Retail Agriculture, Produce & Grocery News

Hy-Vee Chooses Relex to Further Strengthen Product Availability and Freshness Across Its Stores

Wed, 06 May 2026 21:00:10 GMT

Hy-Vee Inc., the employee-owned grocery retailer serving the Midwest, has selected Relex Solutions to improve forecasting, replenishment and fresh-store ordering across its stores and distribution network. The grocer says the initiative supports Hy-Vee’s commitment to keeping shelves fully stocked, fresh products available and store teams focused on delivering the helpful, reliable service customers expect in every store and community it serves.

Hy-Vee operates more than 560 business units across nine states. As customer expectations evolve and demand patterns become more dynamic, the company says it is strengthening the tools behind its operations to ensure the right products are in the right place at the right time across both fresh and center-store categories.

With Relex, Hy-Vee will deploy AI-driven unified planning capabilities that improve demand forecasting and help automate replenishment decisions. The new platform will provide greater visibility across stores and distribution centers, helping make processes more efficient while improving accuracy and supporting daily ordering decisions, particularly in fresh departments where precision is critical.

Fresh is central to Hy-Vee’s brand promise. By improving its forecasting and ordering processes, the retailer is giving its teams better tools to serve customers, reduce food waste and stay focused on delivering quality and value in every aisle.

“Hy-Vee has built its reputation on freshness and service,” says Doug Iverson, Relex Solutions’ senior vice president, North America. “By bringing forecasting, replenishment and fresh-store ordering together in one platform, Relex will help Hy-Vee simplify planning and improve coordination from its distribution centers to its store shelves.”

AFM Plans the Ultimate Cinco de Mayo Guac Fiesta

Mon, 04 May 2026 20:56:00 GMT

Move over, margaritas — Avocados From Mexico says the true centerpiece of Cinco de Mayo has arrived. As the sober-curious movement gains momentum, the focus of the holiday is shifting from the cocktail shaker to the snack table, and the numbers prove it: In the four weeks leading up to Cinco de Mayo, the U.S. is expected to import a staggering 238 million pounds of Mexican avocados — a record high.

That’s why this Cinco de Mayo, Avocados From Mexico and Mexican actor, producer and guac aficionado Diego Boneta are aiming to prove that the undeniable centerpiece of the fiesta isn’t the drink in hand but rather the flavor-packed bowl of guac on the table.

“We’re heading into our largest Cinco de Mayo yet, with more than 238 million pounds of Mexican avocados imported in the four weeks leading up to the holiday,” says Alvaro Luque, president and CEO of Avocados From Mexico. “What’s notable is not just the record volume but the consistency of demand we’re seeing at retail, driven by consumers increasingly centering food in how they celebrate. That sustained demand continues to build confidence across the supply chain and reinforces the category’s strength during key consumption moments like Cinco.

“The Mexican avocado industry plays a critical role as a reliable, year-round supply partner for the U.S. market,” Luque adds. “Our binational supply chain allows us to scale efficiently to meet demand during peak moments like Cinco de Mayo, ensuring retailers have consistent access to high-quality fruit when consumers are most engaged with the category.”

To commemorate this milestone, Avocados From Mexico has teamed up with Boneta to unveil a first-of-its-kind recipe collection. From nostalgic family classics to inventive twists like Spicy Dill Pickle and Hot Honey, the brand is highlighting how a great fiesta starts with a bowl of guac. Whether catching the Guaco Truck in New York City for a free flavor upgrade or whipping up Boneta’s specialty recipes at home, this year’s celebration is all about bold flavor and record-breaking fun.

Shown from left are Mama Boneta’s Guac, Hot Honey Guac, Fiesta Guac, Roasted Corn Guac and Spicy Dill Pickle Guac.

(Photo courtesy of Avocados From Mexico)

A Guac for Every Taste

Avocados From Mexico says fans are expected to devour more than 235 million pounds of Mexican avocados in the four weeks leading up to the holiday, making one thing clear: Cinco starts with guac. After all, guac is the vibrant, flavorful soul of an authentic fiesta and a tradition made for sharing.

The organization partnered with Boneta to curate five specialty recipes to be the star of holiday spreads. These fresh takes are designed to bring bold, exciting new flavors to favorite Mexican dishes, from tacos and nachos to quesadillas and carne asada and more:

Mama Boneta’s Guac — Get a taste of tradition with Boneta’s family recipe straight from his mother’s kitchen. Loaded with a smoky chipotle kick, cumin and fresh lime, this is the authentic, party-starting flavor that fuels a true fiesta.
Fiesta Guacamole — A vibrant mix of tequila reduction, fresh tomato, crisp red onion and a bold kick from serrano peppers creates a classic, can’t-stop-eating-it guac that brings the celebration to every bite.
Roasted Corn Guacamole — Looking for a smoky and sweet superstar for the table? This recipe features roasted corn, complemented by fresh tomato, red onion and a touch of sour cream for an extra-creamy texture.
Spicy Dill Pickle Guacamole — This combines the zesty, tangy crunch of dill pickles with a fiery blast of serrano peppers for a wildly addictive and outrageously fun flavor combination, says Avocados From Mexico.
Hot Honey Guacamole — This harmony of sweet and heat features a generous drizzle of spicy-sweet honey that adds a warm, lingering kick to every bite. Mix in a variety of peppers for extra spice and cotija for creaminess.

“For me, authentic flavor comes from the heart, and so many of my favorite memories are tied to family meals,” Boneta says. “My mom’s guac has always been the start of our celebrations, and I’m so excited to be sharing that same, beloved recipe with fans — along with four other incredible new twists for every taste. I had the best time bringing the flavors from my home to life with Avocados From Mexico. I can’t wait to see all the reactions as people hopefully start making these recipes part of their own Cinco memories.”

‘Guac’ the Party Started

To kick off Cinco de Mayo right, Avocados From Mexico and Boneta are hitting the streets of New York City with all five recipes in the Guaco Truck, a party on wheels that flips the script: You bring the food, and they’ll bring the free epic guac topping. Bring any dish, from pizza and donuts to that sad desk salad or street hot dog, and Avocados From Mexico will transform the plate into a full-on fiesta. Crash the party on May 5 at Hudson Yards from 1-4 p.m., where Boneta himself will be serving up tastes of guac to flavor-loving fans who arrive early.

“We’re seeing a real cultural shift in how people, especially new generations, are choosing to celebrate; they’re drinking less and connecting more through shared experiences like food,” Luque says. “That trend is why we’re prepping for our biggest Cinco ever, anticipating more than 235 million pounds of Mexican avocado imports in the four weeks leading up to the holiday. We’re reminding everyone that a real fiesta starts with guac, not a margarita. Avocados have a special way of bringing people together, and our goal is to put that experience at the heart of the holiday, proving that every great celebration starts with Avocados From Mexico.”

Access all five specialty recipes at avocadosfrommexico.com/cincodemayo.

Frieda's Sillies Pop-Top Party Coconuts Named to List of Best New Products of 2026

Fri, 24 Apr 2026 19:58:35 GMT

Progressive Grocer has included Sillies Pop-Top Party Coconuts in its 22nd annual Editors’ Picks list, recognizing the product as one of the top new offerings for 2026. The list, which evaluates 68 products across the CPG and food retail sectors, highlights innovations in convenience and consumer trends.

Market Growth and Category Performance

The recognition comes amid a significant uptick in the fresh coconut category. According to recent retail data:

Fresh coconuts — 31.7% year-over-year dollar growth.
Total tropical fruit category — 8.6% growth.
Unit sales — 14.8% increase, suggesting demand is driven by volume rather than price inflation.

Fresh coconuts currently represent approximately $39 million in annual retail sales. Despite this, the category is often cited by industry analysts as underdeveloped due to historical challenges with consumer education and ease of use.

Product Features and Retail Integration

The Sillies line aims to address these barriers through a pop-top opening mechanism that eliminates the need for tools traditionally required to access coconut water. Progressive Grocer notes that the product’s design allows it to integrate into existing produce sets while utilizing packaging to communicate convenience to shoppers.

Frieda’s Branded Produce says it currently leads the branded coconut segment in the U.S., adding that internal data indicates that Frieda’s coconuts sell roughly 20% faster than the overall category average.

“Frieda’s go-to-market strategy has always focused on giving consumers a great experience when eating fresh fruit and vegetables,“ says Alex Jackson, vice president of sales and marketing for Frieda’s Branded Produce. “For us, branding has always been more than a logo and label design; it is the way we engage with and inspire the consumer, delighting them as they try something new. Sillies Pop-Top Party Coconuts, continue that long tradition of bringing interesting produce to the shelf by making it enjoyable and accessible.”

The Sillies format targets the intersection of tropical fruit demand and the growing functional beverage market. The product is currently available at select retailers carrying Frieda’s brand.

Poll: New Yorkers Want Full Ban on Digital Tags as Maryland Passes Landmark Surveillance Pricing Law

Fri, 24 Apr 2026 19:17:18 GMT

A groundswell of consumer opposition is forming against the grocery industry’s shift toward digital shelf technology. A new poll reveals that a majority of New Yorkers support a statewide ban on electronic shelf labels and surveillance pricing, citing fears of predatory price hikes and the exploitation of personal data.

The poll, conducted by GBAO Strategies on behalf of a coalition of United Food and Commercial Workers locals and the Retail, Wholesale and Department Store Union, found that two-thirds of New York voters favor legislation to outlaw the technology in grocery stores.

The sentiment is fueled by deep economic anxiety: More than 70% of respondents reported being worried about the cost of groceries, and 64% specifically think that switching from paper to digital tags will cause prices to rise.

Presidents of UFCW Locals 1, 338 RWDSU/UFCW, 342, 1500 and RWDSU, which represent retail grocery workers in New York, said in a release: “Our members know the dangers that electronic shelf labels pose to consumers and grocery workers alike. This poll confirms that the majority of New Yorkers understand the same thing.

“Grocery prices in our state are among the highest in the country,” the statement continues. “The last thing shoppers need is to have personal data like their ZIP code or shopping habits used to squeeze every last dollar out of their pockets. We’re proud to support the lawmakers pushing to protect New Yorkers from this predatory technology.”

The technology in question allows retailers to change prices instantaneously across an entire store. Lawmakers, led by New York state Sen. Michael Gianaris and Assemblywoman Michaelle C. Solages, are currently advancing the Protecting Consumers and Jobs from Discriminatory Pricing Act, which would mandate traditional paper labels in large retail environments.

Walmart’s Digital Push Sparks Nationwide Debate

The legislative battle in New York comes as the world’s largest retailer doubles down on the very technology some state lawmakers seek to ban.

As the retail industry continues to evolve, there’s a deepening divide between major retailers and labor groups over the implementation of these high-tech systems.

Walmart is currently on track to replace traditional paper price tags with digital ones in all of its U.S. stores by the end of 2026. While Walmart frames the move as an efficiency play that reduces manual labor for employees, the retail giant’s recent patents have sparked fresh alarms.

The company recently secured patents for technology that could use shoppers’ personal data to update prices at scale. This so-called “surveillance pricing” capability is the primary target of the proposed New York ban. While Walmart maintains that the labels are about operational ease, the GBAO Strategies poll suggests a massive trust gap: 66% of New Yorkers say they do not trust grocery retailers to use such technology responsibly.

As New York lawmakers consider the ban before the end of the current session, the state has become a primary battleground between corporate automation and labor-backed consumer protections. If the bill passes, it could create a significant roadblock for Walmart’s 2026 nationwide rollout and set a precedent for the 11 other states currently participating in UFCW’s campaign.

“Shoppers across New York are already facing record-high grocery prices. Electronic shelf labels, with their ability to change prices at a moment’s notice, threaten to drive up costs even higher,” UFCW International Vice President Ademola Oyefeso says.

