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AN INSIDE LOOK AT THE WORLD OF RETAIL FOODSERVICE

R E TA I L

CUISINE Edition: 1

TO DAY

TWO FOOD CHANNELS CONVERGE To establish a third channel... and a new food world order arises.

McCaffery’s Food Stores Continue to Grow Page 13

Rastelli Fresh Market

Page 21

Procacci Brothers Wholesale Page 26

The New Food World Order is causing businesses to re-think, re-evaluate, and re-configure their “go-to-market” strategies as they relate to their performance needs in the business of food.


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R E TA I L

CUISINE TO DAY

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Meet our Editor and Publisher Bill Pizzico has over 40 years of diverse food industry experience.

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Chef’s Spotlight Flavor complexity looks at how flavors and characteristics work together in a finished food or beverage.

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Buzz Masterful merchandising ideas for seasonal celebrations

FEATURED STORIES PAGE 21

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They Say Retailers, suppliers gain by doing good.

2 Food Channels Collide Exeri volest, es am, ut harcipis entorro quas alignim qui dolorporepel ipsapis eum as excerchil mintissiti nos et qui bearum expliquaecus pelest, soluptae sanda sum lab is et atur? Apientiossed evelita tiuntur. Berum doluptaquam a qui occum qui cusdae peritas ea vollup.

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From Our Library Tide rises for sustainable choices.

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McCaffrey’s Food Stores Continue to Grow Exeri volest, es am, ut harcipis entorro quas alignim qui dolorporepel ipsapis eum as excerchil mintissiti nos et qui bearum expliquaecus pelest, soluptae sanda sum lab is et atur? Apientiossed evelita tiuntur. Berum doluptaquam a qui occum qui cusdae peritas ea vollup. PAGE 40

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Right From the Board Room Company manufactures branded and private label refrigerated and frozen soups, entrees sides and desserts.

Rastelli Fresh Market Exeri volest, es am, ut harcipis entorro quas alignim qui dolorporepel ipsapis eum as excerchil mintissiti nos et qui bearum expliquaecus pelest, soluptae sanda sum lab is et atur? Apientiossed evelita tiuntur. Berum doluptaquam a qui occum qui cusdae peritas ea vollup. PAGE 42

Procacci Brothers Wholesale

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Top of Mind Nearly 60% of consumers purchased a specialty food or beverage product in the past six months, up from 47% in 2015.

Exeri volest, es am, ut harcipis entorro quas alignim qui dolorporepel ipsapis eum as excerchil mintissiti nos et qui bearum expliquaecus pelest, soluptae sanda sum lab is et atur? Apientiossed evelita tiuntur. Berum doluptaquam a qui occum qui cusdae peritas ea vollup.

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R E TA I L

CUISINE TO DAY

editor and publisher

Bill Pizzico

editorial director

Chip Bolton David Litwak

contributing editorial

Roxanne Johnson Mike Freed Charlie Conwell

creative director

web design editorial coordination

Kelly Fineberg Kelly Fineberg Melanie Mitchell

ad cast director

Charlie Nuara Phil Ferdinand

consulting director

contributing editorial

editorial advisory board

advertising sales

for more information of retail cuisine today:

retailcuisinetoday.com

We are a group of business professionals founded on the principles of providing actionable, practical, and insightful assistance to food businesses looking to take their performances to the next levels of growth. Retail Cuisine Today is published quarterly by Synergy Group, a branded company or Synergy Media LLC. 650 Sentry Parkway East, Suite One, Blue Bell, Pa 19422.

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info@synergypublishinggroup.com


Retail Cuisine Today will not be one more publication in a sea of publications, all very good in their own editorial and sales focus, Retail Cuisine Today will create an editorial bridge that brings both the channels together and creates a new channel adding the third slice to the traditional two slice food pie. The single most point difference with Retail Cuisine Today magazine is that this will be the only publication dedicated solely to this growing the integrated and multi-segmented channel. We are in an unprecedented era of business migration and evolution within the food distribution channels. A veritable smorgasbord of food is finding its way from foodservice to retail and from retail to foodservice, impacting supermarkets, c-stores, and drug stores as well as mass merchandisers. Competing directly with restaurants, these product migrations enable hungry consumers to assemble their meal plans from anywhere, creating the catalyst for a new food world order. Retail Foodservice has joined the two legacy channels as

