Quality
Producers and retailers alike are discovering additional selling points for premium meats.
70 FRESH FOOD Cheese Review
PG presents a roundup of recent products in the category spanning the deli and dairy sections.
72 CENTER STORE
Top Trends in Candy and Snacks
Bold new avors and innovative twists on classics are taking the categories by storm.
ately, I’ve been spending an unnatural amount of time staring at tanker trackers: apps with real-time data showing that cargo volumes at U.S. ports are undergoing a drop in container tra c not seen since the pandemic.
The drop in cargo volume is just one way that President Trump’s trade war is going to a ect the U.S. grocery industry, by way of disrupted supply chains. But I also worry about retailers bearing the brunt of price hikes on a wide range of products – and how those costs may be passed on to shoppers.
While the U.S. Treasury Secretary has predicted a “de-escalation” in the trade war “soon,” there is a way forward through these times, even if infl ationary tari s persist. That’s by doubling down on products made locally, regionally or in the U.S.A. Grocers know that shoppers love fi nding hyper-local products that feel custom-merchandised for them. Given the current economic climae, more shoppers may be looking for “Made in the U.S.A.” products than ever before. Here’s a recap of what some retailers are doing in this area:
1. Big Y Foods: Each year, Big Y hosts an annual Local Vendor Partner Appreciation Luncheon to celebrate the retailer’s local partnerships and honor a few special partners that go above and beyond. The company partners with 500plus local businesses and carries more than 4,000 individual local products. These items can be found across every store department chainwide.
2. H-E-B: Considered the gold standard for hyper-local merchandising, H-E-B fi ne-tunes its stores to each Texas community it serves, o ering locally made products, regional fl avors and even di erent store formats (Central Market for upscale urban areas). Products labeled “Texas Proud” are sourced directly from Lone Star State farmers, ranchers and food producers, and stores in border towns have distinctly Hispanic assortments compared with Hill Country stores.
3. Publix Super Markets: Publix expertly tailors store layouts and product selections to the demographics and cultural preferences of each of its locations across the Southeast. It adjusts bakery items, seafood selections and even seasonal goods based on local demand. Stores in coastal Florida o er extensive fresh seafood and Cuban pastries, while stores in Georgia highlight Southern specialties like peach products and regional barbecue sauces.
4. The Kroger Co.: Kroger leverages customer data from its loyalty program to localize inventory at the store level. It also runs “local vendor” programs to bring regional brands into stores. In Cincy, you might fi nd regional favorites like Skyline Chili on Kroger shelves, while Colorado stores emphasize local craft beers and Rocky Mountain region produce.
5. Wegmans Food Markets: Wegmans customizes its stores heavily, based on local demographics and preferences. Its locations often feature hyper-local produce, regional prepared foods and specialty items that resonate with community tastes. In upstate New York, Wegmans features apple varieties and dairy products from local farms, while its Maryland stores emphasize Chesapeake Bay seafood.
6. Whole Foods Market: Whole Foods has preserved a strong commitment to local sourcing through its Local Producer Loan Program and robust regional buying o ces. Each store across the country spotlights local artisan foods, produce and packaged goods.
As grocery retailers navigate the uncertainty ahead, they should be thinking locally more than ever before (and maybe retraining some shoppers), one neighborhood at a time.
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BRAND MANAGEMENT
VICE PRESIDENT & GROUP BRAND DIRECTOR Eric Savitch esavitch@ensembleiq.com
EDITORIAL EDITORIAL DIRECTOR & ASSOCIATE PUBLISHER Gina Acosta gacosta@ensembleiq.com
Since Canada Day and National Creative Ice Cream Flavors Day coincide, why not suggest that shoppers add maple syrup to a homemade batch?
6
National Hand Roll Day. Give sushi enthusiasts the instructions – and ingredients – to make these at home.
13
National Delaware Day. The First State may be small, but it boasts a wealth of signature foods and beverages.
7
Caribbean Community Day. Pay tribute to the many fabulous cuisines of the West Indies.
14
Bastille Day. Vive la France!
20
National Lollipop Day. For those watching their sugar intake, make sure you stock some BFY alternatives.
27
National Parents’ Day. Kids can honor their folks with owers and cards picked up in your store(s).
21
Robin Williams’ Birthday. The beloved comedian, who would have been 74 today, was a fan of pot roast.
8
National Blueberry Day. Why should consumers pick them when they can be purchased fresh in your produce department?
15
National Clean Beauty Day. Run an article in your in-store magazine describing which products from the aisles can be used to nourish skin and hair.
22
Mango Day. Provide recipes that include this popular tropical fruit in a range of dishes.
28 World Nature Conservation Day. Be part of the solution by holding a checkout donation campaign bene ting this cause.
National Culinary Arts Month
National Eggplant Month
National Grilling Month
National Hot Dog Month
National Ice Cream Month
National Independent Retailer Month
National Picnic Month
National Watermelon Month
2
I Forgot Day. Remind customers to stop by your store(s) for any items that may have slipped their minds.
9
National Don’t Put All Your Eggs in One Omelet Day. Two to three is the usual number.
16
National Personal Chef Day. Since most shoppers can’t afford one, offer a sweepstakes in which the prize is a customprepared romantic dinner for two.
3
Air Conditioning Appreciation Day. Now’s when it’s really needed.
4
The Fourth of July is also Independence From Meat Day, so use the opportunity to promote your plant-based offerings across the store.
5
Don’t forget to duck on International Cherry Pit Spitting Day
10
National Wyoming Day. Spotlight food and beverage products hailing from the Equality State.
17
World Emoji Day. Be careful with the food-related ones.
23
Peanut Butter and Chocolate Day. An unbeatable combination – unless you’re allergic to either.
29
National Wing Day. Go beyond Buffalo to recommend other preparation styles for home entertaining.
30
International Day of Friendship. Buddies do all kinds of fun things together, like go shopping for food.
24
11
National Polyphenol Day. Have your retail dietitian explain the health bene ts of these plant compounds in foods and beverages.
12
National Eat Your Jello Day. Most of us won’t need any prompting.
18
World Listening Day. Take the time on this occasion to hear the concerns of customers and associates.
25
Tell an Old Joke Day. Hold a contest among your associates in which funny stories with a supermarket setting get extra points.
31 Lifeguard Appreciation Day. Salute these hardworking heroes of our beaches and pools with a special discount.
19
National Football Day. Develop a playbook of the perfect nger foods to serve during a game, depending on region
National Hire a Veteran Day. Show your commitment to our nation’s warriors by giving them jobs when they leave active service.
World Tofu Day. Any way you slice it, this versatile fermented bean curd is a key part of various global cuisines.
Ready-to-Drink (RTD) Alcoholic Beverages
What You Need to Know
RTDs aren’t the primary drink for the majority of consumers. Creating more occasions for RTD consumption can help maintain momentum. Refreshing natural avors with low sugar content have broad appeal across groups like women and Baby Boomers, both of which offer opportunity for growth.
Spirit type and avor lead consumers’ interest in RTDs. Small tweaks, like higher ABV (alcohol by volume), limited-time and seasonal avors, and using cocktails as an inspiration, not a template, will help RTDs nd additional occasions for consumption.
The RTD market is slowing, a natural market correction requiring realistic expectations going forward. Hard seltzers are struggling the most as the novelty wears off and consumers look to other RTD segments for something new.
What Consumers Want and Why
While consumers agree that RTDs are convenient, that doesn’t always translate to preferences. Versatility can build on ease, especially drinking occasions that are increasingly casual and thus well suited for RTDs.
Unique avors matter for more than half of consumers, even more than type of spirit, brand and ABV. Many still prefer other formats, including cocktails, however, so RTDs need to show up authentically – as RTDs – and not pretend to be something they’re not.
Given a crowded market, brand loyalty is low for RTDs, and new product trial resonates with more than half of consumers. Innovation, then, is more important than ever as the market remains competitive while settling into maturity.
Opportunities
Flavor innovation allows brands to find their niche and compete more e ectively. Adding flavor to classic cocktails lets RTDs avoid directly competing with a drink that consumers don’t want to replace; limited-time products tap into FOMO (fear of missing out) and anticipation, creating coveted and hard-to-come-by loyalty.
Smaller segments mean less competition, and more opportunities to enter an RTD space that isn’t oversaturated – yet. Spirit and wine bases also have plenty of room for natural and betterfor-you claims when compared with the “real” thing. They also o er an alternative in third spaces.
Brands have to show up where consumers are before truly being able to deliver on what they want. Availability in third spaces frames RTDs as versatile, keeps them visible (and top of mind), and can engage consumers looking for alternatives to the usual suspects at venues like concerts, bars and casual restaurants.
Value Per Occasion
By Molly Hembree, MS, RD, LD
Nutritious Snacking Ideas
HELP CUSTOMERS BRIDGE THE GAP BETWEEN MEALS WITH HEALTHIER OPTIONS.
It’s a shame that snacking has a less-than-stellar reputation. After all, nearly one-quarter of all energy (calorie) intake in the American diet is from snacks rather than beverages or meals1. Snacking is core to our eating behaviors and bridges the gap between meals. Here are some nutritious snacking ideas for primary health concerns to support your customers’ wellness.
Heart Health
According to the American Heart Association, cardiovascular disease, which includes heart disease and stroke, claims more lives in the United States than the second and third causes of death combined. Major contributing factors to cardiovascular disease include high blood pressure (which affects 47% of Americans) and high LDL (low-density lipoprotein) cholesterol. Your retailer can champion customers’ health by offering free blood pressure screenings, discounted cholesterol tests and delicious snacks that keep hearts strong. Stock your freezers with budget-friendly frozen vegetables, your condiment aisle with reduced-sodium sauces, your prepared foods section with baked rather than fried offerings, and your meat department with high-quality lean animal proteins.
Blood Sugar Management
string cheese for calcium, and most salmon and mushrooms as good sources of vitamin D, while calcium and vitamin D are also found in cow’s milk and forti ed plantbased milks.
Weight Loss or Maintenance
Become a champion for your shoppers in the aisles through snacks that address major health concerns, and enlist the help of registered dietitians to provide an elevated level of support.
Whether shoppers are diabetic (type 1, type 2 or gestational) or prediabetic, or experience episodes of low blood sugar (hypoglycemia), they have unique needs that can be met through products in your store. These individuals should shy away from foods and drinks with excess added sugar, turn to higher intakes of non-starchy vegetables, swap re ned grains for whole grains, and include lean proteins, including plant proteins. Common pharmacy supplies that these patients may purchase include blood glucose meters, glucose tablets or compression socks. Consider cross-merchandising nutrition pamphlets in your store’s pharmacy area to make the connection obvious. Snacks that can be advertised include carrots with a light ranch dip, celery with hummus, or whole grain crackers with light cottage cheese.
Bone Health
Most progress in building up bone density happens throughout our teens, twenties and thirties. After this, bone health can be properly maintained through a combination of factors, including weight-bearing physical activity and optimal intake of key vitamins and minerals like vitamin D and calcium. May is National Osteoporosis Awareness and Prevention Month – an opportune time to highlight the ways that your retailer is there for shoppers, particularly those in their 50s and beyond. Bone-supporting snacks include Greek yogurt and reduced-fat
Achieving or maintaining a healthy weight has been an ongoing American journey for decades. The impact of the broader use of medications such as GLP-1s (glucagon-like peptide-1) for obesity, like Wegovy and Zepbound, is felt throughout the marketplace, including at grocery stores. These customers are seeking lower-calorie foods and beverages, along with higher-protein, higher- ber and portion-controlled options. Snacks that deliver include an individual almond tube with a banana, an overnight oats cup with a spoonful of peanut butter, or a single-serve protein smoothie made with fruit and low-fat milk. Research shows better patient weight loss outcomes when a registered dietitian is included on the patient’s health care team.
Become a champion for your shoppers in the aisles through nutritious snack ideas that address major health concerns, and enlist the help of registered dietitians to provide an elevated level of support.
1. Enriquez JP, Gollub E. “Snacking Consumption among Adults in the United States: A Scoping Review.” Nutrients. 2023 Mar 25;15(7):1596. doi: 10.3390/nu15071596. PMID: 37049435; PMCID: PMC10097271.
Molly Hembree, MS, RD, LD, is a registered dietitian for Kroger Health.
GOYA® Plantain Chips are a proven favorite—and now we’re turning up the flavor and formats. Alongside our classic chips, we’re introducing bold Latin-inspired varieties and new formats like resealable tubs and crunchy strips. Made with high-quality plantains, they deliver the authentic taste shoppers crave. Stock up and let the snacking begin.
From Aisles to Algorithms: The Digital Shift Powering Grocery Innovation
From improving e ciency to cutting costs and enhancing agility, digital transformation unlocks new potential across the grocery industry. Yet, for many, navigating this shift is easier said than done.
To explore how grocers can e ectively embrace digital strategies, Progressive Grocer spoke with Christopher Martin, a principal at CLA. With deep industry experience, Chris shares actionable insights and realworld strategies to help retailers overcome digital hurdles and seize new opportunities for growth.
What’s driving the evolution of the grocery industry, and how can operators stay ahead in a competitive landscape?