“This poll confirms that New Yorkers understand just how dangerous this technology is and expect their elected officials, regardless of political party, to take action,” Oyefeso continues. “UFCW applauds the lawmakers who are standing up for consumers and workers, and urges the entire legislature to make these bills law before the end of session.”

New York is among 12 states to have joined UFCW’s Affordable Groceries and Good Jobs Campaign to ban the predatory practice of surveillance pricing, target the encroachment of artificial intelligence-driven technology in grocery stores and deliver fair prices for families while preserving union grocery jobs.

Maryland Passes Nation’s First Ban on Surveillance Pricing

While New York activists push for a total hardware ban, Maryland has just set a significant legal precedent. According to Kiplinger , Maryland is poised to become the first state in the country to officially ban surveillance pricing.

Earlier this month, the Maryland Legislature passed the Protection From Predatory Pricing Act (H.B. 895), a landmark bill introduced by Gov. Wes Moore. Rather than banning the physical electronic labels, the act targets the algorithms behind them. Taking effect on Oct. 1, the law prohibits grocers and third-party delivery apps from using surveillance data or “dynamic pricing” to fluctuate costs throughout the day.

“Marylanders deserve to know that the price they see on the shelf is the price they will pay at the register,” Moore said in January . “Our administration is laser-focused on protecting Marylanders from skyrocketing costs. At a time when Marylanders are already stretched by the rising cost of groceries, housing and everyday necessities, we must ensure that new technologies are not used to drive up the bill for working families.”

The law carries significant teeth, with first-time fines reaching up to $10,000. However, the measure remains a point of contention; despite the historic nature of the bill, the UFCW has criticized it for containing “loopholes,” arguing that only a total ban on ESLs can truly protect families.

As New York lawmakers review their own pending legislation, they now face a choice: follow Maryland’s regulatory path or enact the total ban demanded by the state’s labor unions and many of its voters.

“Dynamic pricing is predatory pricing,” Maryland state Delegate Kriselda Valderrama said in January. “We have no hesitation telling the marketplace that groceries are off-limits for these kinds of practices. Data used against Marylanders to create individualized grocery prices is a breach of public trust.”

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Crunch Pak to Debut Brand Refresh

Fri, 24 Apr 2026 19:19:24 GMT

Crunch Pak plans to roll out a refreshed brand system this May, featuring a new logo, revitalized packaging and a modernized look across its core product lines. Designed with both shoppers and retailers in mind, the update supports faster shopping decisions and stronger brand blocking, the company says.

The 2026 refresh prioritizes primary SKUs, with artwork and mechanicals currently moving through final approvals, according to Crunch Pak. Updated brand assets will launch through its standard retail and partner channels, while web and digital visuals will transition in parallel with the market rollout to create a consistent brand experience across every point of contact.

Rooted in Crunch Pak’s commitment to making healthy snacking simple and inviting, the refreshed packaging delivers clearer variant cues and vibrant new imagery, helping shoppers find their favorite products in seconds, says the company, which adds that retail partners will also notice a stronger shelf presence.

“Our newly designed logo emphasizes the concept of ‘Crunch,’ capturing both the emotion and sensation associated with fresh produce,” says Andy Kimbrel, executive vice president of Crunch Pak. “This focus aligns our visual identity with the core experience of our products. We are confident that the updated brand architecture will enhance communication with consumers. Furthermore, it enables us to unify the brand elements from our licensee partners, creating a consistent and cohesive appearance across our entire product line.”

“A strong brand and packaging system enables us to work more efficiently, focus on innovation and maintain a clear, cohesive presence on shelf,” says Kim Green, marketing and creative director for Crunch Pak.

The updated look and feel extends beyond the pack, with a refreshed logo, contemporary typography and a more energetic, cohesive tone of voice that signals where the brand is headed and better aligns with how today’s families talk, shop and snack, according to the company, which says the rebrand also reinforces what has made it a trusted name for more than two decades: delivering fresh, high-quality produce in ways that make sense in real life.

5 Merchandising Tips to Help Retailers Boost Spring Sales

Tue, 07 Apr 2026 20:43:33 GMT

When it comes to potatoes, the spring months bring retailers a full slate of opportunities to drive category sales and grow total basket size. With this in mind, Potatoes USA is sharing practical merchandising strategies retailers can use to capitalize on seasonal occasions ranging from brunches and graduations to grilling season and Mother’s Day.

According to Potatoes USA research based on Circana data, potatoes help drive larger basket sizes across the store. Shopping baskets containing potatoes average about $99, compared to about $50 without, underscoring the category’s ability to lift overall grocery sales.

“The entire spring calendar, all the way through Father’s Day, is packed with food occasions where potatoes fit naturally,” says Nick Bartelme, global retail development manager for Potatoes USA. “For retailers, that creates real opportunities to inspire meal ideas, connect potatoes to the season and capture stronger basket growth.”

Among the merchandising opportunities retailers can activate this spring:

1. Own the Spring Table

Brunch season, Mother’s Day and graduation gatherings all create demand for easy, crowd-pleasing side dishes. Bartelme says retailers can help shoppers picture spring meal solutions by cross-merchandising potatoes with eggs, ham, asparagus and fresh herbs for dishes such as brunch hashes, roasted sides and seasonal salads.

2. Let Color Stop the Cart

Spring shoppers often respond to vibrant displays that reflect the freshness and color of the season. Featuring the full spectrum of potato varieties together in a single display can drive impulse and encourage shoppers to try new types of potatoes for roasting, grilling and salads.

“Shoppers buy with their eyes, especially in spring,” Bartelme says. “When retailers highlight the color and variety of potatoes, it can spark curiosity and encourage trial.”

3. Fire Up Grilling Season

As grills come out in the backyards, retailers can position potatoes near steaks, burgers and chicken to help reinforce must-have grilling sides such as foil packets, grilled wedges and warm potato salads. Memorial Day and Father’s Day present two of the season’s strongest opportunities to promote these grilling solutions.

4. Make Potatoes the Picnic MVP

Warmer weather brings picnics, park gatherings and backyard get-togethers where simple, shareable dishes are in demand. Merchandising potatoes alongside mayonnaise, herbs, scallions and mustard can inspire fresh potato salads and other picnic-ready sides. Secondary displays near deli salads or rotisserie chicken can further reinforce convenient warm-weather meal solutions.

5. Show Potatoes in More Places

Visibility remains one of the most important drivers of potato sales in produce. Retailers following Potatoes USA’s merchandising best practices can see up to a 12% lift in category volume.

“Keeping potatoes visible throughout the department helps shoppers connect them to more meal occasions across the season,” Bartelme says. “Those additional touchpoints can translate into stronger category performance.”

Retailers can access additional merchandising ideas, signage and category resources through the Potatoes USA Retailer Toolkit, available at potatoretailer.com .

Mastering the Cinco de Mayo Merchandising Surge

Tue, 07 Apr 2026 11:00:08 GMT

As one of the premier food celebrations in the U.S. calendar, Cinco de Mayo has evolved from a niche date into a high-velocity retail event. For produce, the holiday represents a reliable, repeatable spike in demand that centers on fresh ingredients and authentic flavors.

This year presents a unique opportunity for retailers as Cinco de Mayo 2026 falls on a Tuesday, creating a natural synergy with the Taco Tuesday phenomenon.

The Power of the Hispanic-Inspired Menu

While the holiday has a reputation for beverages, the real retail growth is in the kitchen, says Stephanie Bazan, senior vice president of commercial strategy and execution for Avocados From Mexico.

“Cinco celebrators know that it’s about getting people together and diving into Mexican food,” Bazan says. “Our objective at Avocados From Mexico is to authentically own Cinco from a food perspective. This year, we are offering branded displays and packaging highlighting our ‘Guac Makes the Fiesta’ messaging, as we know that guac is central to any Cinco gathering.”

Data from AFM supports this guac-first mentality, showing that guacamole ingredients significantly over-index during the holiday week. Specifically, tomatoes saw a 4.9 index, onions a 4.6 and tortilla chips a 2.3.

“Creating innovative and festive guac destinations for this holiday is a way to drive traffic and basket ring,” Bazan says.

“It is also important to note that in the past three years, bags have seen growth during this holiday, making it important to merchandise bags along with bulk, as bags are perfect for fiestas,” she adds.

(Photo courtesy of Fresh Innovations/Yo Quiero! Brands)

A High-Velocity Campaign Period

The holiday has officially moved past the 24-hour mark, transforming into a sustained sales window. Brooke Becker, senior vice president of sales for Mission Produce, highlights that “promotions and merchandising often begin weeks in advance, which has effectively turned Cinco de Mayo into a full campaign period rather than a single-day occasion.”

This shift is backed by significant growth. Becker explains that “in 2025, we saw a 17% lift in avocado volume during the holiday period, reinforcing how meaningful this window is for the category.”

Ken Melban, president of the California Avocado Commission, agrees that the timing is a strategic win for domestic growers.

“The timing of this holiday works out well for our California industry, as it hits right as we head into peak availability of our locally grown avocados,” Melban says. He suggests that for retailers, “the message is that Cinco de Mayo should be treated as a planned, high-velocity event where strong merchandising and inventory readiness can translate into meaningful incremental movement and bigger baskets.”

Planning for the holiday is often last-minute, with purchasing happening the week of Cinco de Mayo, Bazan says.

“Therefore, retailers who plan for Cinco de Mayo at least two weeks in advance are best positioned to capture shopper interest and boost purchasing,” she says. “Displays do matter. When avocados are merchandised in a branded Avocados From Mexico display, retailers experience a 25% increase in unit sales supporting both bulk and bagged fruit assortment.”

Strategy: The 3-Part Merchandising Plan

To prevent out-of-stocks and maximize basket size, industry experts recommend a tiered approach that combines bold primary displays with strategic cross-merchandising. Melban recommends a strategy to “lead with a bold primary display, support it with secondary placements and build the complete ‘fiesta set’ around California avocados.” He suggests that the primary display should be “large enough to sustain high traffic and kept full and attractive throughout the promotional window.”

With the 2026 holiday having a Taco Tuesday connection, Bazan says this alignment represents a massive opportunity “for avocados to be merchandised with complementary items such as tortillas, taco shells, cheese and meats to create the perfect fiesta.”

This recipe-led approach is echoed by Melban, who says that “within produce, pairing California avocados with tomatoes, onions, cilantro, limes, garlic and chili peppers builds the guacamole and salsa set in one place.”

“The timing of this holiday works out well for our California industry as it hits right as we head into peak availability of our locally grown avocados,” says Ken Melban, president of the California Avocado Commission.

(Photo courtesy of California Avocado Commission )

Convenience and the Value-Added Surge

While fresh avocados remain the anchor, the modern shopper is increasingly looking for convenience. Tara Murray, vice president of marketing for Fresh Innovations/Yo Quiero Brands, notes that “Cinco de Mayo continues to expand beyond a single-day celebration, with shoppers purchasing earlier and entertaining throughout the week.” She explains that consumers are building full meal solutions, which drives greater demand for fresh dips, salsas and guacamole alongside produce, proteins and prepared foods.

To capture this, Murray recommends offering a mix of flavors and sizes.

“Retailers are seeing strong performance from bold, flavor-forward dips and convenient formats that support multiple occasions,” she says. She highlights that the company’s “Authentic Mexico line, including Cantina Salsas and Mexico-inspired guacamoles, continues to resonate during Cinco de Mayo as shoppers look for fresh, restaurant-quality flavors at home.”

Critical Factors: Ripeness and Timing

For a holiday centered on immediate consumption, ready-to-eat fruit is a nonnegotiable requirement. Becker emphasizes that ripeness is one of the most important factors in delivering a great shopper experience for Cinco de Mayo. She notes that shoppers are often “purchasing for immediate use — whether it’s for a gathering that day or later that evening — so consistency and reliability really matter.”

