IDDBA’s Whitney Atkins, VP of marketing, and Heather Prach, VP of education, spoke on how current trends will shape the future of the association, its members and the industry.

Prach said consumer buying patterns are evolving faster, and “if our industry and individual companies don’t stay ahead, it’s easy to fall behind. The trends we launched in December are proving to be growing, and they’re solid and they’re safe. They are overarching concepts that are taking us through this current fresh grocery climate.”

She said flexibility is what it takes to stay ahead. “We need to be fluid and flexible and evolve from rigid and legacy patterns.”

IDDBA’s five guiding trends are written using data analysis, consumer responses and take into consideration a shopper survey conducted in May, with 1,500 consumers giving feedback, Prach noted. 

“These five trends really enable the manufacturers, retailers and marketers to tell the consumers’ stories, which is exactly what What’s In Store Live 2023 does. What once was content marketing has now become storyteller,” Prach said.

She added it is important to consider the five generations of shoppers when discussing trends and consumer insights, as their preferences, behaviors and actions vary greatly.

They are: the Silent Generation (1928-45), Baby Boomers (1946-64), Gen X (1965-80), Millenials (1981-96) and Gen Z (1997-2012).

The silent generation is the oldest group. Often referred to as traditionalist, its members are generally conservative in their shopping habits and tend to prioritize quality over price. 

Baby Boomers are known for consumerism. They tend to prioritize convenience and value for money. Generation X is known for financially conservative behavior, and includes cautious spenders. They’re also tech savvy and prefer online shopping. 

The Millennials are tech savvy and heavily reliant on e-commerce. They prioritize experiences over material possessions, and social responsibility and brands. 

Generation Z are digital natives whose shopping habits are shaped by social media. They value personalization, authenticity and sustainability. Members of Gen Z tend to be the most willing to invest in higher priced products that align with their values. 

“There’s a sizable current divide in consumer behaviors right now, with the rapid change in technology and large viewpoints on governance,” Prach said. “As new generations emerge with their unique characteristics, this will create further shifts in consumer trends and expectations in future decades.”

She said the number of Millennials has exceeded the Boomer ranks, and Gen X is expected to surpass the number of Boomers in 2028. 

“Soon, it’s predicted that the amount of households led by people under 40 will outweigh the amount of people over 40,” Prach said. 

Although the COVID-19 pandemic has passed, inflation is taking its own toll on consumers. Debt levels are rising and savings decreasing.

“All of this has resulted in wages not keeping up with inflation rates,” said Prach, adding that cutting the SNAP emergency fund has greatly affected the dollars spent on food for nearly 25 percent of consumers. All of this has continued to “keep a very home-centered world,” she said. 

While this is in favor of food retailing, it also presents challenges that come with change. “However, where there’s change, there’s opportunity,” Prach said.

Following IDDBA’s five guiding trends is one way to maximize those opportunities. The trends include: Whole Health, Whole Heart and Whole Self; Consumer Defined Convenience; the ABCs of ESG; Worth the Value; and Innovation and Technology.

Atkins said there is no longer just one type of consumer. “The need for balance – in-store, online and through marketing messaging is evident.”

Whole Health, Whole Heart and Whole Self

Healthy combines physical health and emotional well-being, Prach said, as consumers are more educated about nutrition and physical health and want to know what they’re putting in their bodies. 

“It is no longer taboo to talk about mental health or the overall pursuit of happiness,” she said. “There’s almost 80 percent of people that relate emotional well-being and healthy. There’s a balance here to combine indulgence as a treat and happiness, while still remaining healthy.” 

There’s not one definition for healthy. It can vary based on viewpoints that are generational or regional, on food allergies or results-based diets. 

“There’s a wide range of these physical callouts that each individual is looking for,” she said.

Any and all attributes of a product should be clearly called out, as shoppers have become label readers. 

“I think we were all riding a fine line of mental stability and uncertainty in the last few years. So there’s great comfort in indulgence. Consumers are looking to indulge occasionally and feel good and celebrate.”

Dominique Delugeau, IDDBA board chair, stated in a video message that people are looking for cleaner, better ingredients. They also are looking for smaller portions of higher-priced items.

“People want to eat less of the best…it’s an indulgence, but they’re not going to necessarily walk away from a certain cheese because of the price” but perhaps will buy less of it, he said.

Prach noted that today’s families are smaller and more people are living on their own, with 70 percent of households without children. 