Christopher Martin: The grocery industry is experiencing what most of us are in this digital age, which is a need to adapt at the rapid pace of technological advancement. With the democratization of artificial intelligence, wider availability of technology, and a thirst for understanding all the data at our fingertips, grocers are realizing the benefits of accelerating their digital journey to stay competitive. Most consumers visit more than one store per week, which includes big box retailers and other alternatives to supermarkets. Getting consumers back into the supermarket aisles is causing grocers to look at every aspect of the business to better suit the shopper’s needs, and technology is at the center of that in one way or another.
What factors are driving the evolution of the grocery industry, and how can operators stay ahead of an increasingly diverse and competitive landscape?
stand their needs and craft a digital roadmap to help integrate and implement tools that can help them run their stores more efficiently. This approach allows us to work side-byside with grocers along every step of their digital journey across software, data, and cybersecurity.
Can you share specific examples of how CLA has partnered with grocery clients?
CM: We are currently working with a grocer migrating from an outdated accounting software siloed from all other operational systems. By sitting down with the grocer to understand the gaps in their technology and data strategy, we were able to provide options for new software they can integrate natively with existing operational systems more e ectively. This allows them to better leverage technology they already have, while providing them a way to extract data that can help them run their business more proactively, not reactively. We are also working with another grocer to better harness the data they have within their systems so they can better analyze vendor payments. By creating a comprehensive dashboard within a user-friendly business intelligence tool, their accounting and operational personnel can better understand who they are paying, how often they are paying them, and look at trends, among numerous other things. The possibilities are limitless when there is a good data foundation and powerful tools that can help leverage data insights. We can continue to scale this tool based on their needs and as the business continues to evolve.
CM: The consumer is still at the center of everything that is driving grocery evolution. When we walk through a grocery store or order online, convenience is the impetus for much of this change. It also is causing grocers to further analyze their omnichannel marketing methods. Understanding what consumers want and how to capitalize on their buying habits goes back to data and harnessing all available information in a way that can be analyzed and used to drive more revenue. Which brings me to another major factor — the cost of products and labor. Labor costs became a major focus in many states that started raising minimum wage over the past several years, and grocers have further felt the burden of shrinking margins with rising product costs. We know every cent matters in terms of the bottom line in a grocery store. This makes it even more important for grocers to use data to get a better handle on inventory and supply chain management, using technology to better manage shrink and other trends, in addition to analyzing ways labor is deployed in areas of the store to drive consumer engagement.
How does CLA uniquely support grocers in navigating what can be an overwhelming transformation journey?
CM: Our promise to know and help our clients starts with our industry-focused approach and goes beyond our compliance services. We have a team that spends most of their time working with
Christopher Martin Principal, CLA
Aisles of Authenticity
BASHAS’ FOCUS ON COMMUNITY, SERVICE AND VALUE PAYS OFF.
By Gina Acosta
The corn and flour tortillas are still warm in their bags when I walk into the Food City store in Chandler, Ariz., on a sunny February day.
Nearby, containers of tortilla chips dusted with cinnamon sugar tempt shoppers, as do the packages of freshly roasted chiles, Mexican-style charcoal-grilled chicken, and buñuelos, a typical Latino dessert made from fried dough.
It’s mid-morning and the Food City team is busy making not just tortillas, breads and cakes, but also the ladies in the deli in particular have been hard at work since early morning, cooking caldo de res, breakfast burritos and tamales for customers needing to start the day with more than just co ee. So many items at Food City are fresh, handcrafted and hecho en casa, or “made in house,” which is actually the point. Food City is a brand on a mission to win shoppers through community, authenticity and value. According to Steve Mayer, president of the Bashas’ Family of Stores, so far it’s been mission accomplished.
“The future looks bright,” Mayer says. “We are poised for growth as an enterprise and as an operating company. Our diverse brand portfolio is just one of the ways we meet the needs of di erent markets. As communities’ needs shift, we align our services with those needs, and over the years we have shifted from a Bashas’ brand to Food City with great success. We will continue to fi nd ways to expand our brands inside and outside Arizona.”
For grocery executives seeking a deeper understanding of how to balance traditional grocery operations with transformation, the story of Bashas’ and its growing Food City banner o ers a compelling blueprint.
Culture, Purpose and a New Chapter
When brothers Ike and Eddie Basha Sr. opened the fi rst Bashas’ grocery store, in 1932, their mission was to provide exceptional service, deliver their personal best, exceed customers’ expectations and o er quality products at competitive prices. For Bashas’ leadership, that core purpose remains at the heart of the company’s 93 years of success. But now, Bashas’ has another, shared
Saul Oblea, district team leader; Mari Prieto, bakery director; Ashley Guadian, district team leader; Dua Hassan, district team leader; Jorge Alvarez, deli director; and Jesse Muñoz, deli merchandiser.
purpose after being acquired in 2021 by The Raley’s Companies, based in West Sacramento, Calif.
“Bashas’ founding principles of excellence in guest service, high-quality merchandise and value for the dollar have stood the test of time and remain with us today,” Mayer notes. “Our culture and core values center around supporting our team members and our communities, and it is those core elements that have brought us into a relationship within The Raley’s Companies. To remain relevant, like we have for over 90 years, we remain focused on our shared purpose of Changing the Way the World Eats, One Plate at a Time, supporting our core business with keeping our guests at the center of decisions, coupled with technology advancements and leadership development for our most important assets: our team members.”
In the bakery, bolillos, conchas, pan dulce and guava- lled empanadas are arranged in self-serve displays reminiscent of traditional Mexican markets.
Bashas’ has such a strong connection to the community that when I stopped at a Starbucks to ask for directions on my way to the new Bashas’ headquarters building, a friendly barista mentioned that her family has been shopping at Bashas’ stores for generations and “would never shop anywhere else.”
Bashas’, which encompasses the Food City
Food City team members, back row from left: Carrie Strait, brand manager; Sergio Ramos, produce merchandiser; Alex Mota, meat merchandiser; Danny Hosler, director of meat; Miguel Sabino, meat merchandiser; and Bryant Wohlgemuth, produce merchandiser. Front row from left: Aaron Figueroa, fresh merchandising and implementation manager;
banner plus the Bashas’, Diné, AJ’s Fine Foods and Eddie’s Country Store formats, currently operates 112 stores in Arizona and the Navajo Nation in New Mexico. Since the acquisition by The Raley’s Companies, Bashas’ has been accelerating innovation and growth while sticking to its core values – a purpose that the companies share.
“Our strategy has not changed when it comes to serving our guests the best way we can,” Mayer emphasizes. “Our focus on innovation while enhancing our approach towards the best fresh products, fair and consistent pricing, and an overall easy shopping experience has only enhanced. Challenges come anytime there is change, but in our experience, the benefits have much outweighed them. To name just a few, the infusion of technology, enhanced analytics and a revitalized program centered on leadership with purpose will push up into the next 90 years of serving Arizona.”
scratch-made dishes, and its outdoor dining and entertainment space, the format is rooted in the traditions and tastes of a rapidly growing and diversifying customer base.
During the holidays, massive quantities of tamale masa are prepared on-site, drawing loyal customers who return year after year. In the bakery, bolillos, conchas, pan dulce and guava-fi lled empanadas are arranged in self-serve displays reminiscent of traditional Mexican markets. And in the deli, which is really more like a restaurant, shoppers can fi nd house-made ceviche, rice, beans, and quesadillas assembled to order. The outdoor patio space has a stage for live music, and freshly prepared meals served tableside. Sometimes, a team member grills whole chickens over hot charcoals outside.
“Food City is not about putting a few Hispanic items in an aisle. The whole store reflects the community.”
—Steve
Mayer, Bashas’ Family of Stores
The Magic of Masa
Among Bashas’ banners, Food City is perhaps the most dynamic expression of its community-fi rst ethos. Targeting America’s changing demographics –multicultural consumers will outnumber white consumers by 2042 – Food City is more than a grocery store, it’s a cultural entertainment destination. From its authentic tortillerias and bakeries to its restaurant o ering
These aren’t just stores, they’re also community gathering places.
“Food City is not about putting a few Hispanic items in an aisle,” Mayer observes. “The whole store refl ects the community. It’s immersive. It’s authentic. And our team members take incredible pride in that.”
That pride is palpable among the more than a dozen team members who showed o their beautiful store in February, many of whom have worked at Food City for decades. Some have risen through the ranks from entry-level roles to leadership positions, creating a deep sense of ownership. Team members beam with enthusiasm as they explain the intricacies of tortilla production, pozole preparation or the artistry behind a tres leches cake.
“Not only does Food City embrace and celebrate everything about Hispanic foods and culture by o ering culturally relevant products to enrich traditional Latino dishes, but we focus on convenient access to seasonal products and everyday specialties like pan dulce, marinated meats and freshly made tortillas,” Mayer says. “A great example of this access is our seasonal road show during key holiday seasons, like Lent and tamale season, where we set up special areas in our stores that celebrate the important role that food plays during these times of year.”
The decor and merchandising at Food City are designed to refl ect cultural celebrations – from Día de los Muertos (Day of the Dead) to tamale season – making the stores not just shopping destinations, but also sites of cultural a rmation. Food demonstrations, holiday-themed displays and bilingual signage reinforce the connection between the store and the community it serves.
Another important pillar of the Food City value proposition is, well, value. While the format is deeply connected to Latino culture, it also appeals to a diverse segment of value-driven shoppers. With 46 locations across Arizona, Food City serves communities that other retailers have historically underserved.
“Quality and a ordability are key components of our business, and we rely on our procurement and quality assurance teams to maintain the highest standards,” Mayer notes. “Food City’s pricing strategy is a critical component of who we are and how we serve. Our focus on value and quality is brought to life through our weekly pricing promotions like Produce Wednesdays, Meat Department Thursdays and our recently
From left, Ralph Woodward, SVP of operations, and President Steve Mayer, of Bashas’ Family of Stores.
Bashas’ Family of Stores’ Food City banner has 46 locations across Arizona.
launched digital discount program called Mi Club. We rely on our category buyers and our merchandising team to source the best products and the best prices to support our promotions and loyalty o ers, ultimately serving our guests.”
One Plate at a Time
The Raley’s Companies’ purpose of Changing the Way We Eat, One Plate at a Time has been deeply resonant for Bashas’ – so much so that the slogan is displayed in big black letters at the entrance to the new Bashas’ Support Center, in Chandler. But, far from being a top-down mandate, it refl ects a desire to empower communities with healthier choices, not dictate them.
“We’re not here to preach,” Mayer asserts. “We’re here to provide options and be a resource. If someone wants to eat healthier, we want to be there with solutions, not judgment.”
This shared purpose has also influenced store-level initiatives, from nutritional labeling programs to an expanded focus on fresh, local produce. The result is a company that feels modern yet deeply grounded in its roots and autonomy, which is by design. Bashas’ has been brought into The Raley’s Companies’ enterprise structure. Legal compliance, tech infrastructure and human resources now draw from a centralized expertise pool at Raley’s. But the Bashas’ leadership is free to focus on execution in its markets.
“It’s like having a built-in share group,” Mayer explains. “We collaborate with our counterparts in California to exchange ideas on logistics, technology and merchandising. We’re able to test and learn from each other without the competitive pressure that exists between una liated companies. There’s a level of sophistication now that we didn’t have before. It helps us move faster and smarter.”
In Chandler, the modern, two-story support center houses around 200 employees across merchandising, analytics, operations, marketing and more. With digital connectivity, fl exible meeting spaces, and even a café o ering free co ee, tea and healthy snacks, the HQ is more than an o ce – it’s a true support center designed to energize the organization.
Team members from Raley’s divisions visit regularly, using shared workspaces, which further strengthens collaboration. The building embodies the principle of servant leadership: Everyone is there to support the stores.
“This space has allowed us to bring together people who hadn’t worked face to face in years,” Mayer says. “It’s not just e cient – it strengthens our culture.”
What’s more, Bashas’ has implemented leadership development programs like Tracker and Leader Launch to prepare team members for store leadership and department head roles.
“In the past, you’d hand someone the keys and say, ‘Good luck,’” Mayer notes. “That’s not how we do it anymore. We provide training, mentorship and ongoing support so people are truly ready.”
Leader Launch targets aspiring leaders interested in department management, while Tracker is designed for assistant store team leaders preparing
them for top store roles. Both programs include classroom instruction, mentorship and real-world experience.
These initiatives are helping Bashas’ build a robust internal pipeline. They’re also helping foster inclusion, particularly at Food City, where many team members come from the communities they serve. Leadership development becomes not only a business strategy, but also a mechanism for upward mobility.
“Retention improves when people see a future for themselves,” Mayer says. “We’re investing in their growth, not just their labor.”
With plans to expand both within and beyond Arizona, Bashas’ is going to need to keep its workforce pipeline full. Executives are currently evaluating new store sites, looking not only for population growth, but also for cultural fit. While Mayer declines to share specifi cs, he confi rms interest in both in-state and out-of-state opportunities.
“We have brands that travel well,” he says, “and we have the operational backbone to support them.”