Execution timing is equally vital. Melban suggests building awareness and display presence in advance, roughly a week and a half to two weeks ahead. This allows retailers to capture both the early planners and the impulse shoppers.

Bazan adds that retailers should not overlook the power of bagged fruit during this window.

“In the past three years, bags have seen growth during this holiday ... as bags are perfect for fiestas,” she says.

Reaching the Modern Shopper

The consensus among leaders is that authenticity drives the strongest results.

“Cinco de Mayo continues to grow as both a cultural celebration and a broader entertaining occasion, creating opportunities to reach a wide range of shoppers,” Murray says. “Hispanic consumers often prioritize fresh ingredients, authentic flavors and products that help create meaningful food experiences with family and friends, but these preferences increasingly resonate with all shoppers.

“Retailers that lean into authenticity, cross-merchandising and meal-solution storytelling tend to see the strongest results,” she adds. “By positioning dips as part of the full celebration — from appetizers to meal enhancements — retailers can drive incremental purchases and increase overall basket size during the holiday period.”

By positioning the produce department as a complete Cinco de Mayo solution set and maintaining full, vibrant displays, retailers can ensure they don’t fall into the underperformance trap of relying on price alone.

“When you merchandise California avocados with complementary ingredients, you’re not only selling more avocados — you’re selling the whole celebration,” Melban says.

Maryland Says 'No' to Surveillance Pricing: Poll Reveals Broad Support

Thu, 02 Apr 2026 19:42:32 GMT

A new poll released by the United Food and Commercial Workers International Union (UFCW) revealed Marylanders are deeply skeptical of the high-tech makeover coming to grocery store aisles. According to the data, a bipartisan majority of voters support a ban on electronic shelf labels (ESLs) , viewing the technology as a catalyst for price hikes rather than a tool for consumer convenience.

The survey, conducted by GBAO Strategies, arrives as Gov. Wes Moore and state lawmakers deliberate on legislation that would prohibit the use of ESLs and the practice of “surveillance pricing” in Maryland retail environments.

Overwhelming Public Skepticism

The poll results paint a picture of a restless electorate already struggling with the cost of living. Nearly 80% of Marylanders surveyed reported a negative view of the U.S. economy, with 71% specifically worried about their household grocery bills.

When asked about the digital transformation of the shelf edge:

69% of voters believe switching from paper tags to electronic labels will cause grocery prices to increase.
73% of voters believe surveillance pricing — the use of AI and personal data to set individualized prices — will drive costs higher.
68% of Marylanders support a total ban on this technology in grocery stores, a sentiment UFCW notes remains strong across party lines.

“No Marylander is insulated from the devastating effects of record-high grocery prices,” says Ademola Oyefeso, vice president of UFCW International. “Electronic shelf labels, and the discriminatory practice of surveillance pricing that they enable, threaten to drive costs even higher.

Oyefeso continues: “The results of this poll confirm that Marylanders know the dangers of electronic shelf labels and surveillance pricing and expect their lawmakers to take action. Maryland has a chance to get ahead of this corporate exploitation before it becomes common practice. UFCW applauds the lawmakers who are standing up for consumers and workers.”

The Surveillance Factor

The heart of the opposition lies in how the technology functions. While retailers like Walmart — which plans to digitize all store prices by 2026 — argue ESLs improve efficiency and accuracy, critics point to the infrastructure behind the screens.

UFCW highlights recent corporate patents that would allow retailers to use a shopper’s personal data, ZIP code or even identity to update prices at scale and in real time. This instant price-changing capability is what labor leaders call a predatory practice.

“Food is a necessity, and no one should be paying more for milk or eggs based on their identity or ZIP code,” says Mark Federici, president of UFCW Local 400. “UFCW members are at the frontlines of the affordability crisis, and they are demanding action from their lawmakers. Keeping electronic shelf labels out of our grocery stores is vital to lowering the cost of groceries for Marylanders.”

A Threat to Union Jobs

Beyond the checkout counter, the poll underscores concerns regarding the workforce. Sixty-one percent of respondents stated they do not trust grocery stores to use this technology responsibly.

For the 800,000 grocery workers represented by UFCW, ESLs represent more than just a digital screen; they represent a potential reduction in human labor. Union leaders argue these systems are designed to replace the skilled work of grocery clerks, leaving remaining staff to manage the fallout from “rightfully angry shoppers” confused by fluctuating prices.

“UFCW members understand the toll high grocery prices take on lives. They see it at the register, in the aisles and in their own grocery bills,” says Jason Chorpenning, president of UFCW Local 27. “Electronic shelf labels will only hike costs higher. With the ability to change prices at a moment’s notice, ESLs make it nearly impossible for families to stick to a budget. I commend the lawmakers who are fighting to keep this predatory technology out of our grocery stores.”

National Momentum

Maryland is currently one of 12 states participating in UFCW’s Affordable Groceries and Good Jobs Campaign. The initiative seeks to establish legislative guardrails against AI-driven retail practices before they become the industry standard.

As the debate moves through the Maryland General Assembly, the polling data suggests lawmakers who support the ban are aligned with a significant majority of their constituents. The message from Maryland voters appears clear: In an era of economic uncertainty, they prefer the transparency of a paper tag over the unpredictability of an algorithm.

Your Next Read: Walmart and Unions Clash Over the Future of Digital Price Tags

Melissa’s Produce Easter Program Supports Basket Building at Retail

Thu, 02 Apr 2026 19:12:52 GMT

Melissa’s Produce is rolling out its Easter program with a focus on helping retailers merchandise complete holiday solutions through a mix of convenient, recipe-ready items and seasonal favorites.

At the center of this year’s program is Melissa’s Easter Cooking Essentials, a line of baby and specialty vegetables and roots that transforms the produce department into a one-stop destination for holiday meal planning, according to the company. Featuring limited-time, Easter-themed packaging, the line is designed to stand out at shelf, encourage cross-merchandising and drive multi-unit purchases.

The assortment includes high-velocity items such as rainbow carrots, French beans, sugar snap peas and baby zucchini, giving shoppers the flexibility to mix and match components for complete Easter meals. From an operational standpoint, the overwrapped tray format reduces handling, maintains freshness and supports clean, consistent merchandising across displays, according to the company. Melissa’s says the packaging creates a “packed in-store” appearance while minimizing shrink and labor, allowing retailers to execute high-impact sets with minimal maintenance.

“Easter is a key spring selling window, and shoppers are looking for both convenience and inspiration,” says Robert Schueller, director of public relations for Melissa’s. “Our Cooking Essentials program delivers on both. It makes it easy for retailers to create strong displays while giving consumers the tools to build a full holiday meal.”

To build incremental sales beyond core vegetables, Melissa’s Easter program also incorporates premium and seasonal items that elevate the set. Ojai Pixie tangerines, Melissa’s signature late-season citrus, help extend category momentum, while Pinkglow pineapples introduce a high-visibility, giftable item that drives impulse and premium ring. Additional supporting items, including French-style crepes and gourmet dessert sauces, allow retailers to expand beyond ingredients and merchandise Easter brunch ideas within the department.

Melissa’s says the program is backed by comprehensive merchandising support, including seasonal signage, and digital content designed to help retailers create destination displays and maximize Easter performance.

Walmart and Unions Clash Over the Future of Digital Price Tags

Wed, 01 Apr 2026 18:55:38 GMT

Editor’s Note: The story was updated April 3 with comments from Walmart.

As Walmart accelerates its plan to install Electronic Shelf Labels (ESLs) across thousands of U.S. stores by the end of 2026, the grocery aisle has become the front line of a national debate. To retailers and tech analysts, these digital tags are a necessary evolution to combat labor shortages and supply chain volatility. To labor unions and a growing cohort of lawmakers, they are the connective tissue of a predatory puzzle known as surveillance pricing.

The conflict has reached a boiling point with the launch of the Affordable Groceries and Good Jobs Campaign by United Food and Commercial Workers (UFCW). Backed by federal legislation like the Stop Price Gouging in Grocery Stores Act, the movement seeks to ban ESLs in large retail environments. What remains is a fundamental disagreement over whether this technology serves the shopper or exploits the family budget.

The Union’s Warning: “Surveillance Pricing” and Job Loss

For the 1.2 million members of the UFCW, ESLs represent a dual threat: the loss of privacy for consumers and the loss of livelihoods for workers. At a recent press conference in Minnesota, union leaders painted a grim picture of a future where bread and milk prices spike the moment a blizzard is forecast.

“The second the weatherman forecasts a blizzard, companies can use electronic shelf labels to hike prices,” says Diana Tacidamer, secretary-treasurer for UFCW Local 1189. “Corporations want you to believe that ESLs will only help the customer ... but they’re patenting the technology to allow algorithms to change prices in real time.”

The union’s concern extends beyond the checkout line. In Minnesota alone, labor leaders estimate the automation of pricing could jeopardize 1,000 “family-sustaining” union jobs. Traditionally, pricing coordinators — workers who manually update paper tags — possess a deep knowledge of the store’s inventory. By automating this task, unions argue retailers are not just cutting hours but are also removing the human element that helps shoppers navigate the aisles.

“ESLs threaten to take work away from workers while leaving us to handle rightfully angry customers,” says Jane St. Louis, a grocery worker in Maryland.

This sentiment is echoed by Milton Jones, UFCW International president, who argues the technology allows corporations to “change prices in front of [shoppers’] eyes just because they live in the wrong zip code or are a new parent.”

(Screenshot via press conference )

The Industry’s Defense: Survival in a Low-Margin World

On the other side of the aisle, retail analysts like Greg Buzek, president and chief AI officer for IHL Group, view the union’s surveillance narrative as a fundamental misunderstanding of retail economics. According to Buzek, the industry is currently “hemorrhaging” due to labor shortages and a $1.7 trillion “inventory distortion” problem — the cost of products being out of stock or spoiling on the shelf.

“The idea that retailers plan to adjust pricing on the fly per customer ... is totally bogus,” Buzek asserts.

He argues the primary driver for ESLs is operational efficiency. In a standard grocery store, changing thousands of paper tags manually is a “cost center” that diverts labor away from “profit centers” like the deli or prepared foods sections.

“What’s important to know about Walmart is that we are a purpose-driven company, and our purpose of saving people money so they can live better guides our pricing strategy,” says Brooks Forrest, vice president of associate tools for Walmart. “The way that comes to life is in ‘Everyday Low Price,’ which means being consistent for our customers. Typically, if we execute price changes, we do so overnight when our stores are closed to ensure that consistency and trust.”

While critics fear the technology allows for instantaneous price hikes, Forrest noted that the digital system actually has built-in safeguards. “Our stores have the autonomy to change prices only in favor of a customer, meaning they can only take the price down,” Forrest says. “In the tools and technology that connect to the digital shelf label, [store associates] actually cannot take prices up; they can only take them down.”

Buzek notes ESLs allow retailers to implement dynamic discounting — lowering the price of meat or produce as it nears its expiration date to prevent it from ending up in a dumpster.

“If I can have a system that knows [a product] expires in two days, I can drop the price 20% and sell it rather than throwing it away,” he says. From this perspective, ESLs are a tool for sustainability and waste reduction, not a weapon for price gouging.

Regarding the surveillance aspect, Buzek clarifies most camera-based systems at the shelf edge are designed for inventory tracking, not tracking people. “The camera is looking at the shelf to see if the product is there,” he says, adding that retailers who tried to surge price milk during a storm would face a PR nightmare no profit margin could justify.

Greg Buzek, president and chief AI officer for IHL Group clarifies that most camera-based systems at the shelf edge are designed for inventory tracking, not tracking people.