a full-fledged distribution dynamo. Now there are day-part dollars that supermarkets, c-stores, and others are getting that do not go at all to the traditional foodservice channel. In total, prepared foods at retail, an estimated $15 billion business five years ago, could represent revenues as high as $180 billion five years from now, depending on the research source, making it one of the top five growth areas in foodservice. Retail Cuisine Today delivers a real behind the scenes look at Retail Foodservice driving the business of food content from writers inside the industry whose words describe not only what is happening but enlighten, educate and, importantly, reveal what will be happening to the business side of this food channel as the channel grows and matures. With a single ad buy in Retail Cuisine Today, your company showcases its brands and products to a whole new group of readers and buyers. It is like sitting in front people who may be totally unaware you operate in Retail Foodservice. Retail Cuisine Today audience – circulation over 20,000 - is as varied as it is influential and includes deli chefs, catering chefs, executive chefs, line chefs, procurement managers, broker and distributor executives, and retail, foodservice, and c-store executives.

FROM THE EDITOR

W

hether you are in foodser- vice, retail, or considering new possibilities in Retail FoodService, if concerns about your to business’ ability to “change and grow” not places you at a crossroads in your growth trajectory pathway you will want to subscribe to Retail Cuisine Today to get up to speed with this new food world order.

Editor, Retail Cuisine Today RETAIL CUISINE TODAY 5


HEADLINE ARTICLE

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VIEWPOINT BY: CHIP BOLTON

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THE IMPORTANCE OF PACKAGING BY: CHIP BOLTON

shopper goes to the supermarket and buys a package of salad mix or maybe slaw or chopped kale or baby carrots or one of any number of other fresh-cut products. Did the shopper buy because of loyalty to a particular brand or was she motivated by the freshest looking product, the best price or what? As a marketing tool, what role did the package play in facilitating that purchase? Before going there, let’s put a bit of framework around the term “marketing tool” because, by itself, it leaves a lot of room for interpretation. Ask five people what it means and you are likely to get six answers. It really is a matter of the perspective from where you sit in the supply chain. A veteran food industry marketer with over thirty years experience says that packaging 10 RETAIL CUISINE TODAY

as a marketing tool, “…is something that identifies consumers with a brand and not a specific product. Ask yourself, do you visit the supermarket to buy bagged salad or a particular brand of salad?” So what can a package do to bridge that gap between product and brand, and be the marketing tool that helps packers relish benefits like stronger prices, increased loyalty, added demand, and a receptive audience to new products? According to that same marketer, “Packaging can be a lever. It’s the first point of reference for shoppers and becomes the voice of the brand once it leaves its distribution point. It speaks from the retail display case, through checkout, in the kitchen at home, and if it’s recloseable or re-

usable it speaks from the refrigerator.” He summed up his thinking, “Produce is what shoppers buy. They don’t buy packaging, but if in some way packaging adds to the perception of quality then it has made the product better. But, they must remember the brand, and packaging can help.”

Packaging can be a lever. It’s the first point of reference for shoppers and becomes the voice of the brand once it leaves its distribution point.

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Admit it or not, all of us are information junkies. Packaging conveys useful and actionable information vital


that thinking.” He believes that manufacturers have to get into the customers’ shoes and understand their needs. Create solutions for them. He sees advances in packaging technology as supplements to his marketing, “We need breathable materials for extended shelf life and they’re worth it. Biodegradable materials are important to many shoppers.” With innovation, some will argue, comes a tradeoff that the higher cost of packaging can create a cascade of rising product costs resulting in push-back from retailers and, perhaps, shoppers alike. This packer does not see the cost of packaging as an issue. It is an asset into which he is investing and expecting a return, “If you’re running a half-million packages a week, most of it is done by machines and the cost is builtin. Volume cures all evils in pack-

to any brand experience and produce is no exception. If packaging can help to inform and make buying easier or more interesting then shoppers’ brand preferences are reinforced. A senior source with a large produce packer ticked off a ton of ways he sees packaging reinforcing brands, “Packaging promotes the label as something special and different from competitors. It delivers the packer’s message, communicates a premium image through graphics, informs shoppers about calorie counts, promotes recipes, displays QR codes to enhance engagement through the web site, and, generally, merchandises with billboard impact.” He also named some essential retail benefits like package data that helps ensure the correct ring at checkout which helps lower shrink, and data that aids traceability, if needed.

If packaging can help to inform and make buying easier or more interesting then shoppers’ brand preferences are reinforced.