Technology and sustainability are also on the roadmap. The company is piloting more digital engagement tools — from loyalty apps to personalized promotions — and looking into solar integration and food waste reduction e orts. “Innovation doesn’t mean abandoning our roots,” Mayer contends. “It means making them stronger.”
“The future looks bright. We are poised for growth as an enterprise and as an operating company. Our diverse brand portfolio is just one of the ways we meet the needs of di erent markets.”
—Steve Mayer, Bashas’ Family of Stores
Bashas’ proves that honoring its legacy doesn’t mean resisting change; it means evolving with intention, guided by purpose and grounded in people.
As Mayer puts it: “We’re proud of who we are, but we’re even more excited about where we’re going.”
At Food City, team members beam with enthusiasm as they explain the intricacies of tortilla production, pozole preparation or the artistry behind a tres leches cake.
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Amazon’s Grocery Revolution
NEW FORMATS, LEADERSHIP AND STRATEGIES SET THE STAGE FOR A REINVENTION.
It has been said many times before, but Amazon is about to drastically change the grocery business.
What hasn’t been said many times before is that this transformative change is coming because the company recently elevated the brilliant CEO of Whole Foods Market, Jason Buechel, to oversee the worldwide grocery business. Since Buechel took the top job at Whole Foods Market in 2022, the Austin, Texas-based retailer has driven higher pro tability and sales for Amazon’s physical stores segment. This has put the company in a good position to continue to experiment with its grocery strategy as it looks to build a mass omni-grocery format that offers a great perishable experience and meets the needs of changing demographics looking for value, convenience and healthier options at grocery.
Expanding Grocery Ecosystem
Early last month, Amazon CEO Andy Jassy published his annual letter to shareholders in which for the rst time, he neglected to use the word “grocery” once. That’s a telling omission for a whole host of reasons (more on that later), but it’s clear that grocery continues to be a big growth opportunity for the company.
Jason Buechel, VP of Amazon Worldwide Grocery
At an Amazon Fresh store in Torrance, Calif., deals abound for Prime members.
As of scal 2024, Seattlebased Amazon has built an increasingly formidable, multifaceted grocery ecosystem that spans four banners: Amazon Fresh (62 locations); Whole Foods Market (523 locations, including the new Daily Shop format); Amazon Go (15 locations); Amazon Grocery (one location); and online grocery through Amazon. com and third-party sellers. With total company revenue reaching $638 billion in 2024 –an 11% year-over-year increase – Amazon’s grocery segment is becoming an increasingly important pillar of its North American growth engine. Speci cally, the company has increased revenue in its physical stores segment 12% since 2022. More than ever, Amazon sees brickand-mortar grocery as a vital segment where it can bring its customer obsession, operational excellence and relentless innovation to life.
Over the past year, Amazon signi cantly expanded its grocery operations, introducing a range of initiatives aimed at enhancing convenience, affordability and integration across its platforms, including:
Amazon Fresh: In 2024, Amazon decided to redesign many of its Amazon Fresh banners across the United States. New layouts expanded selection in dairy, snacks and international foods, all in response to customer feedback. More than 90% of surveyed customers reported being “very satis ed” with the refreshed experience. These updates not only re ect better curation, but also aim to deliver a friendlier, more intuitive shopping environment. Amazon Fresh stores today offer expanded prepared foods, enhanced bakery sections, and updated signage to help customers navigate easily.
Amazon Grocery: This is a small-format concept piloted under the same roof as a Whole Foods Market in Chicago. Offering 3,500 curated products in a 3,800-square-foot space, the Amazon
Amazon/Whole Foods Market
Grocery format supports quick trips and adds incremental value to Whole Foods shoppers. By integrating this new model, Amazon is addressing the demand for convenient, quick-stop grocery shopping – a growing trend among busy urban consumers. Early indicators show strong customer interest in the concept, and executives are evaluating broader rollout potential.
Whole Foods Market Daily Shop: Whole Foods recently introduced its Daily Shop mini-market concept, with the rst store opening on Manhattan’s Upper East Side. These approximately 9,100-squarefoot stores focus on grab-and-go meals, snacks and essentials, aiming to provide quick and convenient options for urban dwellers. Two more of these store locations have already been announced.
Amazon Saver: To address in ationary food prices, Amazon launched Amazon Saver, a budget-friendly private label line. Most items are priced under $5, with Prime members receiving an additional 10% discount. Amazon Saver joins what has become a large portfolio of grocery private brands from Amazon, including Amazon Fresh (fresh produce, dairy offerings, bakery items and pantry staples, available both online and in
U.S.
LAmazon Fresh physical stores); Amazon Kitchen (ready-to-eat meals, salads and deli items); Happy Belly (snacks, nuts, granola and beverages, aiming to deliver quality and taste at competitive prices); Aplenty (indulgent snacks and sweets, including cookies, crackers and confections, crafted with unique avors); and 365 by Whole Foods Market (Whole Foods’ agship private label, known for organic and natural products, now widely available through Amazon’s platforms). By investing in private brands, Amazon is not only offering trusted products at great prices, but also building customer loyalty, as customers who purchase private brands are more likely to return to shop at Amazon.
Expanded Prime Savings: Amazon expanded Prime member discounts to more than 3,000 grocery items, both in-store and online at Amazon Fresh. This includes weekly deals offering up to 50% off on rotating selections, enhancing value for Prime members.
Unlimited Grocery Delivery Subscription:
Amazon introduced a new subscription model for grocery delivery in 2024. Prime members can opt for unlimited grocery deliveries at $9.99 per month, while customers with an EBT card can subscribe for $4.99 per month. This service is available in more than 3,500 cities and towns across the United States, with the aim of providing affordable and convenient delivery options
Uni ed Ful llment Networks: In 2024, Amazon began integrating the ful llment networks of Whole Foods Market and Amazon Fresh. This strategy aims to streamline online ful llment and provide a more cohesive shopping experience, allowing customers to access a broader range of products through a single platform.
In 2024, Amazon certainly demonstrated how serious it is about becoming a destination for grocery, launching new tools, expanding grocery categories and enhancing delivery logistics to better serve millions of shoppers.
Amazon Fresh has been expanding and localizing its foodservice assortments.
Amazon/Whole Foods Market
Whole Foods Market’s Evolution
Whole Foods Market remains the crown jewel of Amazon’s physical grocery footprint. In 2024, Whole Foods continued sharpening its focus on enhancing its market presence with expansion and new formats, sustainability efforts, and support for emerging brands.
Last year, the retailer expanded its full-size store footprint, launching new locations in Boynton Beach, Fla.; Nashua, N.H.; and Stamford, Conn. Additional stores opened in Hyannis, Mass., and Phoenix, with the latter being a relocation of an existing store. The company has revealed plans to open 30 new stores annually, with more than 75 new locations in development across the United States, the United Kingdom and Canada.
As noted earlier, in 2024, Whole Foods introduced the Whole Foods Market Daily Shop banner, a smaller format designed for urban areas. Plans are underway to open additional Daily Shops in New York City and Washington, D.C.
Meanwhile, Whole Foods’ integration with Amazon’s Prime membership continues to deepen through exclusive discounts and savings for loyal shoppers. This partnership is creating stronger engagement among Amazon’s most loyal base – Prime members – and driving higher spend both online and in-store.
Whole Foods is also playing a more vital role in Amazon’s broader delivery network. Today, customers can access two-hour delivery and 30-minute pickup windows, ensuring that fresh groceries meet the speed expectations shaped by Amazon’s e-commerce legacy.
Meanwhile, Whole Foods’ new stores and remodels mirror the data-driven, customer-centric ethos at the heart of Amazon’s broader approach to grocery. New layouts, enhanced checkout technology and an improved assortment are helping Whole Foods differentiate itself in an increasingly competitive organic foods space. Plus, a renewed emphasis on value and promotions, while maintaining its brand heritage regarding quality and wellness, is paying off for Amazon’s bottom line.
When it comes to higher purpose, Whole Foods recently launched a nationwide initiative to reduce food waste by offering “Surprise Bags” of surplus food items at more than 450 stores across the United States. These bags, available through the Too Good To Go app, provide customers with discounted quality products while helping to minimize waste.
“Amazon is a Why company,” Jassy wrote. “We ask why, and why not, constantly. It helps us deconstruct problems, get to root causes, understand blockers and unlock doors that might have previously seemed impenetrable.”
This ethos is deeply embedded in Amazon’s grocery strategy. Rather than simply replicating traditional supermarket models, Amazon questions every aspect of the customer experience: Why does online grocery have to be complex? Why can’t fresh and dry be delivered together? Why can’t grocery delivery costs be lower? Why can’t underserved shoppers have expanded access to quality grocery products?
The Why culture also informs Amazon’s diverse experimentation with formats, ful llment strategies and assortment decisions — all in service of continually improving the grocery shopping journey. Amazon’s willingness to question sacred industry assumptions is what sets it apart from traditional grocery peers that often optimize incrementally rather than reimagine.
In 2024, Amazon solidi ed its position as a serious contender in grocery retail. Through its distinctive combination of customer obsession, operational excellence and willingness to invent new models, Amazon is shaping a future where grocery shopping is faster, simpler, more personalized and more accessible.
Additionally, Whole Foods has expanded its Sourced for Good program beyond produce and oral to include grocery items like coffee blends. This initiative collaborates with third-party certi ers to ensure responsible sourcing and support for farm workers and communities.
Finally, Whole Foods’ Local and Emerging Accelerator Program (LEAP) continued to support innovative food brands in 2024. The retailer opened applications for its Early Growth cohort, offering mentorship, educational programming and potential shelf placement in stores. Participants also became eligible for a $25,000 equity investment from a donor-advised fund managed by the Austin Community Foundation.
Letter to Shareholders
While Jassy’s 2025 shareholder letter failed to mention anything about grocery, it did explain the philosophy behind the company’s grocery strategy.
Whole Foods continues to set the standard for premium natural and organic foods, while Amazon Fresh evolves to meet mainstream grocery needs. Together, these platforms allow Amazon to serve every segment of the grocery shopper spectrum – from value-focused families to health-conscious Millennials to busy professionals.
For grocery executives watching Amazon’s next moves, the message is clear: The future of grocery won’t simply be an evolution of today’s models, it will be a reinvention – one relentlessly driven by the pursuit of “Why not?” and powered by an organization built to ask the right questions, move fast and invent boldly.
Amazon’s private-brand portfolio keeps growing, with its Amazon Saver line debuting last year.
Amazon Prime members can also scan QR codes for deals.
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Fifth Third Explains the Value of Cash Automation in Grocery Retail
Despite the rise of digital payments, many grocers say cash remains a preferred option for customers.
Progressive Grocer spoke with Robert Norman, SVP of Cash Logistics Strategy at Fifth Third Bank. With more than 34 years of banking experience, Norman offers insight into why cash continues to play a crucial role at the supermarket checkout and describes how automation can improve the cash management process for grocers.
Progressive Grocer: Can you share your observations on the use of cash?
Robert Norman: The Federal Reserve Cash O ce survey shows that 16% of U.S. payments are made with cash, the third most-used form after credit and debit cards.1
Cash continues to be a reliable payment method—especially among older generations. Still, a recent USA Today article said nearly 70% of Gen Zers use cash more than they did 12 months ago.2
In 2023, 18.4% of U.S. households—representing nearly 49 million people—were either unbanked or underbanked.3 There's a growing push toward cashless payment systems, but this approach encountered backlash. For many of these households, eliminating cash as a payment option could mean losing a crucial means of feeding their families.
Fifth Third is part of a group of industry leaders and experts called the Cash Payment Choice Coalition, focused on raising awareness of the importance of cash as a means of transacting business and informing and activating influencers to ensure the legal and regulatory environment remains "Cash" favorable.
About 28% of consumers in the U.S. feel “safer” with cash as an option,4 and Fifth Third wants to be part of the solution in retaining this option for consumers.
PG: Could inflation and financial uncertainty push shoppers to use cash more often?
RN: More than 90% of consumers intend to use cash either as a means of payment or store of value in the future.5 Cash transactions eliminate the risk of incurring fees associated with credit card usage, such as interest charges and late payment fees. Additionally, financial uncertainty, such as geopolitical instability and changes in trade policies, can lead consumers to prefer cash as a more secure and immediate form of payment.
PG: Does the labor shortage exacerbate the situation?
RN: With fewer employees available, grocery stores often struggle to maintain high levels of customer service. This can lead to longer wait times, less assistance available for shoppers, and overall reduced service quality.
Sta ng shortages can result in operational issues such as empty shelves, disorganized displays, and reduced hours for service counters. One often overlooked impact of labor shortages is the sta ng required for secure and e cient cash-handling processes—critical for both operational continuity and safety. Compounding the issue, rising theft and shrink in grocery retail have prompted some states to consider legislation that limits the number of self-checkout stations (SCOs) one employee can oversee. While SCOs were initially seen as a labor-saving innovation, such regulations could transform them into labor-intensive responsibilities, placing even more pressure on already strained workforces.
PG: Can you elaborate on some of Fifth Third’s solutions?