“The average household right now is 2.5 people and that’s the lowest rate that we’ve ever seen. Sizing for the meal planning and the amount of guests is important here for health, for value and for waste concerns. Offering sizing options is key to covering your customers’ needs. Healthy plays out in many ways.
Atkins said today’s marketing strategy plans are built around segmentation, targeting and positioning. While mass marketing still plays a role, consumers want and expect personalization through the technology of loyalty programs, social media and e-commerce.

Prach said 77 percent of consumers surveyed say it is fine to occasionally eat some treats. Retailers are creating balance in the merchandising and portion sizes from deli and bakery. 

Consumer Defined Convenience

The second guiding trend, consumer defined convenience, is continuing to grow in grocery retail, foodservice and c-stores. 

“The on-the-go lifestyle is back…feeding the family has become a balancing act between money, health, taste and time,” Prach said. 

Pizza is an example of this convenience. It can be ready to eat and still be customizable, served hot and in-store. Retailers can customize a bake-at-home option or one that consumers can create with some pre-made ingredients. 

“This is a great illustration of how life is about continuums and how that can really play out by taking one concept with many options of execution. Home cooking burnout helps our categories and fuels this trend.”

Prach said 41 percent of shoppers are cooking mostly from scratch, while 50 percent mix scratch with semi- and fully-prepared items. Just 9 percent is mostly shopping fully prepared items. 

Shoppers want convenience as an option, and this is led by grab-and-go options, where 55 percent of consumers want easier shopping in the grab-and-go, Atkins said. She also noted that shoppers may be thinking of future meals while they’re in the store. They want to know their local retailer will have a reliable selection of grab-and-go, along with easier preparation items.

Providing customization for the consumer is pushing the demand for ordering systems, delivery, make-on-demand and staffing for rush times.

“Home delivery and e-commerce have been difficult for our categories to execute in retail, but they would be worth the investment. There’s a bit of margin loss with the delivery services, but 46 percent of shoppers are wanting that option,” Prach said. 

Maximizing the e-commerce platform to give recipes, meal solutions and meal planning can increase sales. Prach said there’s also room to upgrade sandwiches to fresh baked bread in the deli, or a small indulgence upgrade to brioche bread, bagel or croissant. 

“Service is still important to our departments for customization.”

Cross merchandising is another way to increase sales with a focus on convenience, Atkins noted.

“Cross merchandising has always been a way to grow sales and profits. It’s also designed to scream convenience,” she said.

Loyalty shopper data is invaluable when addressing the need for personalization, Atkins said. With this data, retailers can make plans to address overall shopper profiles in a store or group of stores.

Also, delivery and takeout present a “huge opportunity” for grocery retailers, as 60-80 percent of people are doing restaurant takeout whereas 30-40 percent are doing grocery retail takeout or delivery.

“There’s a huge gap here. And where there’s a gap, there’s an opportunity to close it,” Prach said. 

Atkins said loyalty will emerge by adding marketing messages to ensure implementation. The same cross merchandising and marketing can be used on e-commerce platforms. 

“Curbside is here to stay. It’s convenient, it’s quick and it provides options for the family meal, or even that moment when you remember you were supposed to send treats to school,” she said.

Restaurants innovated quickly with curbside as a means to survive during the pandemic. Retail delis can now take advantage of the consumer adoption by working with online technology, Atkins said. 

“Marketing has to create the narrative, whether it’s ad plans, digital ads, social media. But the store has to deliver,” she said, noting that adoption of these programs or offerings takes time.

“Convenience will forever lead the forefront in consumer shopping behavior. Consumers will be forever time starved, that’s never going to change,” she said.

Atkins added that c-store operators have been focused on the future of their customers, even pre-pandemic. That led to their success in leading innovation and technology to meet the customer where they were.

In helping to attract consumers during the busy breakfast hours, Prach said What’s In Store Live is showing opportunities in breakfast. Two technology components in bakery include a coffee bot and a bread bot.

“The coffee bot is a full solution to adding a coffee shop feel to the bakery without needing to use the extra labor. And there’s a bread bot. Warm bread comes out every six minutes. These are not shown to replace these categories but to be used in addition – to bring theater, free of labor and to create a consistent product that your customers can learn to rely on,” she said.

