The Grocer – 10 August 2019

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comment & opinion

Time to banish idea of ‘sad’ shop sarnies

the saturday essay

T

he UK food-to-go sec-
tor continues to go from
strength to strength. The
latest IGD figures predict it will
grow by £5bn over the next five
years to reach £23.4bn by 2024.
There are huge opportuni-
ties to tap this booming market,
especially within convenience
and forecourt. With the advan-
tage of well-located stores for
those on the move, this channel
is expected to have a 16% market
share of food to go by 2024.
It’s not just the food that’s mov-
ing quickly – consumer expecta-
tions are too. With competition
fierce as new outlets and street
food markets appear nation-
wide, the perception of food to
go within retail, especially con-
venience, is still a bit grim.
We’ve commissioned much
research into consumer shop-
ping habits. It shows, time and

time again, many shoppers still

believe a shop sandwich means a

sad-looking, generic sarnie – one

that does little to keep hunger at

bay or match growing demands

for gastronomic pleasures from

around the globe.

This perception is dissuading

consumers from spending their

food-to-go budget in conveni-

ence stores and forecourts. But

it doesn’t have to stay this way.

You only need to look at Greggs

• a great example of an evolving
  brand. It’s no longer only about
  sausage rolls and pies; it’s now
  known for its innovation and
  healthier options too. The suc-
  cess of its vegan sausage roll not
  only captured the nation’s atten-
  tion, but has been a genuine sales
  driver credited with boosting the
  company’s profits.
  Shoppers tell us they are will-
  ing to pay more for a product
  that delivers on taste and qual-
  ity, from a brand they know and
  trust. Therefore, it’s vital brands
  take a leading role in changing

these perceptions and support-

ing retailers to make the most of

their on-the-go range.

How? First, through knowl-

edge. With plenty of data at their

fingertips to analyse what works

and what doesn’t, brands know

what sells and what the emerging

trends are. They need to work col-

laboratively with retailers (after

all, they know their own shop-

pers best) to develop the right

range for them – one that can flex

according to shopper missions

and consumer demographics.

Second, product develop-

ment. While taste is still the

number one driver of sales and

repeat purchases, retailers also

need to cater for different dietary

requirements – whether vegan,

vegetarian, halal, gluten-free

or just generally good for your

health. Those perceived ‘health-

ier’ options, such as wraps and

salads, are growing ahead of

sandwiches and rolls.

Plus, they need to appeal to

those looking for exciting new

options. Food-to-go suppliers

will have to continue to innovate,

drawing in new customers with

exciting new trend-led flavours

and products. Sustainability is

another aspect food-to-go brands

can support retailers with, pro-

viding packaging developments

and green initiatives.

Retailers and brands need to

work together to not only develop

the right product range, but let

shoppers know it’s not just a limp

cheese sandwich they’ll find in

store. Otherwise, this big oppor-

tunity could pass them by.

Wayne Greensmith is head of

category marketing at Adelie

Foods

“Look at Greggs –

a great example

of an evolving

brand”

Wayne Greensmith

True innovation is starting to pay

third party

Fleur Emery is a startup coach

“Make the same things as

other people,” I was often told.

“Except better or cheaper.” Other

favourites included, “If it doesn’t

exist already, maybe people don’t

want it” and “If you have to edu-

cate your customer to want some-

thing, you’re in trouble”.

I’ll admit I’ve even been known

to pass on advice like this myself

to startups I’ve coached.

Recently, however, it feels

like something fundamental is

changing. The old dog of main-

stream food retail is learning a

new trick or two. Independent

brands offering genuine innova-

tion are getting funded and on to

supermarket shelves.

Insect protein is a good exam-

ple. My favourite is Eat Grub, a

snack company with insects

as its main ingredient, which

is smashing it on Ocado and at

Sainsbur y’s.

The number of vegan start-

ups is also telling, with The

Vegetarian Butcher and Vivera as

well as newcomers like Meatless

Farm Co having got their meat

substitutes into supermarkets

remarkably quickly.

One view on why this is hap-

pening is that at a time when

large companies globally are

being scrutinised more than

they ever have been, engaging

with smaller brands is a way for

retailers to signal to consum-

ers they are changing. Another

is that thanks to social media,

the information retailers can

access about genuine street-level

demand is much more ‘live’ than

the expensive Nielsen reports

they have previously relied on.

All this amounts to a chang-

ing atmosphere among startups.

There’s genuine excitement that

real innovation is at last compat-

ible with funding, sales and rapid

growth, that buyers are listening,

that change is in the wind and if

there is still a bus, it’s electric and

no one is going under it.

F

irst to market always

ends up under the bus.”

The first time I was

told this was the day I found out

that Grasshopper porridge, the

startup I had poured my heart

and soul into, was being delisted

at Waitrose following a massive

marketing push by second-to-

market Quaker.

Back then, the received wis-

dom was that change happened

slowly, that buyers were risk-

averse, and that newness was

good but only in small doses.

Fleur Emery