RN: Fifth Third's Currency Processing Solutions® (CPS) is a holistic approach to improving cash management processes for grocers, from point of sale to account reconciliation and reporting. CPS automates the cash-handling process from the time you take a cash payment through the time the money is deposited and credited into your account. Our expert cash-handling team partners with grocers to tailor solutions that streamline store processes, reduce costs, and enhance safety. We help optimize labor, minimize shrinkage and improve working capital management. Key benefits include:
Save Managers’ Time: Automate cash counting and reconciliation.
Enhance Safety: Secure funds and reduce shrinkage.
Eliminate Bank Trips: Get cash credited directly to your account.
Reduce Dependency on Armored Events: Manage courier relationships and reduce reliance on armored services.
Consolidate Banking: Fewer financial institution relationships are needed across store locations.
We deployed our solution at a top 10 U.S. retailer that o ers groceries and general merchandise. Store managers were spending 6-8 hours daily on cash handling. Fifth Third’s solution eliminated that burden, allowing managers to focus on operations. With our cash experts, the client optimized their cash process and achieved real ROI.
Sources: 1. 2024 Diary of Consumer Payment Choice, 2. https://www.usatoday. com/story/money/personalfinance/2023/05/14/cash-popularity-rises-amid-inflation/70211686007/, 3. 2023 FDIC National Survey of Unbanked and Underbanked Households, 4. https://www.empower.com/the-currency/money/research-third-of- americans-feel-safer-with-cash, 5. 2024 Diary of Consumer Payment Choice
Social Commerce From Brand Driver to Commerce Engine
IMPULSE-DRIVEN AND SHOPPER CENTRIC, THE RELATIVELY UNTAPPED SOCIAL COMMERCE SECTOR IS A POTENTIAL REVENUE BOON FOR GROCERS.
By Debby Garbato
Over the past two decades, social media has become much more than a place to share family photos and personal experiences. Far more interactive and personalized than print and television ads, it is a sophisticated 21st-century marketing tool for purveyors of all shapes and sizes. In 2025, ad spending in the U.S. social media market is expected to reach $95.70 billion; it is forecasted to hit $138.80 billion by 2029, according to Statista.com. Ads support content, which drives in-store and e-commerce traf c and reinforces brand identity. Content’s role is rapidly changing, however. Retail powerhouses like IKEA, Sephora, Coach, Petco, H&M, and others are generating incremental sales and excitement by letting consumers purchase featured products directly from their social media sites. Statista.com predicts the $75.6 billion U.S. social commerce market will reach $141 billion by 2028. According to Inmar Intelligence, 77% of shoppers purchase directly through social commerce, a 60% increase over three years.
In the United States, 72.5% of the population (246 million people) are active on social media platforms like Facebook, Instagram, TikTok, YouTube and others, research from SEO.ai indicates. Fifty-nine percent nd new products via social media, making it the leading discovery channel, Inmar has found. Additionally, according to software company SOTI, 51% say that buying items on social media is a quick, easy way to keep up with trends, while among Gen Zers, it’s 62%. Better digital capabilities, AI and the rising role of online in uencers have contributed to social media’s growth.
The social commerce potential for grocery is huge, experts note, particularly when it comes to impulse-driven, limited-availability items, and ones of special interest.
“Social commerce remains a massive, untapped opportunity for the U.S. grocery sector, including traditional supermarkets, discount chains and clubs,” says Brett Narlinger, global head of commerce at Blackhawk Network, a Pleasanton, Calif.-based branded payments provider. “Social platforms have rapidly evolved into powerful search and shopping channels, especially among
Millennial and Gen Z consumers. Grocers who invest strategically in social commerce will position themselves to capture new market share and build deeper customer engagement.”
Grocers represent just a fraction of social commerce activity, with Walmart, Albertsons, Kroger and Costco among the handful of U.S. chains that have reportedly dipped their toes in the social commerce waters.
“I’ve seen some trials, but I’m not aware of anybody that’s thrown the tens of millions of dollars at it that you need if you’re serious,” says Matt Hamory, partner and managing director and grocery practice leader at AlixPartners, a New York-based global consulting rm. “In the last ve years, execution has been all around Facebook, Instagram and Google ads. The focus has been on in uencers, discovery and brand building, but not actual commerce.”
Key Takeaways
The social commerce potential for grocery is huge, particularly for impulse-driven, limited-availability items, and ones of special interest.
“Social commerce remains a massive, untapped opportunity for the U.S. grocery sector, including traditional supermarkets, discount chains and clubs.”
—Brett Narlinger, Blackhawk Network
Social commerce’s powers of engagement and pinpointed marketing allow it to merge inspiration and immediate purchasing, giving it advantages over traditional e-commerce and even targeted texts and emails.
Growth of AI and sophisticated digital tools could take social commerce to an even higher personalized level.
Social Commerce
A Powerful Tool
“Social commerce isn’t just a channel. It’s a storytelling and relationship-building opportunity.”
—Stephanie Lopinski, SOTI
Social commerce’s powers of engagement and pinpointed marketing allow it to merge inspiration and immediate purchasing, giving it advantages over traditional e-commerce, and even targeted texts and emails that shoppers often delete. “Social commerce is both a brand-building engine and a sales driver,” says Stephanie Lopinski, VP, global marketing, at SOTI, in Mississauga, Ontario. “Key advantages lie in personalization, convenience and the ability to drive discovery in a new way that traditional e-commerce doesn’t. Grocers that embrace this channel early can gain a competitive edge in relevance, loyalty and customer lifetime value.”
The visual and interactive components of social media – including influencers, live events and consumer feedback – allow shoppers to see products in action and hear peer feedback, driving trust
Focused on Retail Media Networks
While they’re actively taking advantage of social media promotions, recent years have also seen more grocers harnessing the advanced analytics and AI components inherent to retail media networks (RMNs). This allows them to stage targeted, personalized and effective consumer retail media campaigns, possibly alleviating the need to invest heavily in social commerce.
CPG-related omnichannel retail media spending was $19.1 billion in 2024; for 2025, spending is estimated to be $22.3 billion. For 2026, it’s expected to reach $25.6 billion, according to Arlington, Va.-based FMI – The Food Industry Association in a 2025 report, “The Evolution of Retail Media: Decoding What Works and What Doesn’t.” The report was produced in conjunction with NielsenIQ and Think Blue.
The FMI report notes that RMN growth has been fostered by major changes in consumer behavior, particularly the growing demand for convenience, personalization and seamless omnichannel experiences. Changes have pushed brands and retailers to innovate, integrate and heavily invest in
and impulse purchasing. “Think recipe videos, product demos or limited-time offers,” explains Lopinski. “Social commerce isn’t just a channel. It’s a storytelling and relationship-building opportunity.”
Adds Lee Kallman, chief commercial officer at RDSolutions, a software company in Richmond, Va.: “It’s like a modern informercial. It becomes this other channel where you can get more interactive, with people talking about it. Much time and money goes into a 30-second TV spot. It’s much easier to produce digital content. You can target markets and get so granular, with the algorithms of Instagram or TikTok knowing lots about you. The beauty is that everyone is walking around with a cell phone in their bag or pocket.”
Social commerce is also a viable way to reach young adult shoppers who may elude other media forms. “Social commerce gives grocers a modern, measurable and high-impact way to reach younger, digitally native audiences,” asserts Ranjana Choudhry, SVP of media and data platforms at Winston-Salem, N.C.-based Inmar. “This audience is fickle and difficult to reach.”
By combining social media information with loyalty program data, grocers can customize social commerce
RMNs to meet shoppers along their increasingly fragmented paths to purchase.
“Retailers are still focusing on ecosystems to connect with shoppers in an omnichannel environment,” says Ross Cloyd, director of retail insights at New York-based Kantar Group. “Eighty-five percent to 90% of sales come from the physical store.
Retail media wants to drive shoppers into stores versus TikTok, where you have an influencer. I see some grocers testing social commerce. But they’re more focused on retail media networks and making them work. It’s an important piece and an alternative revenue stream.”
According to FMI, modern RMNs encompass advertising and marketing solutions, both online and offline. The goal is to create seamless shopping experiences. This includes strategies like paid search, on- and off-site display, basket-building programs, in-store media, audio, social and Connected TV (CTV) ads purchased by retailers directly or through a demand-side platform (DSP). By leveraging retailer first-party data, retail media enhances personalization and delivers against business outcomes that could include return on ad spend, new to brand, lifetime value, brand consideration, lift or awareness.
Further, RMNs are becoming increasingly sophisticated. In April, Albertsons Cos. revealed that it’s adding video functionality to its RMN. The grocery giant is using the Criteo Onsite Video solution to place shoppable video ads from CPG companies participating in its Albertsons Media Collective retail media network. Consequently, Albertsons can now offer CPG advertisers a full-funnel on-site advertising package combining video, display and sponsored product ad formats in one unified platform.
Despite the popularity and stiff RMN investments, though, nobody has found the perfect formula to maximize effectiveness. “They’re still figuring it out and discussing it with suppliers,” admits Matt Hamory, partner, managing director and leader of New York-based AlixPartners’ grocery practice. “This is using much of the marketing team’s energy and time.”
Cloyd, meanwhile, notes that there are also no industry standards for RMN performance: “There are still questions of what are the right measures for retail media and the right way to measure it. What are the industry standards to write the ROI?”
—Debby Garbato
offers even more. Loyalty membership isn’t necessary to target shoppers via social commerce, however.
“Many grocers get hung up on loyalty or discount cards,” says Hamory. “On Instagram, I know if a person shops with me or at other places; loyalty says what I bought, and when. Whether you have loyalty data or not, there’s such rich information in the [social media] site and whether they buy directly or don’t.”
Connecting With Consumers
In China, groceries are the top social commerce category, according to McKinsey. Meanwhile, in the United States, groceries aren’t even among the top ve, with clothing (43%) dominating, followed by skin care, fashion accessories, body care and hair care (each 30% to 32%). The dilemma for grocery is that most products aren’t super-sexy fast-fashion must-haves that drive impulse buying. Rather, the majority of grocery purchases are driven by replenishment needs, particularly in consumables.
“People aren’t saying, ‘Oh my gosh, I must buy this soft drink now,’” af rms Ross Cloyd, director of retail insights at New Yorkbased Kantar Group. “It’s not like clothing or electronics or a new gadget. In grocery, people buy the same staples. It’s not like, ‘I must have that.’” Serious in ation has also caused food to come “under budget constraints,” adds Cloyd.
At the same time, some CPG brands are successfully using social commerce on a direct-to-consumer basis, generating both online sales and in-store traf c. “Oreo does a fantastic job connecting the brand with shoppers,” notes Cloyd. “They also have special in-store offers.”
Additionally, McCormick partnered with food in uencer Tabitha Brown to create a new product called Sunshine Seasoning. By featuring it on social media, the company reportedly generated “record sales.” Teeth-whitening brand Zimba has used Facebook Shops to create a digital storefront where shoppers can discover and purchase products. Procter & Gamble has also sold products via social commerce.
Hot-Item Merchandising
Food dominates many social platforms, making the channel perfect for grocers. “Recipe hacks, ‘haul’ videos and what’s-in-my-fridgestyle posts organically drive grocery engagement,” says Choudhry. “Impulse-friendly categories — especially snacks, beverages and seasonal items — are highly suited for scroll-to-cart behavior. Grocers who lean into social commerce can drive measurable business outcomes, from increased sales to brand af nity. Creator content, when paired with data and scaled across digital media, becomes a powerful personalization engine.”
Social commerce may not lend itself to selling an entire weekly grocery basket, however. It’s more about driving sales of new and/ or exciting items. “The very nature of grocery is the diversity of what someone might buy every week,” observes Kallman. “Social channels are generally about one thing.”
Some grocery retailers are making the “item” concept work via social commerce. Walmart, for example, is integrating
“hot-product” strategies into its omnichannel experiences. The company has teamed with TikTok to stage live shopping events where viewers can snag immediate deals. Its Instagram Shop markets curated items to younger people, linking purchases to in-store pickup.
Meanwhile, in the United Kingdom, Lidl launched a TikTok Shop where it introduced J.D Gross Dubai Style Chocolate, which appeals to young, health-conscious shoppers. Lidl captured consumer interest by leveraging exclusivity and affordability, selling out its entire stock of 6,000 bars at a rate of 72 bars per minute, according to an article on Kantar’s website. Comments
Social Values
Consumers are discovering products on social media more than on any other channel, with 77% now buying directly through social platforms — a 60% increase in three years.
More than 75% of consumers say that a brand’s social media reputation matters; 63% believe that it directly affects their purchasing decisions.
Consumers trust creators as much as or more than traditional brand advertising; 85% have made a purchase based on creator content.
59% of consumers discover new products via social media, making it the leading channel for this use case.
70% would choose a personalized experience based on their interests, preferences and/or browsing history.
33% will spend more when personalization is done properly.
78% consider a brand’s reputation on social media to be signi cant.
31% say that they’d spend more when their favorite creator is featured in in-store or online advertising.
Source: Inmar Intelligence
Matt Hamory, AlixPartners
on Lidl’s U.K. TikTok site had consumers clamoring for more. “There’s a treasure-hunt component,” says Kallman. “That’s what draws people.”