The ABCs of ESG

ESG – environment, social and governance – is becoming more widely known and talked about among consumers. Atkins said a colleague broke it down as follows: Sustainability is what a business does; it is internal. ESG is how a business reports. It is external.

Prach said ESG is going to be much more important to the later generations who grew up learning the importance of the planet and recycling. “ESG now takes that conversation beyond just recycling and sustainability for the environment. It is shifting cultures to model a full 360 impact. It is taking into consideration the amount of energy used in all aspects of the product life cycle.” 

According to Atkins, ESG is important “because consumers say it is,” adding that “it is forward thinking for the future of our food supply.”

Prach said as interest in the planet and animal welfare are growing, it is important to call out those attributes on packaging. “Consumers are interested in a story. They want to know the backstory of the ingredients and the personalized stories of the producers, the farmers and even the animals involved.”

Atkins said ESG reports the story, “which comes full circle and helps you retain and gain internal stakeholders like investors and employees while retaining and gaining customers.”

Worth value

Guiding the fourth trend is a reminder that value is in the eye of the beholder.

Prach said this trend’s message is not about price but about affordability and products being worth the value. 

“Consumers are really seeking ways to save. Some of these benefit us as retailers, whereas some others really mean that we have some pressures of our own,” she said.

Consumers are trying many different things – buying less, wasting less, looking for deals and promotion. “Teach customers how to use the full product and their leftovers while lowering your in-store spoilage as well,” Prach said. 

Several concepts of this may be seen in What’s In Store Live, such as getting creative with boards and snacking. “Anything can be added to a board. This is a great way to get creative with ingredients you have left in the cupboards or the fridge.” 

While consumers are reducing their restaurant spending, there is an opportunity for retailers to maximize growth in dairy, deli and bakery for dinner, as well as lunch and breakfast.

As consumer concern over inflation continues, shoppers are looking for value in the traditional sense of the word, Atkins said. They are planning their shopping trips, comparing their store with competitors for prices and promotions.

“Saving is top of mind, and this is how shoppers are making the decisions,” she said.

Identifying store brands in the deli and bakery departments can appeal to the 46 percent of consumers who are more likely to purchase store brands. Creating and supporting digital solutions, along with personalization, “continues to be imperative in the buyers’ journey,” Atkins said.

She noted that IDDBA offers year-round value through its What’s In Store digital reporting and monthly category reviews, along with live and on-demand webinar series.

Prach said dairy, deli and bakery have a household penetration of 98-99 percent. “It’s not about getting the customer to our areas, but it’s more about getting them to purchase items that they wouldn’t normally grab.” 

Innovation and Technology

In discussing the fifth guiding trend, Prach said the pandemic caused the industry to jump five to 10 years forward in the area of e-commerce “because there wasn’t a choice.”

She said technology is about creating efficiencies. “In its current state and into the foreseeable future, it can be partnered with customizing and service to continue to deliver those positive experiences.”

On social media, influencers are growing. Prach suggested retailers let their team and customers celebrate the brand or store. Digital price tags reduce labor and self-checkouts are commonplace.

She suggested creating an app and a subscription program to build loyalty. Digital screens allow for instant change and marketing and can be used to drive sales or in idle time.

“People are learning how to cook, how to use ingredients and get inspirations digitally. Three of our generations are using digital much more than any other source,” she said. 

Prach also suggested staying ahead of viral trends and merchandising.

“Food is fuel and nutrition as much as social and entertainment. It is now becoming art in the presentation and a fun way to explore flavors. Social has brought food to the top of the conversation…but remember, the digital and the social worlds move fast. So you need to stay ahead and take some risks here.”

Atkins said retailers shouldn’t be afraid to create experiences in their apps but should make them easy to use. Offering payment options also is important.

Atkins said the market size of the global online food sector was reported at $770 billion, with $460 billion attributed to the grocery delivery segment and $300 million in meal delivery.

She noted that it is estimated that it will reach $1.4 trillion in 2027. 

“So if we go back and think about the five generations of shoppers, it would likely be unreasonable to think every shopper will use online, ordering and shopping through an app. But when you think of the growth numbers I mentioned, those are huge dollars that simply cannot be ignored. Retail companies recognize the importance of having shoppers’ attention, whether in store or online.”

Prach said the What’s In Store Live area this year is focusing on innovation and technology. “We’ve got AI and automation; they’re being explored in every industry and food is no exception.”

In addition to the coffee and bread bots, virtual reality is being used to train employees on how to clean a slicer. 