But, has the industry done enough to understand the market’s needs and proactively develop packaging to solve problems? One manufacturer alluded that produce packaging has become more of a commodity. The inference being that package innovation may not be worth the effort any more. Perhaps he is referring to the seemingly endless line of rivals today willing to do it cheaper – maybe not better – but good enough to get their share of business after others have invested their resources and broken the trail. The packer executive strongly disagrees, “Just walk through any retail produce department. There are so many opportunities for fresh-cut packaging today. I don’t understand

aging. As product volume increases, packaging costs go down.”

With a final thought he sums it up like this, “Today nobody wants to pay for benefits. But if you deliver value daily and communicate that clearly you’ll see growth in the brand. Packers have to be the solution to their customers. If packaging gives value to products, shoppers see it and respond well.” Can produce packaging be a marketing tool? It can be an exceptionally strong one, but it must be seen as an asset, not as an expense and used just as container. It is what successful brand builders do. RETAIL CUISINE TODAY 11


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It’s None of My Business, But......

INFORMATION TSUNAMI ARE YOUR SALES OPPORTUNITIES DROWNING IN A SEA OF DATA? BY: DAVID LITWAK

R

emember when the then new science of demographics was supposed to drive not only marketing but also the ways in which we all were supposed to look at how we made merchandising decisions? Back then it was just the unique characteristics of the neighborhood that mandated what we put on the shelves and how we presented it to the customers. We took it further and got information about not just what the people in our area liked to buy but what those shoppers who were actually walking our aisles were looking for. If we could only figure our what an individual shopper was going to do we’d be able to stock our store just for them. Well them and few thousand other thems at the same time. Now we’ve progressed to the point where we not only know what particular customers will buy but when they’ll buy it, what they want depending on the time of day, whether it’s raining out or sunny, we know if they turned right at the end of aisle eight or left, how often their youngest child asked for cookies in the cracker aisle, whether they only bought products placed at eye level and never looked down or up, tied their shoes, kids had a runny nose last week or the man of the house came into the store wearing blue socks. That’s a lot of data, we should be getting to know our customers pretty well, what they want and how best to present it to them. What drives their buying decisions and how

to develop the foods and products they want at any given time. Actually, it was much too much data to handle so what did we do? We drove that data upstream of course. Sent it all up the corporate ladder to decipher, package it and send it back down to our store in the form of mandated programs. Or worse yet, sent it to our vendors so they could fit our shoppers into their programs and tell us what to sell and how to sell it. “PRODUCT SELECTION, EYE APPEAL, FRESHNESS, TASTE, LOCAL MERCHANDISING AND KNOWING THE CUSTOMER BECAUSE WE’VE SPOKEN TO THEM TWO OR THREE TIMES A WEEK IS WHAT MATCHES PRODUCTS TO THE CUSTOMERS.”

In either case we seem to try and make shoppers fit into our programs and single out those that’ll want our vendors products rather than develop the products and programs that our shoppers really want. Corporate number crunchers and the vendors have invented a new widget now they are determined to find the machine that it fits into. The only problem is that our customers aren’t machines looking for their parts. You can track every movement they make and follow every blink of their eyes against shelf placement but you still don’t know them. Packaged data from 30,000 feet up coming in from satellites or on salesmen’s tablets

doesn’t really know the customer as well as our guy behind the butcher counter or our deli manager who is trying to lay out the prepared foods case for next week. Data doesn’t always drive sales. Product selection, eye appeal, freshness, taste, local merchandising and knowing the customer because we’ve spoken to them two or three times a week is what matches products to the customers. We depend too much on data that is given to us by other folks that are too far outside the store. The theory that the folks running the stores and making the fresh products are too busy to deal with data so let those upstream analyze it and make the decisions is to pervasive among most companies and is a real disservice to the local management, our vendors and especially our shoppers. If we’ve learned one thing from the recent elections it is that too much data analyzed by pundits not aware of what’s going on at the local level can miss the crucial information buried within that data – the important part of what the consumer is really looking for. The political analysts not only missed the Presidential election but also many of the Senate and House of Representatives races because they couldn’t see a set of crucial motivating factors at the local level. They didn’t know the voters just like we are starting not to know our shoppers because we think we know them too well.