Foods and beverages addressing special diets and other health concerns could also t well within the “hot-item” strategy. “Alternatives to alcohol and supporting your liver are huge,” notes Hamory. “There’s a 48-year-old guy losing weight. You could have an offering of Paleo or gluten-free products. Ready-toeat meal solutions are seeing much investment. There’s also specialty cuisines. They’re done by companies specializing in these things. It’s about reaching out to inform consumers about how products can help play a role in their lives. It’s about connecting people and products. The propositions are massive.”
Recipes also work well, particularly when consumers can purchase ingredients from the social media site. “‘Shop the recipe’ features and short-form videos can inspire purchases directly from the feed,” suggests Lopinski. For his part, Kallman points to the success of The New York Times’ cooking app, which promotes millions of recipes: “With the click of a button, you can put everything in an Instacart basket and have it delivered to you.”
Lee Kallman, RDSolutions
When in uencers are involved, recipe posts become even more impactful. “Grocers can collaborate with food in uencers to enhance reach and authenticity within the community,” adds Lopinski.
An Inmar survey found that 37% of shoppers say that creators in uenced their grocery purchases. “This highlights the power of recipe content meal hacks and authentic lifestyle integration,” says Choudhry. “These categories perform especially well because they t naturally into the everyday, personal content creators already share. This trust is portable across platforms and into store aisles.”
“The next wave of social commerce will be defined by personalization, AI and smarter creator selection.”
—Ranjana Choudhry, Inmar
Looking ahead, experts believe that there’s an opportunity for social commerce to grow in the grocery channel, but somebody must take the rst major step. “If companies get serious about putting dollars behind it, I don’t think there’s a structural barrier,” says Hamory. “The return can be very attractive if you have a good strategy. Once the rst mover does it and has great success, everyone will want to do it. There’s enormous potential.”
Growth of AI and sophisticated digital tools could take social commerce to an even higher personalized level. “The next wave of social commerce will be de ned by personalization, AI and smarter creator selection,” predicts Choudhry. “With rst-party data becoming more valuable, grocers have a unique opportunity to build loyalty and shape trends through in uencer content powered by real insights — not just reach.”
Top 5 Categories Most Purchased Via Live Commerce in the Past 12 Months
% of live-commerce users
Source: McKinsey Global Live Commerce Survey, August-September 2022
AMID ANCHORED WAVES
Grocers report that they’re steering their businesses based on pragmatism and personalization.
By Lynn Petrak
Industry stakeholders looking for calm waters may have to wait until the back half of this decade, given the waves of disruption and change that have continued without much of a break since 2020. Progressive Grocer’s 2025 State of the Industry Survey a rms that grocers are navigating a still-choppy environment as best they can by focusing on what they do best: serving consumers in a customized way and in a manner that distinguishes their unique operations. That doesn’t mean, however, that today’s retailers aren’t investing in innovations – they are, but doing so in a thoughtful, practical way.
As they contend with shifting winds that whip up challenges, whether related to trade issues, lingering infl ation, increased competition across the omnichannel, or some other emerging storm, grocers surveyed by PG’s research team share their perspectives and the ways that they’re moving their businesses forward through a combination of pragmatism and personalization. Some of those insights may confi rm the course that you’ve set on your own journey, while other fi ndings may prove surprising.
SCANNING THE HORIZON
Starting with the current outlook and future forecast that are so important in setting direction amid waves of uncertainty, PG’s survey shows that grocers remain in caution mode, a mindset that should be pretty familiar by now.
Such wariness is evident in one key fi nding –that 60% of retailers feel optimistic, compared with 70% who maintained a positive outlook last year. Also telling is a data point showing that the percentage of respondents who feel “very” or “extremely” optimistic about the future dropped 27% year over year.
A variety of macro and micro factors are fueling those tamped-down expectations. Pricing is still top of mind, as 76% of grocers anticipate that overall infl ation will increase in 2025 and an equal number (76%) believe that operational costs, such as energy, fuel and supplies, will
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go up. About half of respondents cite other issues likely to a ect their businesses, including marketing costs (51%), capital expenditures (49%), competition (46%), supply chain disruptions (47%) and technology spend (46%). A few years after acute labor shortages and supply chain bottlenecks made headlines, those issues remain near the top of lists of shared concerns: 54% of respondents say that labor is the No. 1 topic that keeps them up at night, while 49% list wages and benefits, and an equal 49% mention supply chain disruptions. The tari situation, which has been volatile since President Trump announced a series of North
American and global tari s and then delayed some of them, spurred 32% of survey participants to report that trade issues are worrisome to them.
Consequently, as they remain cautious and pull back from large-scale investments like new stores and expansive technology systems, 39% of grocers polled by PG say that they expect a downward shift in their net profits this year. That’s a rather substantial increase – 19% –from last year’s survey.
View of 2025 COMPANY PROSPECTS
Source: 2025 PG Annual Report. Base: 2025 respondents, n=59. 2024 respondents, n=69. Q200. How do you view 2025 prospects for your company?
EXPECTED CHANGES IN 2025
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ANCHORED BY STORE EXPERIENCES
In this often tempestuous operating environment, grocers are striving to right their businesses by focusing on the perennial strategy of winning in store. According to this year’s Annual Report, grocers are deploying and updating a variety of in-store tools as they work though challenges from di erent directions.
Some of those tools are time-tested approaches. For example, an overwhelming 85% of food retailers say that in-store signage is their main consumer and advertising strategy, underscoring its perceived e ectiveness. That contrasts with their take on retail media: Despite the steady drumbeat of retail media in the grocery and CPG sectors, just 53% of respondents say that retail media is a primary marketing tactic right now, a 21% slide from 2024’s survey.
That’s not to say that retailers are eschewing tech in their marketing e orts: Two-thirds (63%) say that email and social commerce marketing are important, and 53% believe that mobile app marketing is an important element.
As they rely on in-store signage to get marketing messages across to their customers, retailers are doubling down on store experiences in other ways. In-store support services continue to be a leading method for consumer engagement, according to PG’s survey, topping social media and loyalty programs.
As far as departmental services go, in-store butcher counters remain a point of di erence, with 61% of survey participants saying that such o erings are paramount. Rounding out the top three services are community programming, cited by 54% of retailers, and seafood
specialists, mentioned by 32% of grocery pros. Some service areas have fallen a bit out of favor this time around, including the use of on-site wellness experts (down 18 percentage points), informational kiosks (down 22 percentage points), certifi ed chefs (down 16 percentage points), and programs for children and students (down 21 percentage points).
Of course, the store experience hinges on the actual store, and, to that end, the “box” itself is essential. Even if retailers are more cautious and not investing in as many new store builds, remodels and investments in existing stores come in fi rst on the list of retailers’ best investments over the past one to three years, ahead of tech investments and upgraded pricing and promotional solutions. Underscoring that emphasis, respondents projected that store refreshes and improvements are likely to be their best investment in the next one to three years, too.
Importance of Strategies for CONSUMER MARKETING / ADVERTISING
Source: 2025 PG Annual Report. Base: 2025 respondents, n=59. 2024 respondents, n=69. 2023 respondents, n=32. Q220A. How important are each of the following strategies to your company for consumer marketing / advertising?
The Difference of a Dog: Purina Dog Chow’s Service Dog Salute Program Supports more PTSD Service Dogs for Veterans
For veterans living with PTSD, service dogs can provide a lifeline.
By Joe Toscano, Vice President, Trade & Industry Development at Purina
The statistics are sobering: up to 30% of military veterans live with Post-Traumatic Stress Disorder (PTSD), yet only a fraction have access to the life-changing support of a trained service dog. With service dog training costs reaching upwards of $25,000 per dog and wait times often exceeding 18 months, many of our veterans are left without this vital resource that could help them reclaim their lives.
That’s why Purina Dog Chow created the Service Dog Salute program in 2018, which has contributed approximately $1.4 million to veteran service dog training organizations since its founding, and more than 30 grants to 501c3 service dog organizations. Our initiative helps fund the intensive training required to prepare these exceptional animals to support veterans living with PTSD. The impact of a service dog on a veteran’s life cannot be overstated. These highly-trained companions can recognize signs of anxiety or distress, provide calming pressure during stressful situations, and help veterans navigate daily challenges with greater confidence. Many veterans report significant improvements in their quality of life, relationships, and ability to participate in community activities after being paired with a service dog.
“I started getting better,” U.S. veteran Jonathan Lucas describes
of his service dog, Savannah. “I’m no longer hiding from society. I can go back to concerts. I can be around crowds. And [Savannah] brought me to this point, where I can be around all environments. She brought me back to the world.”
Our commitment to this cause runs deep. Beyond our financial contributions, we’ve launched nationwide awareness campaigns, partnered with veteran advocacy groups, and worked closely with service dog training organizations to understand and address the challenges they face.
Jonathan and Savannah’s story and more were recently featured in the 2024 New York Dog Film Festival, as part of the Dog Chow Service Dog Salute category’s winning film, A Dog Can Make a Difference.
For retailers, supporting the Service Dog Salute program represents both a business opportunity and a chance to make a meaningful difference. Our dedicated merchandise units create compelling in-store displays that resonate with shoppers. More importantly, by featuring Service Dog Salute displays, retailers help raise awareness about the critical need for service dogs among our veteran community.
To learn more about how you can support the Service Dog Salute program, contact your Purina sales representative. Together, we can help provide more veterans with the life-changing support of a trained service dog while driving category growth in your pet food aisle.
Purina trademarks are owned by Société des Produits Nestlé S.A.
As they focus on store experiences, grocers keep people who experience their stores top of mind. Shopper personalization across the omnichannel, including the physical store and digital space, is increasingly important to retailers polled by PG.
On the digital front, grocers believe that their customers value personalized o ers available on mobile apps. Nearly half (47%) of survey respondents report that personalized discounts available on their store’s app are important to shoppers. Interestingly, the number of retailers who report that loyalty card data helps them boost personal engagement with shoppers fell this year by 17 percentage points.
Meanwhile, the overarching idea of personalization can be quite real. According to PG’s survey, the importance of online virtual assistants and chatbots dropped 16 percentage points compared with 2024, as shoppers and grocers embrace forms of human interaction.
One-to-one engagement can be powerful and a business di erentiator in the store as well. A solid 75% of grocers surveyed agree that instore service is a primary way to engage shoppers, and 71% say that customer relationship marketing is crucial.
TOP OMNICHANNEL SERVICES: Summary
Source: 2025 PG Annual Report. Base: 2025 respondents, n=59. Q235. Please select the option that best applies to each of
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CAPTAINS OF THEIR OWN DESTINY
Getting personal extends beyond the retailer-customer relationship as more grocers tout their own unique identities to stand apart in a competitive marketplace.
On the shelves and in displays, signature and private label products are increasingly pivotal to food retailers trying to distinguish their business. In fact, nearly eight out of 10 grocers prioritize signature products, per this year’s survey, and 73% say that private label products are a key part of enhancing their retail brand or banner.
As macroeconomic conditions remain turbulent, own brands are likely to remain a focal point. Survey respondents list private label as the top category currently driving sales, followed by dairy, center store, frozen foods, and beer, wine and spirits. Retailers predict that private label items are likely to fuel sales growth for the rest of 2025.
For some grocers, signature products are turning into signature departments. That’s apparent in the growing emphasis on full-service meat and seafood counters, from-scratch bakeries, and health, beauty and wellness sections.
Still, there are some areas where grocers opt for third parties over their own items and services. For instance, although many retailers express dissatisfaction with their current third-party delivery provider, they’re less inclined to invest in developing their own apps, due to uncertain macroeconomic circumstances.
Source: 2025 PG Annual Report. Base: 2025 respondents, n=59. 2024 respondents, n=69. Q260. Among the following departments, which one do you anticipate will
Importance of Strategies for MERCHANDISING / BRAND ENHANCEMENT
Source: 2025 PG Annual Report. Base: 2025 respondents, n=59. 2024 respondents, n=69. 2023 respondents, n=32. Q220A. How important are each of the following strategies to your company for consumer marketing / advertising?
WHEN LIFE GIVES YOU EGGS
Make something delicious.
Meet Oolie, where perfectly good unused eggs find a new home in perfectly amazing dips and yogurts. Protein-rich, nutrient-dense, filler-free, and no eggy taste.
Come see what happens when egg experts get creative at IDDBA, Booth #1866
The Silent Threat: Why Supermarkets Can’t Ignore Pest Control
E ective pest control is essential for grocery stores to maintain a safe, healthy and welcoming environment. The importance of pest prevention goes beyond what customers see but also includes operational challenges like reducing waste and meeting regulatory requirements.
There have been significant advancements in pest control. Progressive Grocers sat down with Dr. Cassie Krejci, Head of Science & Innovation, North America at Rentokil Initial to learn the latest. Krejci works with a team of specialized scientists to develop new technology for Rentokil teams globally.
Progressive Grocer: How is innovation evolving the “typical” pest control program?