“There’s a much higher retention rate for employees who walk through the whole process rather than using videos and job guides. Think of this for broken glass, spills, the slicer cleaning, stressful customer interaction, etc. All can be completed through virtual without using up additional labor.”

A delivery bot may be seen on the show floor. Badger Technologies has a bot that scans for planogram execution and out of stocks.

Show attendees were encouraged to visit the What’s In Store Live area to see these and other examples of IDDBA’s Guiding Trends.

For more information about the show, visit iddba.org/iddba-show/about/iddba-2023.

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Eardley recently reflected on his years in the industry and his plans for retirement.

Growing up in Grand Rapids, Michigan, Eardley worked at his father’s small supermarket when he was young. While in college, he began working part-time with D&W Food Centers in Grand Rapids. That job led to an almost 30-year career with the company.

His boss at D&W asked Eardley to take over the deli. Even though Eardley said he didn’t know much about the department at that time, his boss recognized his love of food. “He said, delis and bakeries need to take care of a customer need…so we really started focusing on what the customer need was that we were filling and how did we do that.”

Eardley recalled how the late Carol Christison, then president of IDDBA, took him in the mid-1990s to San Antonio for a retail management forum and introduced him to H-E-B. When D&W was sold, H-E-B reached out and asked him to come to Texas. There, he served as director of deli, cheese and prepared foods. 

During the late 1990s and early 2000s, Eardley served on the board of directors for IDDBA. Christison died in March 2014, and the board began a search for her replacement. Two board members contacted Eardley and asked for input as to what to look for when hiring a new president. 

He put together a position paper on six influencers, or foundational elements, that he saw as changing the industry: food safety, consolidation, technology, competition, lack of young people seeking jobs in the industry and building a sense of community and connection. After reading his paper, the board asked Eardley to interview for the position. “They agreed with what my vision was and hired me.”

Beginning his new role in August 2014, he said the first thing he did was “to learn.” He sat down and talked with every staff member, from receptionist to vice president. He brought back the association’s long-range planning committee to help define IDDBA’s role going forward.

After looking internally and externally, they came to realize that buyers and sellers intersect around food. 

Eardley said he often talks about bakeries and delis being less about products and more about customization to customer needs. “We give you that opportunity to customize the product mix – what you need – instead of telling if you want this, you have to buy this.”

IDDBA is “an essential resource and a leader to enable those buyers and sellers to align. And if they’re aligned, then we can deliver those relevant solutions to the consumer to fill their needs. We help them find the answer to their needs.”

As IDDBA has evolved over the years, Eardley said changing the show to become customer focused, making it easy to shop and have conversations was important, along with providing education and relevant information to members.

“I feel great that we’ve moved those things forward.”

The COVID-19 pandemic and two years of no IDDBA Show and no revenue was one of his most difficult challenges. “We had to focus very much on how are we going to hold ourselves together so that we can fill the needs of the industry as we come back together. I think we were able to do that.”

He said IDDBA staff has “done a phenomenal job” working alongside the board of directors and to achieve the long-range planning goals. 

“It’s a challenge. It’s managing through change, but I think those things that challenge you make you stronger in the end. I firmly believe that Dave [Haaf, new president and CEO] and the leaders that are here are going to be able to come back around.”

While he can’t predict the future, Eardley said he believes the areas of deli and bakery need more networking, not less, adding it is “very necessary to still get the industry together in one place.” 

Consolidation of companies, new technology and increased competition are bringing different people to the show now.

“I think that IDDBA is uniquely positioned to bring the people together to find solutions for the evolving industry.”

Eardley said the association is focused on attracting young people to the industry, whether through scholarships or bringing students to the show floor. This year, a group of culinary students from Los Angeles will be working in the What’s In Store Live area.

“They’ll see our show floor, and they’ll have time to have conversations and networking opportunities with the exhibitors and retailers. They’ll be able to see how the work comes together in the supermarket world. And we’re hoping that some of those culinary students are going to say, you know, this is a much better opportunity for our future than working in a restaurant.”

Noting that a number of his contemporaries are retiring, Eardley said “it’s pretty necessary that we bring new, free thinkers who can really take our focus of taking care of a customer with needs for higher quality food and take them to a whole other level.”