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Snapshot “Maecenas cursus nisl. Vivamus fringilla dui et massa dignissim convallis. Donec lobortis purus fermentum, auctor magna eu, tempor .” Suspendisse vitae mollis urna. Fusce imperdiet libero mauris. Sed dapibus non diam quis per inceptos himenaeos rhoncus est consequat. Suspendisse vitae mollis urna. Fusce imperdiet libero mauris. Sed dapibus non diam quis per inceptos himenaeos rhoncus est consequat. Suspendisse vitae mollis urna. Fusce imperdiet libero mauris. Sed inc.

Snapshot “Maecenas cursus nisl. Vivamus fringilla dui et massa dignissim convallis. Donec lobortis purus fermentum, auctor magna eu, tempor .” Suspendisse vitae mollis urna. Fusce imperdiet libero mauris. Sed dapibus non diam quis per inceptos himenaeos rhoncus est consequat. Suspendisse vitae mollis urna. Fusce imperdiet libero mauris. Sed dapibus non diam quis per inceptos himenaeos rhoncus est consequat. Suspendisse vitae mollis urna. Fusce imperdiet libero mauris. Sed inc.

Snapshot “Maecenas cursus nisl. Vivamus fringilla dui et massa dignissim convallis. Donec lobortis purus fermentum, auctor magna eu, tempor .” Suspendisse vitae mollis urna. Fusce imperdiet libero mauris. Sed dapibus non diam quis per inceptos himenaeos rhoncus est consequat. Suspendisse vitae mollis urna. Fusce imperdiet libero mauris. Sed dapibus non diam quis per inceptos himenaeos rhoncus est consequat. Suspendisse vitae mollis urna. Fusce imperdiet libero mauris. Sed inc.

RETAIL CUISINE TODAY 17


We’re Just

Talking By: Roxanne Johnson

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18 RETAIL CUISINE TODAY

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MANAGING CASE SPACE BY: BILL PIZZICO

A

s manufacturers and retailers make more and more “value-added,” “kitchen-ready” and “fully-cooked” fresh meal options available for shoppers’ more random and diverse meal cravings, how best to manage a fixed amount of case space for this ceaseless stream of new and newer products remains a question with no certain answer. Clearly, closer scrutiny needs to be paid to balancing shrink and product mix with shoppers’ buying habits and purchasing patterns. Instead of longing for something nowhere to be found—more space— analyzing how the current space is used is the more reasonable thing to do. Perhaps, paying less attention to what goes into the case and focusing more on what exits the space, and when it exits is the solution. Usually, case space is freed up from poor sellers that linger past their sell-by dates and sub-optimize the real estate as their sales decline. So, the more pointed question is, “How do you optimize fresh case space all of the time and minimize weak sellers?” Maybe the time has come to look past sell-by dates and look to shoppers’ buying habits to keep your product rotation fresh with new meal planning ideas. Create your own “planned exit” rotation cycle and make products come out of the case on your schedule even if some are selling at their peak. Do not wait for their sales to wane. If you are going to participate in the value-added, convenience category you must commit entirely to product variety and rotation. You will get more products and a greater variety of them into the display case and out to shoppers’ carts more often.

it is important to monitor what, when and how products leave retailer shelves.

Too often retailers are focused on what may sell versus what shoppers look for in their meal plans. Think about putting meal-planning options in front of shoppers creating patterns to aid them in their decisions. Also, sign them accordingly with “new” or “try me” to give shoppers another useful cue.

shoppers, but, more importantly, the other places they are spending their food dollars. The best value-added and fully cooked strategy comes from those retail operators that also look to manufacturer partners to have sound meal consumption data drawn from a snug geographical radius around the store. Also, review your own frozen food department to recognize, specifically, what frozen meals are being purchased. With this information in hand you can plan based on shopping habits and buying patterns and have good handle on what products will sell during a planned exit cycle. manufacturers working closely with buyers and merchandisers can develop a meal-planning

“product in, product out” schedule that improves variety and reduces shrink.

Manufacturers working closely with buyers and merchandisers can develop a meal-planning “product in, product out” schedule that improves variety and reduces shrink. This will help to create the optimum planned exit cycle for products and meals. It is the truest form of lifestyle marketing. Products’ performances are always rising and they are cycled out before they peak because the decisions are based on shoppers’ meal-planning habits and the products they value. However, in order to create a planned exit cycle you need to understand your shoppers’ meal-planning habits better. Meal-planning research must include not only the demographics of your

A successful strategy will take more than just selling in and then selling what was purchased, allowing for shrink, and then selling in again. The planned exit of products can reduce shrink and drive revenues, but it takes planning and communications along the supply chain so gaps are not created. The communication dots must be connected from the buyer to the store to the department to the merchandiser. It is much harder work than cases in, cases out. It is more of a planned entrance and exit of products. Especially in the value-added category, make your store a real meal-planning destination day in and day out.