Cassie Krejci: Innovation is shifting the industry toward a more predictive, data-driven approach. Smart monitoring systems, remote sensing, and AI-powered analytics provide real-time insights into pest activity, allowing for quicker response times and proactive prevention. Advancements in targeted treatments and exclusion strategies enable us to reduce reliance on traditional chemical applications while improving long-term control. Grocery operators can now use technology to detect and track pest pressures, making their pest management programs more e ective, e cient, and sustainable.
PG: Looking down the road 5 and 10 years, how should operators be thinking about their pest control initiatives for the future?
CK: The grocery industry is changing rapidly, and pest control aims to evolve alongside it. Over the next five to ten years, we can expect a greater shift towards automation, remote monitoring, and AI-driven decisionmaking in both sectors. Grocery operators should prioritize proactive, technology-based solutions that integrate seamlessly into their food safety programs.
As sustainability and Environmental, Social, and Governance (ESG) initiatives gain importance, pest
control must align with corporate goals to reduce waste, minimize environmental impact, and ensure transparency in reporting. Future pest programs will rely on data science and predictive modeling, allowing grocers to anticipate risks instead of reacting to problems. Early adopters will leverage these innovations to improve food safety, protect brand reputation, and enhance operations.
PG: How can pest control providers help grocery stores with sustainability initiatives?
CK: Sustainability in pest control goes beyond simply reducing pesticide use—it focuses on strategic pest management to minimize environmental impact and ensure food safety. A reliable pest control partner can aid grocery stores in achieving their sustainability goals.
Grocery operators should prioritize proactive, technology-based solutions that integrate seamlessly into their food safety programs
Utilizing data and technology enables pest control programs to minimize unnecessary applications and prioritize non-chemical solutions like exclusion, habitat modification, and biological control. These solutions support corporate sustainability e orts while ensuring e ective pest prevention.
Reducing food waste is a key sustainability initiative for grocery operators, and e ective pest management plays a vital role. Pest activity can cause product contamination and waste, while proactive programs can minimize these losses, improving sustainability metrics and the bottom line.
Lastly, advanced digital tools allows stores to monitor pest activity, treatment history, and compliance in real-time, easing sustainability reporting.
KEY BUSINESS STRATEGIES: Summary
Source: 2025 PG Annual Report. Base: 2025 respondents, n=59. Q220A – Q220E. How important are each of the following strategies to your company for…
RISING TIDES LIFT ALL BOATS
Grocers that gravitate to the fundamentals of shopper engagement and store experiences are also adhering to principles of community outreach that have served them well over the decades. The 2025 Annual Report shows that retailers appreciate their longstanding role as community hubs and resources.
Indeed, 85% of those polled say that community involvement is important to them as they interact with customers. Even the second most popular engagement tactic – the promotion of seasonal events – has a community focus, in that such events are often tied to communal celebrations. More than half (54%) of those surveyed believe that community programs are important in-store services.
The notion of community relations includes traditional e orts like the support of local schools, food banks, nonprofits and youth sports teams, as well as educational classes for customers, and special events. In today’s tech-oriented era, the idea extends to online social communities: A strong majority of 85% of retailers polled by PG say that social media is a top channel for customer engagement.
Progressive Grocer’s 2025 Annual Report is based on a nationwide survey of industry professionals at national, regional, independent, specialty and convenience stores. Participants included store owners, store managers, category managers, corporate executives, retail/ store operations executives, c-suite leaders, and sales, advertising and marketing executives.
Salmon at Scale
PG SPEAKS WITH THE PRESIDENT/CHAIR OF THE CHILEAN SALMON MARKETING COUNCIL TO FIND OUT WHAT DIFFERENTIATES THIS PARTICULAR PRODUCT, AND HOW U.S. GROCERS SHOULD MAKE THE MOST OF IT.
By Bridget Goldschmidt
Many regions of the world produce salmon, but the South American country of Chile has a special story to tell. Progressive Grocer met with Ricardo García Holtz, president/chair of the Chilean Salmon Marketing Council (CSMC), as well as president and CEO of Chilean seafood company Camanchaca, to discover just what sets this nation’s salmon apart.
Progressive Grocer: What are the origins of and differentiating factors for Chilean salmon?
Ricardo García Holtz: Chilean salmon farming began in the 1980s as a public-private initiative to develop a new industry in the pristine waters of southern Chile. Chilean Patagonia —renowned for its fjords, archipelagos and sheltered inland seas — offers a uniquely favorable environment. The convergence of the cold Humboldt Current from Antarctica and the warmer tropical waters from the north create ideal farming conditions: temperate waters year-round and natural protection from oceanic storms.
These geographic and oceanographic advantages are comparable only to Norway and have allowed Chile to become one of the world’s leading salmon producers. Over time, Chile’s slightly warmer waters have enabled faster sh growth, supporting a competitive edge in global markets. Today, the industry
Fresh salmon llets and portions remain popular Chilean salmon formats.
is a cornerstone of economic development in the Los Lagos and Aysén regions, supplying high-quality, nutritious protein to major markets such as the United States, Brazil and across Asia.
PG: What is the current economic outlook for Chilean salmon, given current market conditions?
RGH: The Chilean salmon industry has shown remarkable resilience. After facing a signicant biological crisis in the late 2000s, the industry underwent a deep transformation, improving biosecurity, environmental practices and operational standards. A decade later, it was stronger than ever.
More recently, however, regulatory headwinds — many driven by environmental activism —have introduced challenges that limit further growth. While we fully acknowledge the importance of sustainable development, some of these pressures originate from foreign-funded groups whose agendas may not align with local communities or the long-term prosperity of Patagonia.
That said, Chilean salmon farmers are deeply committed to improving sustainability. We believe it’s possible to both protect the environment and ensure a thriving aquaculture industry that bene ts local economies and meets global demand for sustainable seafood.
Chilean salmon farmers are deeply committed to improving sustainability.
PG: How will this play out at U.S. food retailers in terms of availability and pricing?
RGH: With a supportive regulatory environment, Chile will continue to supply the U.S. market consistently and competitively. Chilean salmon is available year-round and offers exceptional nutritional value, particularly as a rich source of omega-3 fatty acids. As American consumers become increasingly health-conscious and environmentally aware, they’re recognizing the bene ts of including more seafood in their diets.
Among all animal proteins, salmon stands out for its versatility, sustainability and convenience. Chile’s scale and expertise allow us to deliver a reliable, premium product to U.S. retailers and consumers 52 weeks a year.
PG: What retail programs is the CSMC developing to encourage U.S. consumption of Chilean salmon?
RGH: During the COVID-19 pandemic, the Chilean Salmon Council launched a nationwide campaign encouraging consumers to prepare salmon at home. The message resonated strongly, and retail sales grew — even as restaurant dining declined. Consumers discovered how easy it is to cook delicious, nutritious salmon meals at home, and that habit has persisted.
Today, in the face of in ation and changing consumer behavior, that value proposition remains powerful. We continue to support campaigns that promote salmon as an affordable, healthy and easy-to-prepare meal option for American families.
PG: What resources does the CSMC offer U.S. retailers to help promote Chilean salmon (signage, shelf talkers, displays, etc.)?
RGH: We offer retailers a dual value proposition: First, we build the Chilean salmon brand around purity, sustainability and origin; second, we provide support in defending that brand from misinformation or unfair criticism.
Through point-of-sale materials, educational content and origin campaigns, we help consumers understand the story behind Chilean salmon — where it comes from, how it’s raised, and why it’s a smart choice for their families and the planet. We’re
Chile’s scale and expertise enable it to deliver a reliable, premium product year-round to U.S.
retailers and consumers.
committed to transparency and partnership with retailers to build long-term trust and sales.
PG: What sorts of results have U.S. retailers seen from previous promotions of Chilean salmon?
RGH: Time and again, we’ve seen that even a small promotional effort — like a temporary price reduction — can lead to a signi cant increase in demand. Chilean salmon is already a preferred option for many consumers, so when the value is emphasized, sales respond quickly and positively.
These results have been consistent across major retailers nationwide, showing that American shoppers are eager to buy more salmon when given the right message and incentive.
PG: How does the CSMC keep upping the ante on promotions to ensure success?
RGH: Our focus is on building long-term brand equity by reinforcing three key messages: origin, sustainability and ease of preparation. We work closely with retailers to develop in-store and digital content that demysti es seafood and empowers consumers to cook salmon con dently.
“American shoppers are eager to buy more salmon when given the right message and incentive.”
—Ricardo García Holtz, Chilean Seafood Marketing Council and Camanchaca
One of the biggest barriers to seafood consumption is uncertainty in the kitchen. When we help overcome that, we unlock tremendous growth potential.
PG: What types of salmon products are popular in the United States, and how does Chilean salmon meet those needs?
RGH: Fresh llets and portions remain the most popular formats, driven by their versatility and freshness. However, we’re seeing strong growth in ready-to-eat options, meal kits and single-serve portions — ideal for busy consumers or smaller households.
Chilean salmon is uniquely positioned to meet this evolving demand. Our production scale and quality standards ensure that we can offer a broad range of formats while maintaining freshness, taste and nutritional value.
PG: What’s next for the Chilean salmon industry?
RGH: The future is focused on innovation and continuous improvement. Hundreds of initiatives are underway across farms and processing facilities to enhance sustainability, animal welfare, and operational ef ciency.
Our goal is to bring to American dinner tables a protein that not only tastes great, but also re ects the values of health, responsibility and environmental care. Chilean salmon is not just a product — it’s a commitment to doing things right, for today and for future generations.
ALL THE BEST
MANY OF THIS YEAR’S EDITORS’ PICKS MARRY FUNCTIONALITY AND FLAVOR.
By PG Staff
Because we are intrepid grocery consumers as well as dedicated grocery industry editors, judging the products for our annual Editors’ Picks program is always a joy. This year – the 21st iteration of the program – has proved particularly interesting, however, as we witnessed the further migration of functional foods into the mainstream.
Among the products that wowed us were sweet potato fries featuring superfoods, caffeine-infused dark chocolate, probiotic soda, overnight protein oats, herbal tea with biotin, a high- ber fruit bar, raw snacking granola, a juice shot formulated to improve sleep quality, various products marketed as allergen-free, healthy hydration beverages, protein tortilla chips, and even better-for-you mac and cheese, to name just a few. These products didn’t stop at functionality, though; many featured such indulgent avors as Mango Cardamom, Vanilla Almond, Tart Cherry and, perhaps most mouthwatering, Cherry Berry Chocolate Chunk.
Speaking of avors, trending hot honey – probably the most popular of the wave of “swicy” products now inundating store shelves – made a notable showing among the products we selected, along with “everything” seasoning, which is decidedly not just for bagels anymore. Clues to future avors that consumers will embrace came in such creative forms as a cotton candy- avored energy drink and sea salt honey, the latter offered as a product that does double duty as a gourmet recipe ingredient and workout fuel.
Additionally, organic and natural products, premium offerings, better-for-you versions of stalwart snacks, convenience and ease of use, global cuisines, inventive private label items at value prices, and eco-friendliness in production and packaging continued to be well represented among the entries we considered, as well as our eventual picks.
On the following pages, we invite you to sample the 2025 Editors’ Picks, accompanied by their suggested retail prices and packaging sizes. For descriptions of each product, visit www.progressivegrocer.com
$16.99 per 16-count 8-ounce package
$37.99 per 50-count 24-ounce package
per 16-ounce bag
$7.89 per 6.35-ounce box of six gummy bear packs or 12-count 4.23-ounce package of truf es
per 12 12- uid-ounce cans
Actual Veggies Purple Sweet Potato Super Fries
$7.99 per 14-ounce package
Archer Beef & Cheese Mini Sticks
AWAKE Chocolate Dark Chocolate Variety Pack
Best Choice Cinnamon Sugar Pretzel Braids $4.89
Amylu Organic Spinach & Red Pepper Chicken Meatballs
$7.49 per 10-ounce box
Atkins Endulge
Be LOVE Balanced Electrolyte Beverage $36
Best Choice from the Farm Lunch Meats
$2.75 per 8-ounce pillow pack pouch
Big Easy Pop
$2.79 per 12- uid-ounce can
Butterball Cook from Frozen Premium Whole Turkey
$2.49-$2.99 per pound
Carbone Black Truf e Alfredo and Mediterranean Marinara Sauces
$23.99 per 2-pack of 15-ounce jars of Black Truf e Alfredo or 24-ounce jars of Mediterranean Marinara
Bumble Bee Lemon & Garlic Wild-Caught Albacore Tuna in Water Pouch
Garden Veggie Sweet Tangy Chili Flavor Burst Tortilla Chips
$3.99 per 6-ounce bag
Hand Stand Cotton Candy Energy Drink
$1.99 per 12-ounce can
Globowl Mini-Strone
$5.99 per 4-ounce jar
Harvest Snaps Kids Crispy Fruit
$6.99-$7.99, packaging sizes vary
Go Raw Organic Snacking Granola
$7.99 per 8-ounce bag
Fresh Face Foods Piña Colada Coconut Trail Mix
$4.49 per 4-ounce bag
Food Club Hickory Smoked Ham, Honey Ham and Brown Sugar Ham
$3.99 per pound
Four Sigmatic Focus Half Caf Ground Coffee
$16.99 per 10-ounce bag
Food Club Hot Honey Cornbread Mix
$1.99 per 6-ounce package
Filippo Berio Arrabbiata Pasta Sauce
$8.49 per 24-ounce jar
Floura Mango Cardamom High-Fiber Fruit Crush Bar
$3.79 per 1.8-ounce bar
Little Leaf Farms Sesame Ginger Salad Kit
$4.99 per 6.5-ounce kit
Local Hive Honey Hot Sauces
$4.99-$5.99 per 6-ounce bottle
Más+ by Messi
$2.99 per 16.9-ounce bottle
MUSH Protein Bars
$2.79 per 2.5-ounce bar
Jeni’s Burnt Orange Dreamsicle
$8.99 per pint
KLIMON Banana Ooh Na-Na
$5.99 per pint
JonnyPops Birthday Surprise Minis with Cream
$6.99 per 6.72-ounce box
Know & Love Hardwood Pellets Championship Blend $10.99 per 20-pound bag
Kentucky Legend Bourbon Barrel Smoked Ham and Bacon
$6.99, packaging sizes vary
Kraft Natural Cheese Signature Shreds
$3.49 per 8-ounce bag
KIND Protein Max
$23.99 per 12-pack, $8.99 per 4-pack, $2.50 per 2.2-ounce bar
La Terra Fina Jalapeño Ranch Dip & Spread with Greek Yogurt
$5.49 per 10-ounce tub
It’s Skinny Pappardelle
$3.99 per 9.52-ounce pouch
A delicious twist on snacktime!