Eardley, who describes himself as focused on lifelong learning, said he is looking at retirement as a career choice. He has a three-ring binder, separated into sections – needs, wants, desires and directions. He has a bookcase filled with books he has wanted to read over the years but “never had the time to do it the right way.” He wants to devote time to reading, exercising, relaxing, volunteering and staying in contact with people who can challenge his thoughts and ideas.

“If you don’t challenge yourself, you’re going to get old and you’re not going to be happy. I hope to have conversations, and I hope that somebody decides that I can help them, whether it’s my ideas, my knowledge, my skill sets. I would hope that somebody could see that value to their work. Whether it’s a phone call or whether it’s a consulting gig, I’m wide open to that as long as it’s positive for me and positive for them.”

Eardley will miss the staff and board of directors at IDDBA and all the people who have helped him to learn, grow and evolve over the years.

“That’s why I have that call section in my book. I don’t ever want to lose those connections with all the people that are out there. It’s pretty amazing how many people do so much and stay so connected in this industry.”

Eardley will be recognized at a celebration for his retirement at 6 p.m. June 5 at the IDDBA Show.

For more information, visit iddba.org.

To read Eardley’s retirement announcement shared by The Shelby Report, click here.

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“Announcing our main stage lineup always comes with such anticipation and I am honored to make the official announcement,” said Whitney Atkins, VP of marketing for IDDBA. “Without further ado, IDDBA will welcome Padma Lakshmi, Alton Brown and Tom Hanks to center stage.”

Padma Lakshmi is an Emmy-nominated food expert, television producer, host and a New York Times best-selling author. 

Lakshmi is the creator of the Hulu series Taste the Nation (winner of the 2021 Critics Choice Award) and serves as host and executive producer of Bravo’s two-time Emmy-winning series Top Chef. 

A Peabody Award-winning cook, Brown created, wrote and hosted “Good Eats” as a leader of the first Food Network generation, revolutionizing culinary programming.

Brown, a best-selling author, film maker and TV personality, will share with attendees how he creates food and culinary entertainment and experiences that are enjoyed by millions around the globe.

Hanks, an award-winning actor, producer, director and writer, needs no introduction to a stage. He recently debuted his novel “The Making Of Another Major Motion Picture Masterpiece” on May 9. He is also the creator of Hanx For Our Troops, a consumer packaged goods company with 100 percent of the profits benefiting veterans and their families.

For more information about the 2023 IDDBA show, visit IDDBA.org.

To read more association news from The Shelby Report, click here.

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From changing consumer preferences to the dominance of established brands, dairy, bakery and deli suppliers must navigate a complex landscape to succeed.

Born out of four legacy food sales brands, Epic Sales Partners Inc. provides headquarter management, retail merchandising, data analytics, technology and administrative services for fresh, specialty, natural and organic departments.

“Epic exists to help food retailers and manufacturers improve their fresh go-to-market strategies,” said David Huddle, president for Epic (Central).

“We provide an intense focus on fresh food with integrated and impactful selling and retail solutions across multiple regions of the United States. Epic provides a streamlined approach that ensures a consistent experience.”

With more than 35 years of experience serving 100 retailers on behalf of more than 350 food manufacturers, this company knows a thing or two about becoming a fresh category leader.

On June 4-6, the Epic team will attend IDDBA 2023, the largest industry show for dairy, deli and bakery professionals. Attendees can see its work with others brought to life in the “What’s In Store” section of the show, which features the latest in products and merchandising trends. Epic will have 45 category experts in attendance from across the United States. 

“We work with the biggest and best grocery retailers and manufacturers that focus on the dairy, deli and bakery departments,” said Mark Wilhelm, president of Epic (West).

“They trust us to bring the products and the expertise on how to teach and train, drive distribution, enhance competitiveness and increase retail sales.”

Bart Thorne, president of Epic (East), said, “Epic is looking ahead to the future of fresh food. Consumers are buying more fresh and specialty foods and smart retailers and manufacturers are investing in this evolution. Epic is the sales agency best equipped to support this trend.”

To see Epic’s meat category insights from the North American Meat Institute and the Food Industry Association’s Annual Meat Conference earlier this year, click here.

As the largest independent food sales agency in the country, Epic looks forward to building new partnerships across not only the dairy, bakery and deli aisles but across all fresh food categories in the year ahead.

To learn more, visit epicsales.com.

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Haaf brings more than 30 years of retail food service and culinary experience to the association. His most recent position was VP of foodservice and Starbucks operations for Abingdon, Virginia-based K-VA-T Food Stores Inc.