(Photo courtesy of IHL Group)

The Legislative Battleground

The debate has moved from the store floor to the halls of power. In Washington, D.C., Senators Ben Ray Luján and Jeff Merkley have introduced legislation to prohibit price gouging and ban ESLs in large grocery stores. The bill would also require the disclosure of facial recognition technology.

“Americans should not be targeted with higher costs simply for trying to put food on the table,” Luján says.

The federal push is being mirrored at the state level in New York, Oklahoma, Washington and beyond. These bills typically require analog paper pricing for stores over 10,000 sq. ft., effectively stalling the digital rollout.

Washington State Rep. Mary Fosse summarizes the legislative intent: “If two people are in the same store buying the same item, they should pay the same price.”

Lawmakers fear without analog protections, the grocery store will become a place of algorithmic mystery where prices fluctuate based on hidden data points.

“ESLs threaten to take work away from workers, while leaving us to handle rightfully angry customers,” says Jane St. Louis, a grocery worker in Maryland.

(Photo: Jill Dutton)

The Privacy Paradox

A central point of contention is the hardware itself. Modern ESLs often include Bluetooth sensors and can be paired with AI-driven cameras. While Buzek maintains these are for inventory and “stock-to-light” systems (where a tag flashes to help a worker find a product for an online order), the UFCW views them as the infrastructure for “Retail Media Networks.”

In these networks, the shelf acts as an advertising platform. If a shopper lingers in front of a specific brand of cereal, the store’s data systems record that behavior. Unions argue this data harvesting is the first step toward personalized pricing, where a loyal shopper might be shown a different price than a one-time visitor.

Buzek counters that while retailers do want to reward loyalty, it is almost always through discounts, not hikes.

“The only thing I’ve ever heard any retailer even contemplate was ... a better price because you were a more loyal customer,” he says.

A Crisis of Trust

At its heart, the battle over ESLs is a crisis of trust. Retailers, facing razor-thin margins and a desperate need for labor efficiency, see digital tags as a lifeline. They point to Europe and Asia, where ESLs are standard and have not led to the dystopian surge-pricing scenarios critics fear.

However, for the UFCW and its supporters, the lack of transparency in AI algorithms makes the technology too dangerous to trust. They see a future where the simple act of buying groceries is governed by a black box that prioritizes corporate profit over the common good.

As legislation moves through statehouses and Congress, the grocery industry faces a pivotal choice: Find a way to implement technology that respects both the privacy of the consumer and the dignity of the worker, or face a total door slam on the digital tools of the future. For now, the Affordable Groceries and Good Jobs Campaign has ensured the price on the shelf is more than just a number — it is a political statement.

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Uber Joins Ibotta Performance Network in Exclusive, Multiyear Partnership

Wed, 25 Mar 2026 20:41:00 GMT

Ibotta Inc., the performance marketing platform for promotions, is partnering with Uber Technologies Inc. to deliver Ibotta-powered digital promotions across Uber’s grocery and retail ecosystem in U.S. The partnership strengthens the Ibotta Performance Network’s existing marketplace presence and gives CPG brands a direct path to shoppers at the final stage of the funnel: the point of purchase.

The announcement marks the first time Uber has entered into a multiyear, exclusive agreement with a national digital promotions provider and further establishes Ibotta’s footprint across the third-party grocery delivery landscape.

“Ibotta’s exclusive partnership with Uber makes it easier for brands to connect with consumers in a competitive marketplace,” says Bryan Leach, founder and CEO of Ibotta. “By putting offers directly into the Uber ecosystem, we are placing high-value savings in the palms of millions. Our partners now have a front-row seat to where their customers shop, ride and eat, allowing them to influence the sale right when the customer is ready to buy.”

Through the Ibotta Performance Network, Uber users in U.S. will benefit from promotions and coupons for everyday grocery and retail items, home care, personal care and more. Ibotta offers will debut within the Uber Eats app initially, with plans to expand across grocery and retail items within the Uber and Postmates apps later this year.

Uber says it has made significant investments in its grocery and retail delivery business, with year-over-year growth accelerating in the fourth quarter of 2025, led by strong retail moments in U.S. Since the start of 2025, Uber Eats has expanded its footprint with major retailers, including Albertsons, Aldi, Kroger, Wegmans and more.

“This collaboration with Ibotta marks a significant step in Uber’s commitment to delivering value across every category — from rides to retail,” says Hashim Amin, North American head of grocery and retail for Uber. “By joining the industry-leading Ibotta Performance Network, we are making it easier than ever for consumers to access savings from their favorite brands while directly connecting CPG brands to their target audience. It’s about going beyond convenience to make the entire Uber ecosystem as rewarding as it is essential.”

“Ibotta brings a best-in-class, performance-driven promotions network that connects brands to real retail outcomes at scale,” says Kristi Argyilan, global head of Uber Advertising. “Combined with Uber Advertising’s suite of full-funnel solutions, CPG brands can deliver the most relevant savings and offers to consumers throughout their entire journey, from consideration to decision and point of purchase. This partnership closes the loop between inspiration and transaction, ensuring our partners are in a position to drive results.”

Harps Food Stores Aims to Redefine the Grocery Basket With AI-Driven Personalization

Tue, 24 Mar 2026 20:18:47 GMT

The digital divide in grocery retail is narrowing as Harps Food Stores prepares to launch SmartMeals across its entire network. This decision follows a broad deployment of the platform across the Associated Wholesale Grocers’ member network , signaling a major shift for independent grocers gaining access to high-tech tools once reserved for national giants.

Moving beyond traditional digital coupons, this rollout integrates sophisticated AI directly into Harps’ existing loyalty and web platforms to turn meal inspiration into a localized shopping list in seconds.

“Harps has always focused on delivering the best possible experience for our customers and our communities,” says David Ganoung, chief marketing officer of Harps Food Stores. “Fresh, especially produce, is at the heart of how our customers plan meals, and SmartMeals brings that to life in a more meaningful way. By connecting personalized meal planning with what’s in stock in our stores, we look forward to making it easier for shoppers to discover fresh ingredients and build meals around quality produce.”

Personalized Planning and Real-Time Inventory

The platform, powered by Breez AI, functions as a digital concierge that understands household size, dietary restrictions and specific budgets. Unlike generic recipe sites, SmartMeals syncs with Harps’ live inventory to ensure every suggested ingredient is actually on the shelf at the shopper’s local store.

“People are thinking more carefully about what they eat, and they expect the tools they use to keep up,” says Tal Zlotnitsky, founder and CEO of Breez AI. “When a shopper tells SmartMeals they want to eat heart-healthy or focus on fresh ingredients, that’s exactly what they get, consistently, without having to repeat themselves.”

The SmartMeals deployment at Harps will integrate directly with the company’s existing digital infrastructure, including Birdzi, Harps’ customer loyalty platform, and Webstop, its webpage provider. That integration connects personalized meal planning, digital savings and future online ordering with each store’s real-time inventory and customer loyalty data, giving Harps shoppers a seamless path from meal inspiration to purchase, according to the company.

SmartMeals generates personalized meal plans, recipes and cooking instructions in seconds, based on each shopper’s household size, dietary preferences and budget. It automatically builds a shopping list using products currently in stock at their local Harps store, applies available digital savings and highlights store brands and private-label items. It also creates a personalized, reshoppable library of preferred meals for each customer.

“Harps has always focused on delivering the best possible experience for our customers and our communities,” Ganoung says. “SmartMeals allows us to combine that commitment with cutting-edge technology, giving our customers personalized meal inspiration while making it easier to shop our stores.”

The rollout is part of a broader technology initiative led by AWG to give independent grocers access to advanced digital tools.

SmartMeals includes a fully integrated retail media module, built by Breez AI, that creates high-intent CPG placement opportunities directly inside the shopping experience. When a shopper builds a meal plan, sponsored products can appear as featured ingredients or entire meals matched to their household profile — on a shopping list they are about to shop in-store or order online. For CPG brands, that is among the most targeted placements in grocery retail. For independent grocers, it is a revenue stream that has historically flowed only to the largest chains.

Coming soon, SmartMeals will also deliver personalized meal recommendations back to shoppers through their loyalty program after each trip, creating a second high-intent touchpoint for CPG brands at the moment shoppers are most ready to plan their next basket.

“Independent grocers are the backbone of communities across the country, and our mission at AWG is to ensure they have access to the innovative tools that larger retailers do,” says Shelly Moore, chief information officer of AWG. “SmartMeals helps level the playing field by giving retailers like Harps a powerful way to personalize the shopping experience, driving customer loyalty and basket size. It also opens a new chapter in how CPG brands can partner with independent grocers — placing their products inside a high-intent, personalized shopping experience rather than just relying on traditional promotions.”

“Shoppers are already using AI to decide what to cook,” Zlotnitsky says. “Harps is making sure that decision happens inside their brand, connected to their inventory and their loyalty program. Every week that plays out, Harps is capturing a greater share of the basket, building loyalty and generating retail media revenue that used to be out of reach for independent grocers. The retailers who move now will look back on this as the moment the game changed.”

The rollout will be structured as a phased deployment, beginning in the early summer with an initial group of 20 to 25 stores before expanding across the broader Harps network in subsequent months. The initiative will be led internally by Ganoung and Sarah Thacker, director of advertising and communications.

Death of the Center Store? Lessons From the Food Pyramid Flip

Mon, 23 Mar 2026 20:02:59 GMT

Editor’s note: This column is part of an ongoing series , The 30 Different Plants Per Week Challenge, Retail Edition.

For nearly a century, the American grocery store was built on a stable foundation of the center store, packed with refined grains, cereals and shelf-stable goods, which was the high-margin engine that subsidized the “risky” perishables on the edges.

But as of 2026, the federal government has shaken up the food pyramid. By placing fresh produce and whole proteins at the base and relegating processed grains to the “use sparingly” tip at the bottom of the inverted pyramid, it has potentially changed how Americans eat, along with the traditional retail economic model.

It is an economic earthquake with a $130 billion epicenter. According to the March 2026 Numerator “ Food Pyramid Flip ” report, the federal transition from a grain-based foundation to a produce-and-protein-heavy base carries a price tag of $1,012 per household per year. For a retail industry built on the thin margins of shelf-stable goods, this 32% increase in per-person monthly spending represents the largest reallocation of consumer capital in the modern era.

While the new pyramid mandates a diet where fresh produce and whole proteins occupy the largest share of the plate, middle-income households — the traditional engine of grocery volume — currently maintain the lowest share of perimeter spending. This creates a massive disconnect between federal policy and household liquidity.

Currently, the center store (packaged and refined goods) still commands 49% of total grocery sales, while the fresh perimeter sits at 42%. However, the report indicates that low-trust consumers — those least likely to follow government mandates — are actually leading the migration, already allocating 48% of their dollars to fresh categories.

Logistics of an Inverted Inventory

The old food pyramid allowed for a retail model predicated on slow logistics. Refined grains and ultraprocessed snacks provided a buffer of shelf stability that subsidized the volatility of the produce department. The new food pyramid removes that buffer.

Velocity shift: As fresh produce moves from a 12% basket share to a projected 28%, the inventory turn rate for the entire store must accelerate. The “Food Pyramid Flip” report highlights that whole-form vegetables and fruits are now the primary utility of the shopping trip, requiring a total recalibration of the cold chain to handle 2.5 times the previous volume.
“Real food” premium: The $1,012 annual cost increase identified by Numerator isn’t evenly distributed. The report finds that for the bottom 40% of earners, the cost of adhering to the new pyramid consumes an additional 4.5% of their total disposable income, making “freshness at scale” the most significant hurdle for retail expansion in 2026.

Retailer Insights: Mapping the Displaced Dollar

The Numerator findings suggest that the death of the center store is being driven by a combination of regulatory pressure and shifting consumer trust profiles.