Simply Done Bright Day
$1.99-$10.99, packaging sizes vary
Seven Sundays Little Crispies
$7.99 per 8-ounce bag
Nasoya Cubed Tofu
$3.59 per 9.5-ounce package
Oliver Winery Cosmoberry and Dreamberry Wines
$16 per 750-milligram bottle
SE Grocers Dish & Antibacterial Hand Soap
$2.79 per 19.4-ounce bottle
Nasoya K-Town Dressings
$4.99 per 12-ounce bottle
Prairie Fresh Hatch Chile Pork Tenderloin
$6-$8 per approximately 18-ounce package
SE Grocers Everything Bagel Seasoning
$4.99 per approximately 2-ounce jar
Nature’s Premium Dessert Pearls
$5.99 per 9.2-ounce box of four 2.3-ounce cups
Pure Kick Variety Pack
$5.98 per 30-count box
SE Grocers Large Spigot
Laundry Detergents
$14.99 per 154-ounce bottle
Niman Ranch Iberian
Duroc Prosciutto
$4.80 per 3 ounces
Scripto Eco Flame
Max Lighter
$7.49 per unit
Simply Protein Restaurant-Style
Organic Super Premium
$7.99 per 32- uid-ounce container
TopCare Hydration Support
Electrolyte Drink Mix
Sue Bee Sea Salt Honey
$9.99 per 12-ounce jar
Volpi Cheddar Cheese and Uncured Pepperoni Snack Cup
$3.99 per 2-ounce cup
Yaza Roasted
Garlic & Mint Labneh
$6.99 per 12-ounce tub
Protein Tortilla Chips
$4.99 per 4.58-ounce bag
Synear Panda Buns with Custard Filling
$13.99 per 25.4-ounce package
White Castle Double Cheese Slider
$7.25 per 4-count 12.98-ounce box
YumEarth Sour Littles
$5.99 per 5-ounce bag
So Good So You Sleepy Tart
Cherry Organic Cold-Pressed Probiotic Juice Shot
$3.99 per 1.7- uid-ounce shot
Táche Unsweetened Original Pistachio Milk
Wild Planet Skipjack Wild Tuna with Dill Pickle
$2.99-$3.75 per 3-ounce can
Straus Family Creamery
Cookie Dough Ice Cream
$7.99 per pint
$5.99 per 6-packet 3.39-ounce box
Yasso Fudge Poppables
$6.49 per 6.84-ounce bag
Premium Meats
Rede ning Quality
PRODUCERS AND RETAILERS ALIKE ARE DISCOVERING ADDITIONAL SELLING POINTS FOR PREMIUM MEATS.
By Mike Duff
The opportunity to generate more premium meat sales today gives every indication of growing despite, and, in some cases, because of, in ation and consumers making decisions about where they want to sit down and enjoy a meal that delivers an elevated center-of-the-plate experience.
Yet, while tradition is critical in the category, the de nition of premium meat has expanded. A ne cut of New York strip remains a signature image of premium meat. Still, “premium” can mean different things to different people today as consumer preferences change regarding what is considered extraordinary.
Beyond trim and marbling, consumers are factoring in the methods used in raising livestock, considering such methods as grass feeding to not only ful ll their desire for sustainability, but also to provide a higher-quality meat. Then, at a time when consumers are more daring in their dining, exemplary products from more exotic cuisines can take on a premium aspect, especially if they have characteristics that elevate the proposition behind them, such as better nutritional qualities.
The core of premium meat remains dynamic, with steak still representative. The position of premium steak cuts is about tradition, but that isn’t all. As protein has become a more important consideration, consumers have begun looking for more ways to enjoy it. That means there’s an opportunity to sell more premium products.
Protein Power
“Consumers have never wanted more protein,” says Lucy Woods, consumer insights senior manager at Wayzata, Minn.-based Cargill.
Cargill’s 2025 Protein Pro le team has determined that protein reigns supreme
as the most critical macronutrient in North American diets, with 61% of consumers increasing their protein intake in 2024, up from 48% in 2019.
“With all the news and the in ation over the past couple of years, you would think that consumers are only buying ground meat and chicken, which we have had seen them shifting into ground meat and chicken as more affordable proteins, but we’ve also seen spikes in steak, which has been really interesting,” notes Woods. “We did not see that coming, with all the headlines of in ation, but when we spoke with consumers, we found out that they’re … creating that restaurant experience at home. That’s putting a little fuel behind the sales of steak from grocery stores: Consumers are creating that experience at home.”
Key Takeaways
“Premium” can mean different things to different people today as consumer preferences change.
Meat producers with a premium tale to tell are looking to grab consumer attention through variations on recognized premium products based on de ned characteristics.
Major supermarket chains are carrying a wider variety of premium meats to offer more choices to shoppers who want to embrace new avors and nutritional pro les.
Exotic meats such as goat are increasingly taking on a premium dimension.
Creekstone Farms’ Irodori Wagyu beef marries tradition and innovation.
YOUR CUSTOMERS DESERVE THE BEST
When you stock the best beef, shoppers notice. The Certified Angus Beef ® brand delivers unmatched flavor, trusted quality and the consistency that keeps customers coming back for more.
Raised by dedicated family farmers and ranchers who prioritize animal care and climate-friendly practices, it’s not just the best-tasting and best-selling beef — it’s the best-sourced too.
Premium Meats
Meat producers with a premium tale to tell are in some cases looking to grab consumer attention through variations on recognized premium products based on de ned characteristics. For example, Creekstone Farms, based in Arkansas City, Kan., recently debuted Irodori Wagyu, a product developed using Black Angus genetics and a unique fat composition that renders at a lower heat, for bold avor and a buttery texture, as the company describes it. Creekstone has incorporated Irodori Wagyu in a product line that already includes Premium Black Angus Beef and All-Natural Heritage Duroc Pork.
Greater Variety
The ability to stand out from mainstream products and offer consumers the promise of a better eating experience is consistent with shoppers’ desire to do so at home.
breed-speci c approach to its fowl, using heritage breed Hubbard Ross and Cornish Cross varieties that are raised humanely and antibiotic-free, and air-chilled for peak freshness. The company places QR codes on every package for transparency, linking the consumer to sourcing information while attributing the chicken’s better avor and tenderness to both its breeding program and a proprietary all-natural non-GMO vegetarian diet.
“There hasn’t been much new product development in the chicken market, and we saw a need to offer chefs a better-tasting product with strong marketability,” says Mike Saperstein, owner of Sunbird Poultry. “It checks all the boxes for the modern health-conscious customer. … We offer this product in both all-natural and organic varieties.”
“Today’s shopper cares about what’s not in their food just as much as what is.”
—McKiernan Flaherty, True Story Foods
For instance, Lancaster, Pa.-based Sunbird Poultry has launched a premium all-natural chicken line that, according to the company, provides exceptional taste and quality at an accessible price. Sunbird takes a
“Consumers are increasingly seeking variety, convenience and avor driven by a growing interest in trying new cuts and cooking methods, more home-prepared meals, and a shift toward value-added options like pre-marinated pork,” observes Ozlem Worpel, VP of marketing and innovation at Merriam, Kan.-based Seaboard Foods, producer of Prairie Fresh pork products. “Innovations such as Prairie Fresh’s newly announced ground pork/sausage re ect this demand for affordable, avorful and easy-to-use products.”
The truth is that de ning premium meat isn’t necessarily easy these days, because, even if particular cuts and de ned products in the premium meat category are central to it, a whole range of products and varieties of meat have emerged that could also wear the mantle.
The approach taken by Swedesboro, N.J.-based Thomas Foods International, for example, is in uenced by speci c claims made by producers. The claims-based de nition makes sense to consumers who want meat that’s conceptually appealing to them. Grass-fed and, for many, grass- nished meat, for example, appeals not only because of the way the animals are treated, but also because the meat has a reputation for being higher in omega acids, isn’t raised with antibiotics, and has a cleaner pro le and avor, according to Danielle Marta, VP of marketing innovation for Thomas Foods International.
Thomas ranges across the premium meat space, with such offerings as Angus beef and Wagyu, which once could be characterized as specialty meat products but today are more mainstream,
Quality, convenience and the infusion of avors raise Prairie Fresh ground pork and sausage to premium heights.
Sunbird Poultry’s premium chicken line provides tastier shish kabobs, among other dishes.
even if they maintain an upscale aura. The company’s product range can satisfy the curious consumer and those looking for healthy alternative proteins.
Even with products that might seem more con ned to ethnic grocery stores, things are changing. Today, major supermarket chains are carrying the company’s free-range, low-fat ground goat to give shoppers who want to embrace new avors and nutritional pro les another choice.
Keeping it Clean
As noted, with the preference many consumers are showing toward speci c methods of raising farm animals, meats can gain a premium pro le depending on livestock treatment. The appeal here includes sustainability and humane treatment, but many consumers also believe that more natural methods elevate the avor to premium status.
“At True Story, we de ne specialty meat as high-quality, responsibly sourced protein that stands apart from commodity offerings in both avor and farming practices,” says McKiernan Flaherty senior brand manager at Berkeley, Calif.-based True Story Foods. “While premium positioning plays a role, it’s really about transparency, animal welfare and the story behind the product. Over time, the de nition has evolved from indulgence-driven to purpose-driven. Today’s shopper cares about what’s not in their food just as much as what is.”
“What once might have been confined to highend steakhouse selections is now more inclusive of global, ethnic influences.”
—Dan McIntyre, Whetstone Distribution
marbling and full avor — alongside our clean-label commitments,” explains Flaherty. “We lean into education, especially on social and in sampling moments, to bridge the gap for shoppers who might not yet be familiar with Kurobuta. Consumers respond well once they try it. It delivers a noticeable avor difference. Clean quality is core to our value proposition and a strong purchase driver among our target consumers.”
The way that Don McIntyre, CEO of Chicago-based Whetstone Distribution, looks at it, premium meat “encompasses products that go beyond conventional commodity cuts. It’s not just about premium positioning or price point. It often includes meats with deep roots in ethnic cuisine, such as oxtail, goat, tripe or whole poultry cuts. It can also include unique animal breeds, speci c feeding or raising practices, or heritage breeds, and lesser-known or value-added cuts. Over time, the de nition has broadened. What once might have been con ned to high-end steakhouse selections is now more inclusive of global, ethnic in uences.”
True Story, which focuses on Kurobuta, also known as Berkshire, hogs, describes its products as the “Wagyu of pork.”
The company recognizes the value of providing a clear sense of how it approaches its products and what that means in practice.
“We communicate the premium nature of our Kurobuta pork by emphasizing its breed-speci c traits — tender texture, rich
In the end, the changing outlook for premium meat is driven by the consumer, according to Patricia Bridges, senior director of marketing and communications at Coleman All Natural Meat, in Golden, Colo.
“Our customers are looking for more than just ‘all natural’ and humane-raising claims,” asserts Bridges. “They want transparency from the meat brands they buy, and they want to know that the meat they purchase is from U.S. family farms. We also know that taste plays a huge role. There is an increasing demand for bold avors, heritage breeds and gourmet meals at home. We are seeing a higher demand for protein-focused diets; consumers are looking for new items in a familiar form that is convenient, affordable, and has a variety of tastes, offerings and avors. Coleman All Natural Meats continues to innovate to add different avor varieties to our portfolio that elevate meals in a convenient and affordable way. Our products … can be used in many ways to enhance dishes, including soups, stews and pasta dishes.”
True Story believes that high-quality, responsibly sourced protein stands apart and beyond commodity offerings.
Wegmans recognizes that customers want more from premium meat today, including more avor.