“After a nationwide search, David’s talents, experience and dedication to the dairy, deli, bakery industries made him the clear choice to be the next leader of the association,” said Dominique Delugeau, board chair.

“David’s expansive merchandising and operations experience provides him unique insight into the needs and challenges of our member base and industry.”

Haaf has been an active supporter of IDDBA for more than 15 years. His participation in the retail management forum events and his expertise as an IDDBA committee member has been invaluable.

He shared he is “excited to lay out a strategic plan to create member engagement, attract new members and ultimately maximize the influence of the association throughout the industry.”

Haaf will replace longtime President/CEO Michael Eardley. During his tenure, Eardley directed the association through many changes and positioned it as an industry forerunner to connect buyers and sellers in the dairy, deli and bakery retail landscapes.

Haaf and his family will be relocating to the Madison, Wisconsin, area that is home to IDDBA’ s headquarters. He will begin fulfilling his duties in late April.

The International Dairy Deli Bakery Association is a nonprofit serving the dairy, deli, bakery, cheese and supermarket foodservice industries. Member companies are offered exclusive benefits and services, including the annual tradeshow, research, training programs, management tools and an annual trends report.

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With heavy inflation in eggs and other dairy items, the total refrigerated department generated a 20.6 percent increase in sales to reach $7.5 billion in November.

“Inflation in fresh eggs has climbed to 72.6 percent year-on-year,” said Heather Prach, director of education for IDDBA. “And incredibly, units are nearly flat. Eggs were not the only category with high inflation. Others are butter, cream cheese, cream/creamers and sour cream and by and large, unit sales are holding pace with November 2021 in these aeras as well – speaking to the central role of dairy across many cuisines and meal occasions. Only yogurt units fell substantially in November.”

Deli entertaining sales totaled $383 million in November. Deli-prepared sales were much higher at $1.8 billion. While some areas are experiencing unit growth, such as side dishes, soups and chilis, others are down by double-digits, such as holiday meals, breakfast and combination meals.

“The engagement with foodservice-created Thanksgiving solutions may be behind the 25 percent decline in holiday meal sales,” said Jonna Parker, team lead fresh, IRI. “At the same time, we heard many market reports of retailers hitting top capacity early due to the continued lack of deli associates and supply chain challenges in packaging.” 

Baked goods items found in the “aisle” or center-store area adjacent to the fresh bakery, increased dollar sales by 13.4 percent in November versus year ago. Overall unit sales were off by 1.6 percent, with some areas up and others down. Cookies had a strong month, whereas pies were down 22 percent in units year-on-year.

Indulgent bakery dominated sales, led by cakes, pies and cookies. Pies are typically a mid-tier seller, but moved into the No. 2 slot. However, many of the more indulgent items were down in unit sales, whereas doughnuts, buns/rolls and croissants increased unit sales. Growth was led by specialty desserts, but this is also the smallest seller, at $10 million.

For more information, visit iriworldwide.com/en-us.

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The holiday meals will include Wise Sons’ products such as bagels, challah, smoked salmon, chocolate babka and rugelach. 

“We’re excited to add Wise Sons to our Hanukkah offerings,” said Adam Caldecott, CEO of Bristol Farms. “For forty years, our mission has been to bring people together around good food. Wise Sons is sharing some of their most popular items – perfect for Hanukkah celebrations and holiday brunches.”

Bristol Farms’ specialty prepared menu for the holiday includes items such as a red wine braised brisket, potato latkes, chopped liver, sweet noodle kugel, roasted heirloom carrots with za’atar and matzo ball soup. 

“We are thrilled to be a part of Bristol Farms delicious Hanukkah menu. I have strong memories of Bristol Farms first opening where I grew up. I remember being wowed by all the prepared foods,” said Evan Bloom, CEO and co-founder, Wise Sons.

For 40 years, Bristol Farms has been a gourmet grocer in Southern California. The grocer has 14 locations, providing customers curated offerings while providing traditional grocery essentials. 

For more information and to place a Hanukkah catering order, visit bristolfarms.com. 

To read more news about Bristol Farms from The Shelby Report, click here.

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“At Kroger, we are committed to making the holiday season memorable and accessible for everyone,” said Stuart Aitken, SVP and chief merchant and marketing officer.