Square footage reallocation: With 250,000 Supplemental Nutrition Assistance Program-authorized retailers now facing new mandates to double their stocking of healthy staples, the physical footprint of the store is changing. Retailers are moving away from the 50/50 split between dry and refrigerated space, with new store formats favoring a 65/35 perimeter-to-center ratio.
Private-label pivot: The Numerator report found that 22% of shoppers cite a lack of clear on-package guidance as a primary barrier to following the new pyramid. This has opened a massive door for “clean-label” private brands. Instead of generic snacks, top-performing retailers are launching private-label produce kits — pre-washed, pre-cut and explicitly labeled to meet the new nutrient-density standards. This allows them to capture the convenience-seeking shopper who is fleeing the center aisles but remains wary of the high cost and prep time of the fresh perimeter.
Trust factor: Interestingly, the 48% perimeter spend among low-trust households suggests that the move toward fresh produce is being viewed as a “self-reliance” or “clean-living” movement rather than a response to government nudging. This segment of the market is less responsive to traditional health claims and more focused on transparency and whole-form integrity.

Economic Reality of 2026

The “Food Pyramid Flip” has created a vacuum. As refined grains and sugars drop to less than 10% of the recommended basket, the $130 billion previously spent in those aisles is looking for a home. The Numerator data makes one thing clear: Money is flowing directly into the refrigerated racks. The challenge for the industry isn’t just stocking more spinach; it is managing the transition from a shelf-stable economy to a fresh-velocity economy where the produce department is the new anchor of the American grocery store.

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Data Shows Potatoes Help Boost the Basket

Tue, 17 Mar 2026 22:33:18 GMT

Denver-based Potatoes USA has discovered new sales data that highlights the vital role fresh potatoes can play in the produce department, says Nick Bartelme, global retail development manager.

“Potatoes USA conducts research and consumer and sales data to unlock opportunities for retailers and shares merchandising and marketing best practices with retailers and potato growers,” he says.

The latest data indicates that in 2025, fresh potato volume increased approximately 1%, led by strong growth in yellow, petite, medley and purple varieties, Bartelme says.

Of the past seven years, 2025 was the best year for fresh potato pounds at retail, except for 2020 during the pandemic, he says. The 2025 fresh potato volume was more than 428 million pounds, topping 2019 levels.

“This shows that potatoes continue to grow in popularity and are an essential part of shoppers’ carts and plates,” Bartelme says.

Consumers who bought fresh potatoes in 2025 made about 11 trips per year, he says, an increase from just over 10.5 trips per year in 2023.

Smaller pack sizes (1-4 pounds), 8-pound packs and tray formats gained share, reflecting a rising demand for specialty varieties and convenient, consumer-ready packaging, Bartelme says.

“Fresh potatoes are a powerhouse in produce, not just because they are America’s favorite vegetable, but because they increase total store sales,” he says.

The average potato shopper’s basket is over $98 compared to a non-fresh-potato shopper’s basket of less than $50, says Bartelme, noting that fresh potatoes almost double the size in the basket.

There’s more: “For every $1 shoppers spend on fresh potatoes, they spend about an additional $25 on other items, showing that fresh potatoes are a foundational produce item on top of which shoppers build their baskets and meals,” he says.

Retailers may request a customized spreadsheet from Potatoes USA where they can input their own purchase frequency and volume numbers to understand how much incremental dollars and volume would mean to their own store operation, Bartelme says.

Potatoes USA also converts consumer and influencer content into resources for retailers to use within their own social media and digital networks to grow sales.

For example, in its biannual Basket Data analysis conducted by Circana, Potatoes USA identified the “Power of One Extra Purchase.”

One additional purchase per year by potato-buying households represents a potential $218 million in incremental sales — approximately 245 million pounds — for retailers, the data found.

“This helps retailers evaluate category growth opportunities within their own operations,” Bartelme says.

Potatoes USA also is developing a new digital resource center to streamline access to category insights and tools for retailers and industry stakeholders, he adds.

“Currently, we provide quarterly and annual retail sales reports, merchandising best practices, consumer path to purchase, basket data analysis, in-store shopper profiles and a retail registered dietitian guide,” Bartelme says.

Meijer Expands Regional Footprint With Supercenters Opening in Ohio and Indiana

Mon, 16 Mar 2026 21:11:27 GMT

Meijer plans to officially open its doors to two supercenters in Indiana and Ohio on May 6.

Both stores will feature a wide assortment of fresh produce and grocery staples, the retailer says, including bakery, meat, seafood and deli departments, a floral area, garden center, apparel and home goods sections. The supercenters will also include a full-service pharmacy with a drive-through option, a health and beauty care section, a pet department, electronics, toys and sporting goods. More details about the stores will be shared closer to the grand openings.

By adding these locations, the family-operated retailer says it will increase its store count to 59 in Ohio and 44 in Indiana, continuing a long-standing commitment to regional growth and community partnerships.

Aurora, Ohio

Meijer, a privately owned, family-operated retailer, plans to open its new 159,000-square-foot Bainbridge Township supercenter at 7300 Aurora Road in Aurora, Ohio, on the site of the former Geauga Lake amusement park.

“The feedback we’ve received from customers about the value and convenience we offer is consistently positive, and we are excited to bring that experience to our neighbors in Aurora and Bainbridge Township,” says Todd Anderson, vice president of the Ohio region for Meijer. “Being part of this historic redevelopment at Geauga Lake is an incredible honor, and we look forward to serving customers at this location soon.”

Ohio was the first state Meijer expanded into outside of Michigan. The retailer employs more than 14,000 team members statewide at stores and its distribution and manufacturing facilities in Tipp City.

Since its first store opened in Ohio, Meijer says it has been committed to supporting the causes, events and teams that matter most to Ohioans. In northeast Ohio, that includes fighting hunger alongside the Greater Cleveland Food Bank, supporting community treasures like Cleveland Metroparks and partnering with fan favorites like the Cleveland Browns, Cleveland Guardians and Ohio State University athletics.

Brownsburg, Ind.

Meijer plans to open a new 159,000-square-foot supercenter at 9202 E. 56th St. in Brownsburg, Ind. A Meijer Express gas station will open on April 8 adjacent to the store.

“We know value and convenience are key for our busy customers who are stretching their dollars, and our supercenters are a one-stop shop that delivers both every day,” says Jess Murray, vice president of the Indiana region for Meijer. “We are excited to join the Brownsburg community and look forward to opening our doors to customers later this spring.”

Meijer has been a part of Indiana communities since 1994. The retailer employs more than 13,000 team members statewide at stores and its distribution and manufacturing facilities in Middlebury.

Since its first store opened in the state, Meijer says it has been committed to supporting the causes, events and teams that matter most to Hoosiers. This includes fighting hunger with Gleaners Food Bank of Indiana, supporting community events produced by the 500 Festival and partnering with fan favorites like the Indianapolis Colts, Indiana University athletics, Notre Dame athletics and Purdue University athletics.

Melissa’s Produce Reveals New Vegetable Medley Corned Beef and Cabbage Kit for St. Patrick’s Day

Fri, 13 Mar 2026 18:06:33 GMT

For St. Patrick’s Day, Melissa’s Produce says it is debuting its new Vegetable Medley Corned Beef and Cabbage Kit, a convenient, ready-to-merchandise solution that helps retailers capture holiday meal occasions. The kit includes preportioned napa cabbage, Baby Dutch Yellow potatoes and carrots, making it easy for shoppers to prepare the traditional holiday dinner at home.

Designed for strong seasonal merchandising, the 36-ounce kit pairs with corned beef displays and provides retailers with an easy way to build a complete holiday meal solution in the produce department. Preselected vegetables and clear recipe directions simplify preparation for shoppers while helping drive incremental sales during one of the biggest cabbage promotions of the year, the company says.

Melissa’s Produce chose napa cabbage for the kit because of its tender texture and mild, slightly sweet flavor that complements savory corned beef. Napa cabbage also ranks among the most nutrient-dense vegetables in the Centers for Disease Control and Prevention’s Powerhouse Fruits and Vegetables study, providing natural sources of vitamin C, vitamin K and folate.

The Vegetable Medley Corned Beef and Cabbage Kit arrives ready for retail with preportioned vegetables and simple recipe instructions via a QR code, helping retailers create an attractive cross-merchandising opportunity with corned beef and other St. Patrick’s Day essentials.

Melissa’s Produce says it continues to develop convenient produce solutions that help retailers connect shoppers with seasonal meal occasions while showcasing the quality and variety of fresh vegetables.

Whole Foods Market to Open 6 New U.K. Stores

Thu, 12 Mar 2026 18:36:12 GMT

Whole Foods Market plans to open six new stores in the United Kingdom over the next few months. In March 2025, the natural and organic foods retailer opened its first U.K. location in more than a decade with its 21,000-square-foot store on King’s Road in London.

The newest locations will open across Angel, Liverpool Street, Notting Hill Gate, Wood Wharf (Canary Wharf), Monument and St. James neighborhoods, doubling Whole Foods Market’s U.K. store count to 12.

“We’re happy to be expanding Whole Foods Market’s physical store presence in the U.K., allowing us to reach more customers with our uncompromising quality standards and carefully curated selection of natural and organic products,” says Jason Buechel, vice president of Amazon’s Worldwide Grocery Stores and Whole Foods Market CEO. “Each new store represents an opportunity to bring responsibly sourced, high-quality food to more communities that share our values of nourishing people and the planet.”

The company says special features and products will include:

An array of certified organic and conventional produce.
Prepared foods options, including lunchtime salads, sandwiches and seasonal favorites, including Spanish-style free-range chicken, Teriyaki Salmon and Crackling Cauliflower.
Meat and seafood assortment featuring a variety of convenient grab-and-go offerings, including steaks, marinated and seasoned options for quick meals at home and packaged smoked items. All meat items are animal-welfare certified and include organic options, and all seafood offerings are either sustainable wild-caught or responsibly sarmed.
Bakery department offering fresh bread daily as well as everyday favorites, such as Whole Foods Market’s viennoiserie and brown butter cookies. The department also carries a wide variety of special diet items, including gluten- and dairy-free brownies, doughnuts and cookies.
Wellness and beauty department with a large assortment of supplements, skin care, hair care and more.
Specialty department dedicated to celebrating cheesemakers and artisan producers, featuring cheeses and charcuterie perfect for entertaining as well as local and premium range of beers, wines and spirits, including ready-to-drink options.
New and exclusive products.

“We are thrilled to bring Whole Foods Market to more neighborhoods in London,” says Jade Hoai, executive leader of operations for Whole Foods Market U.K. “We look forward to opening our doors to these wonderful communities and to providing great customer service and an excellent product assortment that meets our high quality standards.”

To celebrate the store openings, Whole Foods Market says it is making monetary donations to community nonprofit organizations, including FoodCycle, All Saints Food Bank, Independent Food Aid Network and Family Action Food Clubs.

Additionally, at the openings in Angel and Wood Wharf, Whole Foods Market plans to provide a food donation to The Felix Project, which makes regular surplus food pickups from local Whole Foods Market stores to help prevent food waste and serve the surrounding community. The nonprofit previously received a refrigerated van through Whole Foods Market’s Nourishing Our Neighborhoods program, which aims to enhance the ability of local food rescue organizations to transport surplus food to areas facing the greatest need.

The new locations also represent the international expansion of Whole Foods Market’s Daily Shop format, which launched in New York City in 2024. The Daily Shop store design maximizes the number of high-quality offerings available in locations under 14,000 square feet, according to the company. These six new locations will vary in size from roughly 3,300 and 10,000 square feet. The company says all stores will provide Whole Foods Market’s signature selection of fresh, high-quality products with a wide selection of organic products across its grocery, meat, seafood, cheese and prepared foods departments.