Cheese Review
PG PRESENTS A ROUNDUP OF RECENT PRODUCTS IN THE CATEGORY SPANNING THE DELI AND DAIRY SECTIONS.
Recently introduced products in the cheese category are placing a premium on snackability and convenience, as well as on the public’s demand for natural and organic foods perceived as healthier.
On the snackability side, artisan cheese company Sartori has boldly entered the segment with its Cheese Bites line, available in two of its signature avors: creamy MontAmoré Cheddar, with robust notes of aged Parmesan, and zesty Italian Herb Cheddar, packed with a savory blend of fresh herbs, tangy lemon and warm Aleppo pepper. Plymouth, Wis.-based Sartori crafted the elevated snack in a multiyear process that took into account consumer research and fan requests. While the bites can be enjoyed on their own, Sartori’s master cheesemakers suggest also trying them with crackers, fruit, nuts or even in a salad. The bites come in 4.5-ounce packages, each containing six snackable wheels of cheese, for a suggested retail price of $5.99.
Shaking Up the Dairy Case
Meanwhile, fellow Wisconsin cheese company Sargento has been exing its innovation muscles with three recent launches: Sargento Natural American Cheese, along with two collaborations: Sargento Seasoned Shredded Cheese, avorful blends created with McCormick & Co. Inc., and Sargento Shareables, a ready-to-serve cheese and cracker tray developed in partnership with M ōndelez International.
Made with 100% natural cheese, Sargento Natural American Cheese contains just ve ingredients – unlike typical processed American cheeses in the dairy case with nine or more – delivering the melt, avor, aroma and texture that consumers want. An 8-ounce package of 12 slices has a suggested retail price of $4.29, while a 16-ounce package of 24 slices goes for a suggested retail price range of $7.99-$9.99
Sargento Seasoned Shreds pair the Plymouth-based brand’s natural cheese with Frank’s RedHot and Cholula Hot Sauce seasonings and McCormick Crushed Red Pepper, giving cheese-laden meals and snacks a uniquely spicy kick for increasingly heat-seeking consumers. A 7-ounce bag of any variety retails for a suggested retail price range of $4.59-$5.79.
Building on the success of Sargento’s Fun! Balanced Breaks snacks, which were also created with M ōndelez, Shareables
provide a convenient, resealable snacking solution that consumers can serve at once, eat together with one to three companions, and/or save for later. Shareables come in three varieties, each consisting of two Sargento natural cheeses accompanied by Ritz or Triscuit crackers: Cheddar & Colby Jack + Ritz, White Cheddar & Gouda + Triscuit, and Pepper Jack & Monterey Jack + Ritz. A 6-ounce peel-and-reseal package of 16 Ritz or 14 Triscuits and 16 or 14 slices of cheese has a suggested retail price range of $6- $8.
Easy Cheesy Meals
Also keeping it simple, La Farge, Wis.-based Organic Valley, the largest organic farmer-owned cooperative in the United States, has launched Organic American Cheese Blocks in two creamy options: classic, mild cheddar-like Original, and zesty Fiesta featuring organic jalapeño peppers, organic habanero powder and Mexican-inspired spices. The blocks were created for cheese lovers who crave the comforting taste and meltability of American cheese made with uncomplicated organic ingredients.
Crafted with USDA Organic milk from cows raised in pastures without the use of antibiotics, synthetic hormones, toxic pesticides or GMOs, the blocks use the same recipe as the co-op’s award-winning Organic Valley American Cheese Slices but offer more versatility, allowing home cooks to slice, shred, cube or melt their cheese exactly how they want. The product is currently available at Whole Foods Market stores nationwide, with a rollout to additional stores coming in the following months. Either variety retails for a suggested $9.99 per 11-ounce block.
In the spirit of streamlining meal prep, Boursin Cheese’s Boursin Crumbles give foodies an easy way to add texture and avor to meals. The convenient product line differs from the 2021 Boursin Bites snacking innovation in that the current offering was designed for shoppers seeking to enliven everyday dishes with a gourmet touch. When selecting the avors for Boursin Crumbles, the brand chose Garlic & Fine Herbs, its most-loved avor, made with a signature blend of garlic, fragrant parsley and mild chives, and Caramelized Onion & Herbs, a savory blend of cheese, onions and herbs that gained popularity during its limited release in 2021, prompting its addition to Boursin’s year-round lineup. A 4-ounce resealable container of either avor has a suggested retail price of $5.99. Boursin is part of Chicago-based Bel Brands USA, a subsidiary of Bel Group.
Sartori Cheese Bites offer elevated snacking.
Sargento has recently launched three product lines.
Top Trends in Candy and Snacks
BOLD NEW FLAVORS AND INNOVATIVE TWISTS ON CLASSICS ARE TAKING THE CATEGORIES BY STORM.
By Emily Crowe
The perennial favorite candy and snack categories have been undergoing a renaissance of sorts in recent years, from new formats of old favorites to eye-popping new avors that are grabbing consumers’ attention. Innovation is the name of the game, and companies are certainly upping the ante in today’s social media-fueled shopping landscape.
A recent report from Chicago-based market research rm Circana con rms that snacking frequency remains high, with innovation spurring consumer demand, and viral avor pro les, including ube, peri peri and matcha, as well as brand collaborations, sparking curiosity and creating buzz-worthy products.
Additionally, Circana nds that online sales of snacks continue to rise, with nearly 50% of consumers buying snacks online in 2024. Convenience, exible delivery options and price-sur ng behaviors have all contributed to the increasing prominence of e-commerce in the snacking arena.
Candy Comes Full Circle
Innovation in the candy aisle is indeed running the gamut, with trends ranging from next-generation takes on nostalgic products to intriguing new ways to gift
candy. Dana Rodio, director of marketing and brand strategy at Hicksville, N.Y.-based Nassau Candy, says that the company is seeing a move toward candy gifting and an increased demand for candy-gifting products.
“Chocolate has long been the mainstay in confectionery gifting,” notes Rodio, “but Millennials’ and Gen Z’s love of gummies and candy is changing all that.” As such, Nassau Candy is launching a line of Candy Charcuterie Trays, a ready-made presentation option that, according to Rodio, elevates popular chocolates, nuts, gummies, pressed candy and licorice to gifting status.
The Washington, D.C.-based National Confectioners Association has also noted innovation in the chewing gum category, including tabs, tapes, balls, ribbons and candy-coated options, with new packaging formats such as bulk packs, reclosable bags and plastic bottles. Gum with added bene ts, such as vitamins B6, B12, D3 and K2, are gaining traction, as are products that provide quick energy boosts with ingredients like natural caffeine, amino acids and green tea extract.
Key Takeaways
Innovation is the name of the game in the candy and snack categories.
Many old favorites are getting fresh new makeovers, including novel avors, formats and packaging.
Limited-time products and brand mashups are also enlivening candy and snacks, while healthy snacking remains an important subsegment.
Nassau Candy is launching a line of Candy Charcuterie Trays.
Moreover, freeze-dried candy is still having a heyday. In one example, Denverbased 1UP Candy, a challenge-based candy brand co-founded by YouTuber FaZe Rug, has kicked the category up a notch with its crunchy freeze-dried sour strips. According to the company, the product takes the classic chewy treat and transforms it into a crispy snack with a sour pop, providing a viral-ready, next-generation take on a beloved treat.
Another nostalgic favorite is getting a facelift: Janesville, Wis.-based Impact Confections recently introduced WARHEADS Atomic Fizz candy, combining the classic sour taste of WARHEADS Extreme Sour Hard Candy with a zzy explosion in the center.
Snacks Get a Glow Up
Innovation is also at play in the snacks category, with manufacturers pulling out all the stops to impress discerning customers. Chicago-based Kellanova, for example, recently unveiled a lineup of new and updated snacks, including light and crispy Pringles Mingles, new avors of Rice Krispies Treats, a new poppable format for Pop Tarts, and more.
Kellanova is also taking advantage of popular avor twists with its Pringles Everything Bagel product, as well as the lure of brand mashups through the limited-time Pringles x Hot Ones line with avors like Los Calientes Rojo and Los Calientes Verdes.
“Snacking has evolved beyond simply satisfying hunger; it has become less about impulse and more of a reflection of personal values, priorities and lifestyle choices.”
—Sally Lyons Wyatt, Circana
Limited-time offerings from other manufacturers are also making waves in the category, including new State Fair-inspired Fried Chocolatey Sandwich Cookie Flipz, which the Stamford, Conn.-based brand describes as a nod to consumers’ desire for novelty and escapism. Utz’s Lemonade Potato Chips, meanwhile, were born from a collaboration between the Hanover, Pa.-based company with Bala Cynwyd, Pa.-based Alex’s Lemonade Stand Foundation, the largest independent childhood cancer charity in the United States.
Additionally, Plano, Texas-based Frito-Lay is leaning into a bevy of avor trends with this year’s offerings, ranging from Lay’s Kettle Cooked Cajun Spice Flavor and SunChips Honey BBQ Chips to Doritos Golden Sriracha and Cheetos Crunchy Nashville Hot.
On the other end of the spectrum, healthy snacking also remains an important subsegment for manufacturers and retailers to consider. According to the Circana report, 64% of consumers actively seek snacks perceived as “good for them,” with categories such as yogurt, natural cheese chunks and high-protein options seeing solid growth because of their nutritional content.
“Snacking has evolved beyond simply satisfying hunger; it has become less about impulse and more of a re ection of personal values, priorities and lifestyle choices,” says Sally Lyons Wyatt, global EVP and chief industry advisor at Circana. “From the rise of health-forward products to the experimental exploration of bold avors, brands must adapt quickly to meet consumer needs and keep pace with shifting trends.”
1UP Candy is turning classic confections into freezedried novelties.
Utz’s limited-edition Lemonade Potato Chips are adding interest to the category.
By Bridget Goldschmidt
Learn by Doing
THE IFTSA’S COMPETITIONS SHOWCASE THE INVENTIVENESS OF STUDENT PRODUCT DEVELOPERS.
Wondering what the next great products at retail will be? The Institute of Food Technologists (IFT) has a pretty good idea. The Chicago-based organization’s student association (IFTSA) holds three product development competitions annually: Developing Solutions for Developing Countries, sponsored by Feeding Tomorrow Fund, IFTSA & Mars Product Development Competition, sponsored by Mars Wrigley, and Smart Snack for Kids Product Development Competition. Each contest has a written-proposal component and after initial judging, six nalist teams per competition do oral presentations of their products at the IFT FIRST event in Chicago in July. The Smart Snacks for Kids and IFTSA & Mars Product Development competitions’ nals also have a tasting component in which judges actually get to sample the products.
“Sustainability,
Left: Chapman University won last year’s IFTSA & Mars Product Development Competition. Right:
alternative protein sources, and natural
flavors
and colorings are three trends we’ve seen in our product development competitions as well as student attitudes in our Academic Knowledge Base Research reporting.”
According to Christina Ginardi, IFT’s director of academic engagement: “Our product development competitions can see anywhere from 15-30 preliminary written proposal submissions for each competition. There is an initial judging stage where professional members of IFT serve as judges to evaluate each product on a rubric according to the criteria outlined in each competition.”
—Christina Ginardi, Institute of Food Technologists
Those criteria vary according to the competition. “Developing Solutions for Developing Countries requires teams to come up with a product and packaging that is native and locally sourced to a developing country and outline the way this product will address the needs of that speci c country,” explains Ginardi, while “Smart Snacks for Kids requires teams to create a product aligned with the USDA’s ‘Guide to Smart Snacks in Schools’ recommendations and market said product to kids and their parents.”
She notes that winning products are highlighted by IFTSA’s marketing and PR teams, adding that “IFT offers a monetary award for rst, second and third place that could be used for startup costs, and teams own the intellectual property of their products, allowing them to decide on the next steps.”
Asked about previous competition winners that have rolled out at retail, Ginardi replies: “One example is Jack and Friends Jerky — a vegan jerky made from jackfruit and a hydrated-pea protein base — which was invented by Cornell students and won rst place in the 2017 IFTSA & Mars Product Development Competition. The product is now sold across stores in the New England region.”
Given her vantage point at IFT, Ginardi has been able to track the most enduring trends in food products, and how they’re being applied by student teams.
“Sustainability, alternative protein sources, and natural avors and colorings are three trends we’ve seen in our product development competitions as well as student attitudes in our Academic Knowledge Base Research reporting,” she notes. “One prime example of the alternative-protein trend is the winning product of last year’s Developing Solutions for Developing Countries competition, HopEnergy, created by students at the University of Costa Rica. HopEnergy is an instant powdered drink designed to provide proteins and vitamins for migrants passing through Costa Rica. The drink is made from panela [unre ned whole cane sugar], milk, grains and seeds. We’ve also seen products that cater to individuals with dietary restrictions: Chapman University’s SOL – Spice of Life (winner of last year’s IFTSA & Mars Product Development Competition) accommodated lactose-intolerant consumers, while McGill’s Magic Mud Pot (winner of last year’s Smart Snacks for Kids competition) was both gluten- and nut-free.”
With the creative minds of these food technology students hard at work devising innovative products, don’t be surprised to see some of them end up on your own shelves.