“We strive to keep prices low every day, and this Thanksgiving, we are helping our customers keep turkey at the center of the plate by not passing on rising turkey costs. Whether making a timeless family recipe or creating a gourmet spread for guests, we promise our customers fresh, high-quality ingredients to make their holiday meals easy, affordable and delicious.”

According to 84.51º, the grocer’s retail and data science, insights and media arm, 48 percent of customers surveyed plan to cut back on at least some Thanksgiving staples due to inflationary pressures.

For $5 per person, customers can feed a crowd of 10, without skipping on any Thanksgiving favorites, such as turkey, rolls, green bean casserole, sweet potatoes, corn, mac and cheese, pumpkin pie, stuffing, gravy, mashed potatoes and cranberry sauce. 

The guide, containing the grocer’s “Our Brands” products, covers the staples people need to create holiday meals. Kroger has also increased total promotions, digital deals, personalized offers and expanded fuel points savings throughout the holidays. People can look forward to more savings, including the Kroger “5X” event beginning Nov. 16, that allows customers to use digital coupons up to five times and four times fuel points on gift card purchases.

The Kroger Co. “Zero Hunger | Zero Waste Foundation” will donate one million meals to Feeding America and invites people to join in its mission with its holiday fundraising campaign. Through Dec. 24, customers will have the opportunity to contribute, with 100 percent of donations going to local hunger relief organizations, including Feeding America member food banks.

“Experiencing food insecurity can be especially painful and isolating during the holidays,” Aitken said. “We are proud to assist in easing that burden for many families this season, and it brings us immense joy to be part of their holidays. Kroger is grateful to customers who share in our mission and graciously contribute even when they are trying to stretch their budgets.”

Customers can shop in-store through pickup or delivery using Boost by Kroger, the annual grocery membership that offers two times fuel points and can save customers more than $1,000 per year on fuel and grocery delivery.

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The grocer has released seven chef-prepared meals including a vegetarian meal and an option to serve a holiday feast for up to 16 guests. The order deadline is 6 p.m. CT on Dec. 21.

Online meals will be available for pick-up from Dec. 22-24 through the café entrance of the store. A minimum of $50 is required for all holiday meal online orders. Orders must be received at least 48 hours before pick-up and are subject to availability. Early shopping is encouraged to ensure availability.

Central Market will also offer extended Christmas store hours: 7 a.m.-10 p.m. from Dec. 22-23; 7 a.m.-8 p.m. on Dec. 24; closed on Christmas Day.

Christmas meal options include: 

• Holiday feast meal: hickory-smoked and spiral-sliced bone-in ham with apricot ginger glaze, oven-roasted turkey, mixed greens with radicchio and butternut squash salad, traditional relish tray, savory cornbread dressing, whipped sweet potatoes, whipped potatoes, green beans with toasted almonds, oven-roasted vegetables, macaroni and cheese, turkey gravy and cranberry sauce – $339.99 and serves 12 to 16 people.
• Hickory smoked ham meal: spiral-sliced bone-in ham with apricot ginger glaze, savory cornbread dressing, green beans with toasted almonds, whipped sweet potatoes and cranberry sauce – $139.99 and serves six to eight people.
• Braised boneless short rib meal: short rib with red wine sauce and cremini mushrooms, green beans with toasted almonds, herb-roasted delicata squash, whipped potatoes and mixed greens with radicchio and butternut squash salad – $139.99 and serves four to six people.
• All-natural oven-roasted turkey meal: oven-roasted turkey, savory cornbread dressing, green beans with toasted almonds, whipped potatoes, turkey gravy and cranberry sauce – $149.99 and serves six to eight people.
• Herb-encrusted beef tenderloin meal: tenderloin with herb au jus, jalapeño pecan dressing, green beans with toasted almonds and whipped potatoes – $259.99 and serves six to eight people.
• All-natural oven-roasted turkey breast meal: turkey breast, savory cornbread dressing, green beans with toasted almonds, whipped potatoes, turkey gravy and cranberry sauce – $119.99 and serves six to eight people.
• Vegetarian spinach artichoke lasagna meal: vegetarian spinach artichoke lasagna, quinoa with sweet potatoes and apples, savory cornbread dressing and cranberry sauce – $32.99 and serves two people.