Pattison Food Group Sees Organic Fair Trade Bananas Shift From Price to Purpose

Tue, 10 Mar 2026 23:50:24 GMT

Bananas have always been considered a loss leader at retail. However, Justin McGregor, general manager of produce and bulk with Pattison Food Group, says a recent partnership with Equifruit to bring organic fair trade bananas to its banners is driving a shift in strategy.

Bananas, he says, are always popular at retail.

“It’s historically always done really well,” he says. “It’s an easy fruit for people to consume. It’s got a peel and you can take it wherever you go. It’s easy to peel and eat and consume. … There’s all sorts of snacking products being introduced that are trying to combat that and get in that space, but the banana has remained resilient.”

Beyond the fruit’s natural resilience, McGregor says driving sales first starts with execution with Pattison Food Group’s ripening teams, which carries onto its stores, including banners Save-On-Foods, PriceSmart Foods, Urban Fare, Buy-Low Foods, Quality Foods and Nesters Market.

“We have a program where we want to have the green tip fruit that are going to last a few days at the customer’s house, right through to ready-to-eat yellow, more ripe bananas displayed for our customers,” he says. “The most important thing, obviously, is what the store teams do and how that is executed at retail. It’s absolutely critical.”

Frictionless Education

McGregor says that while it’s easy to think that consumers wouldn’t pay more for produce, they do, heartily, if there’s a good story behind it. Yes, quality sells, but he says consumers have responded well every time Pattison Food Group has leaned into the storytelling behind the produce.

“It’s one thing to put it out there on the shelf,” he says. “It’s another to have content at the shelf signage or some way to share what differentiates that product. And we see when we do that … we always see the benefit.”

McGregor says digital elements such as QR codes also help consumers learn more about where their produce comes from. Recognizing that time is a premium for modern shoppers, McGregor says Pattison Food Group tries to make the educational experience as frictionless as possible.

“The message we want our customers to receive has to be done in a simple way, where it’s not overwhelming for them,” he says. “We try to keep the content and the message really clean, really clear, very concise, so they can understand what we’re trying to tell them. I still think there’s that component we have to consider that consumers don’t have a lot of time on their hands, but whatever we do or whatever sharing with them while they’re interested in it, it’s got to be done in a way that’s efficient for them.”

McGregor says he’s found consumers have been engaging with the content available at the display and on social media channels, which points to consumers’ hunger for more information.

“It just goes to show they want more content from retailers,” he says. “We’re really, really leaning into that any way we can, whether it’s at shelf or online or any other owned assets. We do a lot of work on our social channels and online and things like that to highlight some unique things about our products.”

McGregor says consumers also seek transparency and supply chain accountability.

“Obviously, there’s a growing alignment between our customers’ values and how they spend their money and what they purchase inside our stores,” he says. “That’s becoming more evident than ever, especially inside traditional retailers like us.”

McGregor says Pattison Food Group focuses on “frictionless education” to provide time-strapped consumers with transparent supply chain information directly at the point of purchase, such as this display at a Save on Foods store in Camarose, Alberta.

(Photo courtesy of Pattison Food Group)

From Price to Purpose

McGregor says that while fair trade organic bananas retail at a higher price, consumers have responded well to the message behind the produce, especially with strong displays.

“It’s a little bit more [of an] expensive shelf for consumers were with fair trade, but they’re telling us that it doesn’t matter,” he says. “Understanding the story behind it means a lot more to them, and they’re willing to pay a little bit more for that … When the displays are executed well with strong storytelling, it’s clear that consumers are engaging in that are willing to try something new, or what we’re seeing already is likely to continue purchasing.”

McGregor says this fits with a growing trend of consumers seeking to understand more about where the food they purchase comes from.

“Just in the short time since we’ve launched the fair trade banana program with Equifruit on the organic side, we’ve already seen big increases, and it’s driven mainly from the amount of signage we’ve displayed and the POS material that we work with the vendor on.”

McGregor notes that the success Pattison Food Group has seen with Equifruit fair trade organic bananas is due to Equifruit’s unique value proposition.

“We’re starting to see the consumer shift from price to purpose,” he says. “They’re happy to pay a little bit more to purchase a product they could feel good about knowing that it’s focused on worker welfare and things like that. I think you’re going to continue to see more retailers get behind programs like this as a way to highlight more value to the consumer just beyond cost per pound.”

He says shoppers are already responding to Equifruit’s community involvement, which makes them feel good about the bananas they’re purchasing.

“If we can continue to highlight things like ethical sourcing with items like bananas and how Equifruit is focused on community investment, customers feel good about knowing that their dollar goes somewhere that they could feel good about,” he says.

The Future of the Category

Despite a tight banana market in Canada and retail prices shifting, McGregor says he hasn’t seen a noticeable shift in purchasing trends.

“If you look at fair trade, that’s where some of the biggest price differences have been for us, and they’re still buying more than ever,” he says. “We seem to have traded up some consumers who would have bought conventional and are now paying more for fair trade products.”

McGregor says he doesn’t see any sign of consumers shifting from price to purpose ending any time soon.

“I think we’re starting to see a shift there in the banana category, and how it’s going to start changing over time here. … It’s really interesting to see that shift and now we’re trading people up to fair trade,” he says.

Grocery Outlet Unveils 36 Store Closures Amid Q4 Loss

Tue, 10 Mar 2026 18:13:12 GMT

Grocery Outlet Holding Corp. says it is pivoting to a sweeping business-optimization plan that includes shuttering dozens of underperforming locations as the discount retailer grapples with a significant fourth-quarter net loss and shifting consumer behavior.

For the fourth quarter of fiscal 2025, the company reported a net loss of $218.2 million, or $2.22 per diluted share. This stands in stark contrast to the $2.3 million profit reported during the same period last year. The decline was driven primarily by $259.2 million in noncash impairment charges related to goodwill and long-lived assets, according to the company.

Strategic Shift and Store Closures

In response to the disappointing results, Grocery Outlet’s board of directors approved an optimization plan March 2 that outlines the closure of 36 underperforming stores and the termination of a distribution center lease. These closures are expected to be completed throughout fiscal 2026 as the company seeks to improve its returns on capital and strengthen its long-term cash flow.

“We made progress on our strategic priorities in 2025; however, our fourth-quarter results made clear that we have more work to do, and we’re moving quickly,” says Jason Potter, president and CEO of Grocery Outlet. “Consumer pressure intensified, federally funded benefits were delayed and competition grew more promotional in the fourth quarter. In response, we have begun to sharpen our focus on what matters most: delivering clearer value and a better in-store experience.

“We’re intensely focused on restoring the opportunistic mix to rebuild value perception with the customer and advancing our store refresh program, and we’re already seeing early, measurable improvements,” Potter adds. “At the same time, we’re closing underperforming stores, reshaping our new store growth strategy and reallocating resources to strengthen operating results and returns on capital. We are confident that we have identified the core challenges and now have the right plans in place and the right team to execute them.”

Despite the net loss, the company says it saw a 10.7% increase in net sales for the quarter, reaching $1.22 billion. However, much of that growth was attributed to an extra week in the fiscal calendar (the 53rd week), which contributed $82.4 million. On a 13-week basis, comparable store sales actually dipped by 0.8%.

The company noted that its core customer base was hit hard by delays in federally funded assistance programs, such as the Supplemental Nutrition Assistance Program, or SNAP, which weighed on transaction sizes during the quarter.

For the full fiscal year 2025:

Net sales — Rose 7.3% to $4.69 billion.
Net loss — $224.9 million, compared to a net income of $39.5 million in 2024.
Adjusted EBITDA — Increased 7.4% to $254.3 million.

To regain momentum, Potter says the company is “intensely focused on restoring the opportunistic mix” of products — the high-discount, brand-name “treasure-hunt” items that define the Grocery Outlet brand. The company is also moving forward with a store refresh program to improve the in-store experience.

2026 Outlook

Grocery Outlet issued conservative guidance for fiscal 2026. The company expects net sales between $4.6 billion and $4.72 billion, with comparable store sales ranging from minus 2% to flat.

Despite the planned closures, the company says it still intends to open 30 to 33 new stores in 2026, signaling a shift toward a more disciplined growth strategy that prioritizes high-performing locations over sheer volume.

The restructuring is expected to incur between $14 million and $25 million in additional costs throughout the coming year, but management remains confident that these rightsizing measures will stabilize the business and restore profitability, the company says.

Value-Added Innovations Help Shoppers Seek Convenience Without Compromising Quality

Mon, 09 Mar 2026 17:34:24 GMT

In the modern grocery landscape, the boundary between the produce department and a professional kitchen may be blurring. The focus has shifted from simple commodities to sophisticated, value-added solutions that prioritize both global flavors and kitchen-ready convenience.

Today’s shoppers are no longer just looking for a head of lettuce; they are seeking complete meal solutions that balance health, bold exploration and immediate ease of use.

Responding to this shift, industry leaders are rolling out a new generation of produce that treats flavor as a primary ingredient. Fresh Express is elevating the category this spring with chef-crafted chopped salad kits like Creamy Mushroom Caesar and Tropical Mango Crunch, designed to bring “unexpected umami depth” and bold textures to the dinner table. Similarly, Ark Foods is reshaping consumer perceptions by framing salads as a “want” rather than a dietary obligation, finding massive success with its Taco Truck Chopped Salad Kit, a product that pairs nostalgic street-food flavors with playful branding to invite trial from younger demographics.

However, the value-added revolution isn’t limited to salad kits alone. Lipman Family Farms is demonstrating how innovation spans the entire supply chain, offering a fresh-cut lineup that includes everything from hand-prepped fajita mixes to pico de gallo. By using state-of-the-art facilities to provide 100% usable yield, Lipman says it is effectively reducing knife and slicer use for consumers and foodservice operators alike.

Together, these releases represent a strategic road map for a produce category increasingly defined by its ability to save the consumer time without sacrificing the joy of a premium, flavor-driven meal.

New Era of Value-Added Produce

The fresh produce department is currently undergoing an evolution. What was once a section defined by bulk bins and raw commodities is rapidly transforming into a destination for culinary discovery and operational efficiency. This shift is being championed by three distinct yet complementary forces: the global flavor exploration of Fresh Express, the brand-led disruption of Ark Foods and the infrastructure-backed convenience of Lipman Family Farms.

Fresh Express: Global Flavors Meet the Salad Bowl

As consumers dine out less but demand the same complexity of flavor at home, Fresh Express is stepping into the gap with a spring 2026 lineup that leans heavily into flavor-forward profiles. Beginning March 16, the company will introduce four new chopped salad kits that it says move beyond standard dressings into the realm of “elevated culinary experiences.”

The focus on texture and bold profiles is a direct response to a market that values chef-crafted combinations over simple leafy greens. At a suggested retail price of $3.99, these kits position high-end culinary trends as an accessible, everyday luxury.

Fresh Express says the new flavors include:

Creamy Mushroom Caesar — A richer, more indulgent spin on Caesar, layering crisp romaine with shaved Parmesan cheese, garlic croutons and cracked black pepper, all coated in a savory, mushroom-forward Caesar dressing that adds unexpected umami depth.
Tropical Mango Crunch — A sweet-meets-savory flavor bomb with a vibrant tropical mango vinaigrette over romaine, red cabbage and carrots, finished with crunchy plantain chips and roasted cashews for bold texture in every bite.
Zesty Hawaiian Crunch — An island-inspired blend of leafy greens, cabbage, carrots, dried pineapple and buttery macadamia nuts, tossed in a sweet Hawaiian-style dressing with a subtle kick.
Italian Herb and Parmesan — A classic Italian flavor profile turned up a notch with focaccia croutons, shaved Parmesan cheese and a bold, herb-packed dressing over crispy iceberg, green leaf lettuce, red cabbage and carrots.