RETAIL CUISINE TODAY 19


THEY SAY Magazine Title “Maecenas cursus nisl. Vivamus fringilla dui et massa dignissim convallis. Donec lobortis purus fermentum, auctor magna eu, tempor .”

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Magazine Title “Maecenas cursus nisl. Vivamus fringilla dui et massa dignissim convallis. Donec lobortis purus fermentum, auctor magna eu, tempor .”

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Magazine Title “Maecenas cursus nisl. Vivamus fringilla dui et massa dignissim convallis. Donec lobortis purus fermentum, auctor magna eu, tempor .”

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Magazine Title “Maecenas cursus nisl. Vivamus fringilla dui et massa dignissim convallis. Donec lobortis purus fermentum, auctor magna eu, tempor .”

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Magazine Title “Maecenas cursus nisl. Vivamus fringilla dui et massa dignissim convallis. Donec lobortis purus fermentum, auctor magna eu, tempor .”

Magazine Title “Maecenas cursus nisl. Vivamus fringilla dui et massa dignissim convallis. Donec lobortis purus fermentum, auctor magna eu, tempor .”

Magazine Title “Maecenas cursus nisl. Vivamus fringilla dui et massa dignissim convallis. Donec lobortis purus fermentum, auctor magna eu, tempor .”

Suspendisse vitae mollis urna. Fusce imperdiet libero mauris. Sed dapibus non diam quis per inceptos himenaeos rhoncus est consequat. Suspendisse vitae mollis urna. Fusce imperdiet libero mauris. Sed dapibus non diam quis per inceptos himenaeos rhoncus est consequat. Suspendisse vitae mollis urna. Fusce imperdiet libero mauris. Sed inc.

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Magazine Title “Maecenas cursus nisl. Vivamus fringilla dui et massa dignissim convallis. Donec lobortis purus fermentum, auctor magna eu, tempor .”

Magazine Title “Maecenas cursus nisl. Vivamus fringilla dui et massa dignissim convallis. Donec lobortis purus fermentum, auctor magna eu, tempor .”

Magazine Title “Maecenas cursus nisl. Vivamus fringilla dui et massa dignissim convallis. Donec lobortis purus fermentum, auctor magna eu, tempor .”

Suspendisse vitae mollis urna. Fusce imperdiet libero mauris. Sed dapibus non diam quis per inceptos himenaeos rhoncus est consequat. Suspendisse vitae mollis urna. Fusce imperdiet libero mauris. Sed dapibus non diam quis per inceptos himenaeos rhoncus est consequat. Suspendisse vitae mollis urna. Fusce imperdiet libero mauris. Sed inc.

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20 RETAIL CUISINE TODAY


PLATINUM SPONSOR FULL PAGE, INSIDE BACK COVER

RETAIL CUISINE TODAY 21


Synergy Group has created a magazine so new, so different that even the name portrays a new direction in magazine publishing – Retail Cuisine Today. This groundbreaking magazine has sole intent to focus exclusively on the newly emerging Retail Foodservice channel described by many as the fastest growing food segment in this new food world order. The Synergy Group has declared this new food channel the third slice of the traditional two piece food distribution pie.

With a single ad buy in Retail Cuisine Today, your company showcases its brands and products to a whole new group of readers and buyers. It is like sitting in front people who may be totally unaware you operate in Retail Foodservice. Retail Cuisine Today audience – circulation over 20,000 - is as varied as it is influential and includes deli chefs, catering chefs, executive chefs, line chefs, procurement managers, broker and distributor executives, and retail, foodservice, and c-store executives.

FOR FURTHER INFORMATION ON SYNERGY GROUP OR THESE CATEGORIES, GO TO SYNERGY-GRP.COM.

Synergy U

Sales Forward Alliance

Ad Cast

650 Sentry Parkway East, Suite One, Blue Bell, PA 19422 P: 610-316-7446 | synergy-grp.com | bpizzico.synergy@gmail.com

22 RETAIL CUISINE TODAY

6 Disciplines

Retail Cuisine Today (with ads)  
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