All mains can be ordered à la carte along with Central Market’s side dishes and appetizers, including: savory cornbread dressing; butternut squash and apple dressing; jalapeño pecan dressing; Italian sausage bread stuffing; mixed greens with radicchio and butternut squash salad; apple, walnut and coastal cheddar salad; traditional relish tray; green bean casserole with porcini mushrooms and gruyere topping; herb-roasted delicata squash; whipped potatoes and sweet potatoes; cranberry sauce with orange and ginger; and apricot ginger glaze.

Central Market offers a variety of tamales options, including: beef and pork, bean and cheddar cheese, chicken and tomatillo, bison and beef, chicken in red mole and kale with fire-roasted tomatoes.

For more information, visit centralmarket.com/holiday.

The post Central Market Releases Holiday Menu With Prepared Meals appeared first on Shelby Report.

“Our approach is really like deli fresh, like someone who just made it and poured it in,” Girard said.

The new flavors are Nana Jude’s Chicken Soup, with all-white meat chicken, carrots, celery and pasta. The other is Smoked Gouda Mac & Cheese, which is a shell pasta mac and cheese that also is boil-in-bag. Both will be located in the deli sections of grocery stores.

In October, Blount Family Kitchens plans to launch two pot pies. The first is an individual, grab-and-go white meat chicken option with a top crust, to be prepared in microwave, air fryer or toaster. The other is a 30-ounce family-size option with double crust, top and bottom. They also will be in the deli section.

Girard also mentioned the new Uncle Teddy’s Chunky Beef Chili with Beans. As inflation has affected ingredient prices, the cost will be “a little pricier here.” 

Blount Family Kitchen also offers comfort meals in seven flavors. “These are doing really well,” Girard said. “Same thing, grab and go, three minutes in the microwave.”

She said they are designed for the family on the go and try to offer flavors that appeal to everyone, even those on a plant-based diet. The top choices are beef stroganoff, chicken and broccoli and macaroni and beef.

Blount Family Brands has four manufacturing plants, with one at its headquarters in Massachusetts. The others are in Warren, Rhode Island, the company’s founding location and where the Clam Shack brand was born; McKinney, Texas; and Portland, Oregon.

“We did that for distribution to lower costs on trucking and logistics,” Girard said.

Blount Clam Shack is a line of seafood soups. The company formed two brands under Blount – Blount’s Family Kitchen, which includes anything that’s not seafood, and Blount Clam Shack, which covers seafood items. 

Blount Clam Shack soups include lobster bisque, chowder, gumbo and shrimp and corn. They can be found in the refrigerated deli section or in the seafood department.

Girard said 30-ounce club size is being made for Costco, which will be selling the chowder, gumbo and a crab and corn made exclusively for the retail giant.

While prior to the COVID-19 pandemic, 60-70 percent of Blount’s items were geared toward foodservice, now the company is mainly in grocery retailers.

“We’ve spent a lot of time, management has, switching plants and machinery and adding bowl lines, really having to retool every facility to be able to accommodate our orders,” Girard said. “But when you’re used to doing bags, now you’ve got labels and bowls and nutrition. It’s been a year of adjusting our ability to plan how are we going to be able to execute. I think we’re in a really good space going into the fall.”

While the meal line is pretty steady, Girard said the soups are more popular. She said the company sells the most – particularly the Clam Shack brand – to Publix, based in Florida.

“They were the first customer to take it,” she said. “During the pandemic, they were really looking for grab-and-go items.” She said the chowder and gumbo are the most popular Clam Shack brands at Publix.

The gumbo also is sold to meal kit company HelloFresh.

“HelloFresh came to us during the pandemic…they were like every other company, scrambling, saying they needed the marketplace items – not meal kits, just grab and go,” said Girard, adding that Blount has 14 items with HelloFresh.

The company also is getting into e-commerce with frozen products designed to use within seven days.

“We have 10 SKUs – lasagna, creamy chicken and wild rice, and now the e-comm world is getting bigger, right? Those opportunities are coming more, which is great.”

The foundation of Blount’s Family Kitchen line always has been comfort. “We try and go back to the heart of your mom cooking or your grandmother,” Girard said. “There’s a little bit of legacy because it’s family.”

The company waited until the IDDBA Expo in Atlanta, Georgia, to unveil its new products. “We’ve had a great reception…a lot of interested buyers from all over the country, which is super exciting.”

For more information, visit blountfinefoods.com.

The post Blount Serving Up Soups, Will Add Pot Pies To Product Line appeared first on Shelby Report.