Ark Foods: Redefining the ‘Want’ in Healthy Eating

While Fresh Express focuses on the palate, Ark Foods is focusing on the psychology of the shopper. Under the leadership of founder and CEO Noah Robbins, the company says it is on a mission to make salads feel like a “want” rather than a chore.

Its cornerstone success, the Taco Truck Chopped Salad Kit, taps into the nostalgia and craveable nature of street food. Since its launch, the flavor has become one of Ark Foods’ fastest-adopted salad kits, demonstrating strong early velocity and repeat purchase within its first year on shelf. The SKU has resonated particularly with younger, flavor-forward shoppers while continuing to perform well with core natural-channel consumers, the company says. From a distribution standpoint, the product was developed with scale and shelf performance in mind, allowing Ark Foods to support strong early adoption across retail partners.

“At Ark Foods, our work is guided by a flavor-driven mindset: crafting a new generation of salad kits rooted in simple, clean ingredients, thoughtful combinations and inspiration from emerging, global flavor trends,” Robbins says.

Inspired by the nostalgic flavors of street food, the Taco Truck Chopped Salad Kit translates familiar taco-inspired elements into an everyday, accessible and high-quality format, the company says. Crunchy vegetables are paired with shredded cheese, chipotle dressing and corn chips to deliver a craveable, veggie-forward salad that prioritizes flavor and texture without compromising ingredient standards.

“In a category as established as salad kits, progress doesn’t come from adding more options; it comes from giving shoppers clearer reasons to choose,” says Eduardo Mestre, chief operating officer for Ark Foods. “The Taco Truck Chopped Salad Kit is a reflection of how we think about product development across our lineup and our commitment to sourcing integrity: familiar flavors people already love, brought to life through engaging branding and operational rigor.”

Branding has played a central role in the Taco Truck Chopped Salad Kit’s success. While a taco-truck-style flavor is not a traditional salad option, Ark Foods says it intentionally created and named this concept that feels playful and intuitive, allowing shoppers to quickly understand the flavor profile while standing out on the shelf. The name signals familiarity without being prescriptive, tapping into recognizable comfort-food cues while still leaving room for discovery, an approach the Ark Foods team designed to invite trial and make the product feel approachable rather than niche.

Lipman Family Farms: The Engine of Convenience

While salad kits dominate the consumer-facing side of the aisle, the backbone of the value-added movement lies in the supply chain. Lipman Family Farms is using the Southeast Produce Council’s upcoming Southern Exposure event to highlight how its 75-year tradition of vertical integration is now being channeled into fresh-cut innovation.

Lipman’s approach addresses the real labor and safety challenges faced by both retail merchandisers and foodservice operators.

“We’re excited about the possibilities that our fresh-cut products bring to our customers,” says Cheryl Hoefs, senior vice president of sales and marketing for Lipman Family Farms. “From our coast-to-coast consistency to packaging innovation, our fresh-cut line is a real showcase for the advanced capabilities we bring to the table.”

Lipman says its fresh-cut produce reduces knife and slicer use, ensures consistency and limits handling during prep, which lowers cross-contamination risk. Lipman does the work in temperature-controlled facilities with continuous monitoring and extensive sanitation and quality measures to ensure uniform product across locations and 100% usable yield per pound.

“We’re growers at heart, but our business extends far beyond farming,” Hoefs says. “With our vertically integrated business, nobody is better equipped to deliver in-season freshness at any time of the year. We’re excited for Southern Exposure to experience over 75 years of Lipman innovation.”

United Front for the Future

The common thread linking these three companies is a commitment to flavor without friction. Whether it is through a macadamia nut crunch in a Hawaiian salad, the street-food appeal of a taco kit or the operational ease of pre-sliced fajita veggies, the produce industry is proving that it can evolve alongside the modern consumer.

Why the Produce Aisle is Finally Embracing Sensory-Inclusive Packaging Designs

Thu, 05 Mar 2026 21:02:09 GMT

For many consumers, packaging is a persistent, if minor, adversary. Research shows the average person will spend roughly 43 days of their life struggling to open products, with 84% of shoppers reporting regular frustration. But for neurodivergent individuals and those with sensory sensitivities, these aren’t just “wrap rage” moments. They are significant barriers to independence.

As we mark Neurodiversity Celebration Week this March, the retail industry is shifting its perspective, moving from seeing packaging as a purely functional or aesthetic challenge to a vital sensory and accessibility issue. Leading this charge is retail insights agency PRS In Vivo . In April 2025, the agency unveiled its sensory room as part of its global retail labs — state-of-the-art simulated supermarket environments. By observing real-world interactions, their researchers have pinpointed how visual clutter and tactile friction specifically exclude the 15% of the global population living with disabilities.

Nowhere is this evolution more critical than in the fresh produce aisle. Patrick Young, managing director of PRS In Vivo, suggests the industry is finally moving toward a design philosophy where accessibility and aesthetic appeal coexist.

Patrick Young, managing director of PRS In Vivo, suggests that the industry is finally moving toward a design philosophy where accessibility and aesthetic appeal coexist.

(Photo courtesy of PRS In Vivo)

The Balance of Visibility and Accessibility

Young believes the first step is managing the tension between the shopper’s need to inspect fresh goods and the requirement for clear, accessible information.

“Fresh produce is one of the few remaining categories where shoppers still want visual reassurance,” Young says. “Our retail lab research consistently shows that being able to see color, texture and freshness is central to quality perception and trust. That creates an interesting tension when designing for accessibility. The balance lies in hierarchy and restraint. Inclusive design does not have to mean visually intrusive design. High-contrast typography can be placed in structured bands that frame, rather than obscure, the product window. Tactile elements such as embossed icons or corner markers can be positioned on structural areas of the pack rather than over the viewing panel.

“The key is to treat accessibility as an integrated design principle from the outset, not something layered on top at the end. When hierarchy is clear and messaging is simplified, both sighted and visually impaired shoppers benefit,” he says.

As the industry pivots toward eco-friendly materials, Young sees a golden opportunity to simultaneously solve long-standing issues with physical dexterity.

“On the question of sustainability and dexterity, there is a real opportunity for what I would call a ‘dexterity dividend.’ Many traditional plastic packs were optimized for cost and shelf life rather than ease of use. As retailers transition to pulp, paper-based hybrids and more flexible mono-material solutions, there is a chance to rethink opening mechanisms entirely,” Young says.

Wider grip tabs, perforations that require less force, resealable paper strips and softer structural forms can all improve usability for seniors or shoppers with arthritis, he says.

“Sustainable design should not only reduce environmental impact but also reduce friction at home. If a pack is easier to open, easier to reseal and easier to recycle, it increases satisfaction across demographics,” Young says.

The Digital Layer

While technology offers new ways to provide information, Young warns smart packaging can inadvertently create cognitive barriers for neurodivergent consumers if not implemented with restraint.

“The digital layer adds further complexity. QR codes and smart packaging offer meaningful inclusion benefits, particularly through audio descriptions or expanded sourcing information. However, our sensory room research suggests there is absolutely a tipping point. When packaging becomes crowded with claims, icons and tech prompts, cognitive load increases, especially for neurodivergent shoppers,” Young says.

The solution, he says, is progressive disclosure.

“Keep the physical pack calm and legible, then allow deeper information to live behind a single, clearly signposted access point. One code, one message, one call to action. Digital should feel like an optional layer, not an obligation,” Young says.

A Long-Overdue Rethink

Ultimately, Young argues tthe produce aisle should lead the way in creating a more intuitive, less stressful shopping environment.

“More broadly, the produce aisle is overdue a rethink,” Young says. “It is often the most natural category in the store, yet its packaging can feel the least considered. If brands and retailers treat transparency, accessibility and sustainability as complementary rather than competing goals, they can create packaging that builds trust, reduces frustration and enhances the overall sensory experience. In fresh produce, simplicity is not a compromise. It is a competitive advantage.”

The findings from the PRS In Vivo sensory room suggest inclusive design is no longer a niche CSR initiative; it is a fundamental driver of shopper confidence. When brands reduce cognitive load and physical friction, they don’t just help the one-in-seven people with disabilities, they create a “curb-cut effect” where the shopping experience becomes more seamless for everyone. In a crowded marketplace, the brands that win will be those that realize the best packaging doesn’t just protect the product, it respects the consumer’s time, senses and abilities.

Your Next Read: Retail Research: Inside the Mind of the Produce Shopper

Generational Shifts Challenge Traditional Produce Marketing

Wed, 04 Mar 2026 21:30:02 GMT

Shoppers, especially those on GLP-1 medications, say they want to eat more fruits and vegetables, but data shows produce has to work harder to turn that intention into real growth.

As retailers and suppliers look toward the rest of 2026, the message from a recent webinar hosted by the International Fresh Produce Association and Circana was clear: Consumers are still buying produce, but the “why” behind those purchases is shifting in meaningful ways.

Performance Holds Steady in a Tighter Food Economy

Jonna Parker, principal of Circana, opened the webinar with a reminder that food retail overall remains resilient; amid weather disruptions and ongoing affordability pressures, total food and beverage sales have held up. Produce, she notes, “is still holding strong with its place as an important, vital part of total U.S. edible sales.”

Over the latest 52 weeks, retail produce dollar sales grew 2.3%, slightly below total food and beverage growth of 2.9%. Volume, however, tells a stronger story. Produce pounds sold increased 1.9%.

“Produce had the most pound increase or volume increase of any other department,” Parker says, calling it one of the first times in recent years she could make that claim.

At the same time, pricing has moderated. Average price per volume in produce rose just 0.5%, far below many center-store categories. Parker describes value as one of produce’s superpowers, especially compared to ultra-processed foods and protein products that have seen steeper price inflation.

Yet headwinds remain. Traditional supermarkets continue to lose share to mass, club and e-commerce channels. Online sales account for only 9% of produce dollars, but they drove 60% of incremental dollar growth in the category last year. Parker says consumers “don’t want friction. They want what they want, when they want it.”

Fewer Calories, More Intention

One of the most significant macro shifts affecting produce is a decline in overall calorie consumption. For the first time in decades of tracking, Circana saw a drop in per capita calorie intake in 2025.

“When there’s less per capita calories, it means it’s a bigger fight than ever to get folks to buy what we want them to buy as food marketers,” Parker says.

Consumers are not just eating less; they are eating more intentionally. Health, affordability and lifestyle fit are being weighed together in each decision.

“This year of affordability has made every decision by a consumer be … in context,” she says.

Shoppers are thinking about trade-offs across the basket, not just within categories. That intentionality is especially visible in the rise of GLP-1 medications.

Circana’s latest research shows that 15% of U.S. households now have at least one member taking a GLP-1 medication.

(Image courtesy of Circana)

GLP-1 Users: Aspiration vs. Reality in Produce

Circana’s latest research shows that 15% of U.S. households now have at least one member taking a GLP-1 medication. Weight loss is the primary driver, up 41 percentage points since 2021, as the stated reason for use. Most users are on the medication for six to 12 months, though shorter-term use may increase as access expands and prices fall.

The top-line insight for produce is nuanced.

“Ultimately, when recently on the drug, they do seek more fruits and more vegetables, right along with more protein,” Parker says. “Literally, they aspire to eat more. The majority of people on the drugs aspire to eat more fruits and veggies, and they expect to eat less of sugar, carbohydrates and sodium.”

But aspiration has not yet translated into stronger produce performance.

GLP-1 households account for 16% of total food and beverage dollar sales, yet only 14% of produce dollars. Despite growth in usage, produce has not gained incremental share from these shoppers.

“In almost every major category, the quantity of units in that category being bought by GLP-1 households is less than the quantity bought by non-users,” Parker says. “By no means are we seeing people suddenly buy more of any of these fruits and vegetables than those who are not on GLP-1 drugs.”

That gap between intent and purchase represents an opportunity. Center-store brands are leaning into explicit GLP-1-friendly messaging, protein callouts and functional claims. Produce, by contrast, has largely relied on assumed health halos.

“If you think that the health romance that’s happening right now in America is naturally going to drive fruit and veg, it ain’t happening,” Parker says.

Baby boomers remain the backbone of produce spending and are already committed to healthy eating.

(Image courtesy of Circana)

Generational View: Same Health Goal, Different Motivations

Health may be universal, but how it resonates differs sharply by generation.

Across markets, IFPA’s global research shows health is consistently a top-three purchase driver for produce. In Brazil, 85% of consumers cite health as a motivator; in China, 75%; and in the U.S. and Germany, 64%.

Yet health alone rarely closes the sale. In the U.S., affordability leads at 76%. In Germany and South Korea, trustworthiness tops the list. In the United Kingdom, quality leads.

Rachel Blake, manager of global insights for IFPA, summarizes the conversion formula: “You need to lead your messaging with health. It gets attention, but close with whatever your market’s conversion lever is: trust, quality or value.”

Generationally, the contrast is just as pronounced.

Baby boomers remain the backbone of produce spending and are already committed to healthy eating. In the U.S., 52% of baby boomers report concern about daily healthy eating. In Germany, 75% consume fresh fruit regularly. They respond to fundamentals such as nutrients and longevity.

Gen Z and millennials, however, approach health through a lifestyle lens. Their goals center on functionality, feeling better and looking better. Social media is their primary source of inspiration. Nearly half of Gen Z, millennials and Gen X consumers cite social platforms as dominant sources for everyday cooking ideas.

“They won’t just naturally find us,” Parker says.

Younger shoppers spend less time in store and more time discovering foods online. Trend exposure in beverages or snacks often precedes fresh purchases. Mango, for example, has benefited from earlier adoption in drinks and dried fruit before accelerating in fresh.

When asked what would motivate them to try more fruits and vegetables, younger consumers overindexed on seeing new flavors, pairing ideas and recommendations from trusted advisers or influencers.

The assumption that younger generations will eventually shop like Gen X and baby boomers is misguided.

“If you’re waiting for that moment … it’s not coming,” Parker says.

Gen Z and millennials approach health through a lifestyle lens. Their goals center on functionality, feeling better and looking better.

(Image courtesy of Circana)

The Mandate: Be Intentional, Because Consumers Are

Consumers have adapted to inflation, to omnichannel shopping and now to appetite-suppressing medications. They are more intentional about how they spend calories and dollars.

Produce remains uniquely positioned as the department people aspire to eat more of, yet aspiration alone is not enough.

The data suggests three imperatives:

Reinforce value clearly and consistently.
Translate health into functional, lifestyle-relevant messaging, especially for younger shoppers.
Speak directly to emerging segments such as GLP-1 users rather than assuming the halo will carry the category.

As Parker puts it, success hinges on “understanding what truly drives choice across the infinite number of options that consumers have.”

In a lower-calorie, higher-intent food economy, produce still has the credentials. The challenge is making sure those credentials are visible, relevant and actionable for every generation.

Strategic Shelf Placement: A No-Tech Key to Less Produce Waste

Mon, 02 Mar 2026 21:01:21 GMT

For produce managers staring down the barrel of daily shrink, the solution to better margins might not be a shiny new artificial intelligence platform or a shift in consumer behavior. According to a new study in the journal Management Science, published by the Institute for Operations Research and the Management Sciences, or INFORMS, the secret lies in two variables already under a retailer’s thumb: shelf placement and discount timing.

The research, “Displaying and Discounting Perishables: Impact on Retail Profits and Waste,” suggests that by optimizing how items are displayed and when they are marked down, grocery retailers can slash food waste by an average of 21.24% while simultaneously boosting profits by 6.01%.

The new study takes a close look at perishables with declining quality over time, such as fresh produce, dairy and meat. Using advanced analytical modeling and thousands of simulated retail scenarios, the researchers examined how three factors interact: product display, discount timing and discount depth.

Complexity of the Produce Department

The findings arrive at a critical time for the industry, as retailers face increasing pressure to balance sustainability with a tightening bottom line.

“Fresh produce and other perishables are among the toughest categories for grocers to manage because quality declines every day,” says Zumbul Atan, co-author of the study. “Our research shows that retailers don’t have to invest in new technology or wait for consumers to change their behavior; simple changes to where items sit on the shelf and when discounts are offered can reduce food waste by more than 20% while still boosting profits.”

Power of the ‘First Touch’

The study used advanced analytical modeling to simulate thousands of retail scenarios, testing how product display, discount timing and discount depth interact to move inventory. The researchers found that “first-touch” visibility — making older, soon-to-expire items the easiest for a shopper to grab — is a major driver of sell-through.

“When older products are made easier to reach and paired with appropriately timed discounts, customers are much more likely to buy them before they spoil,” says Dorothee Honhon, a co-author of the study. “This isn’t about fancy technology or gimmicks. It’s about using placement and pricing together to move inventory more efficiently and cut down on unsold waste.”

Win-Win for the Bottom Line

The research challenges a traditional freshness-at-all-costs mantra, which often assumes that hiding older stock is the only way to protect a brand. Instead, the data suggests that a more transparent, strategic approach to the shelf can satisfy both the chief financial officer and the sustainability officer.

“What makes these results exciting for produce departments is that profit and sustainability goals don’t have to be in conflict,” says Amy Pan, another of the study’s co-authors. “By redesigning shelf strategies with consumer purchasing behavior and product characteristics in mind, stores can reduce spoilage and disposal costs while giving customers better prices and helping the environment.”

Scalable Solutions for Every Store Size

Perhaps most surprising is what the research says about “everyday low price” retailers, such as Walmart, that avoid discounting altogether. Even without changing prices, simply adjusting how products are displayed can reduce waste and improve profitability when customer traffic is unpredictable, which is the reality for most stores.

“One of the big surprises from our research is how much impact small operational decisions — things retailers already control — can have on both waste and revenue,” Pan says. “Whether you’re a small independent or a large chain, adjusting your shelf and discount strategy can deliver measurable gains in terms of profit and waste reduction.”

Why Produce Is the Perfect Partner for the High-Protein Revolution

Mon, 02 Mar 2026 07:52:08 GMT

ORLANDO, Fla. — A central theme of this year’s “Power of Produce” presentation at the Southeast Produce Council’s Southern Exposure is the tension between consumer perception and food costs.

The presentation, which was part data, part conversation, began with 210 Analytics President Anne-Marie Roerink highlighting the trends in data and Rick Stein, vice president of fresh for the Food Industry Association, leading an in-depth discussion with Shanan Cox, senior director of produce for Sam’s Club; Andy Hamilton, CEO of Markon Cooperative; and Chris Keetch, director of produce and floral for The Giant Co.

Roerink delved into the tension by showing how the price of food and beverage items has increased more than 40% since 2019 and consumers are now shifting dollars from foodservice to retail.

“In the produce department, we’re up in dollars, up in units, up in volume,” she says. “That is a really, really good accomplishment, really only outdone by the meat department, and that is because Gen Z and millennials at the moment are moving into that meat department very aggressively.”

Grocery trips are also up, she says, noting that 93% of consumers have made changes in the way they shop for groceries. However, Roerink points out a cautionary trend: While produce trip frequency has grown 2.7% (with consumers buying one or two times a week), it is lagging behind the total store’s growth of more than 5%.

“What consumers are doing is to really try to buy as little as they need, buy exactly what they need, skip non-essentials, and that has led to buying fewer units per trip,” she says. “They are looking to make sure that every dollar they buy is a dollar they consume. So, they’re buying fresh even differently from the rest of the store.”

Hamilton says he’s seen the impact on consumer spending in foodservice, though the end of 2025 was much stronger for foodservice.

“With foodservice ... it’s highly correlated to how the economy is going in general, because going out to eat at a restaurant is the most disposable or discretionary thing almost that you can do out of a household’s budget,” he says. “If you’re feeling good about your job, feeling good about your economic situation, you know, that is perfect for foodservice.”

Fighting Friction With Everyday Value and Kitchen Education

Roerink says consumers have also shifted purchasing to more everyday value stores, including supercenters and club stores as well as online retail, which is driven by younger consumers.

Roerink says price, freshness and taste help determine what consumers purchase, and the more pressure on income, the higher the importance of price. But she says there’s an opportunity to drive home freshness and taste as well as convenience.

“The last thing consumers want in the current environment is to buy something that then is either going to waste before they consume it or didn’t taste great,” Roerink says. “The more we can focus on that in retail and foodservice as well, the better off we are in terms of dollars.”

Keetch says that creating everyday value is a key part of how retailers can capitalize on shoppers’ more frequent trips but smaller basket sizes.

“It’s really a balance of how we handle promotions and our everyday low prices at the base and create value for our customers every single day,” he says. “Working around the seasons, working with our supplier partners to create that value proposition from top to bottom.”

Closing the Prep Gap to Boost Vegetable Volume

Roerink notes that she and Stein dissected the growing divide between dollars spent on fruit versus vegetables at SEPC’s Southern Innovations, which is also a generational divide.

“Boomers were always more engaged with vegetables, but millennials and Gen Z are highly focused on fruit,” she says.

Roerink says the top 10 items that grew in sales from 2024 to 2025 were fruit. While consumers tend to eat more fruit for breakfast and snacking, these are opportunities for vegetables to make inroads, she adds.

Cox says it’s important for retailers to tailor strategies for each segment of the produce category, as fruit is often about immediacy. She says consumers often choose fruit for its convenience and taste, while vegetables often require preplanning to be properly used in a meal.

“With fruit, we’re looking at consistency and taste as the strategy,” she says. “Whereas with vegetables, you’re looking at how do we remove friction? How do we make it easier? I think retail and club models that really look at it from that standpoint and tailor strategy specifically to each segment will win when we look at growth in the future.”

Keetch noted that, unlike frozen or value-added options, fresh bulk vegetables such as broccoli lack cooking directions, which can create a barrier to purchase.

“The newer generations are scared of buying bulk fresh,” he says. “They’re grabbing a bag that has the directions on the back. [Fresh] broccoli doesn’t have those directions, but in frozen they do. In the salads, they do. So, how do we bridge that gap and teach our customers how to cook at home?”

Digital Influence and the Rise of Social Media Trends

It’s no secret that social media and digital media are playing a greater role in meal planning. Younger generations flock to YouTube, recipe websites and more. While boomers might make more consistent, routine purchases, Gen Z and millennials make more whimsical purchases. Roerink says this is due to the influence of Instagram, TikTok and YouTube.

She says 46% of Gen Z shoppers discovered new recipe ideas through social media, versus only 7% of boomers. She points to the rise in cucumber sales and dragon fruit, driven by social media. Dragon fruit is the No. 3 item that made gains in trip frequency.

Consumers have flocked to social media for just about everything, she says, including snacking ideas, meal planning, recipes, produce on a budget, storage and more. Roerink says this is an opportunity for retail to use activations to capitalize on social media trends or point to new flavors or textures. She adds this is where eye-catching displays, freshness and seasonality can help drive consumers to make those impulse purchases.

“The more we can intrigue somebody with trying something new, the better,” she says.

Winning the High Protein and Fiber Partnership

Roerink says that while Gen Z and millennials have really put an emphasis on protein, it’s a good opportunity for fresh produce to lean into fiber as a complementary item for protein.

She says 58% of consumers say a top priority of their shopping budget is meat and poultry, followed by vegetables and carbs.

“This is a big clue for us to say, ‘Can we further align with that department to make sure that the two are always purchased hand in hand?’” she says.

Roerink highlights beef bucking the trend of cost as beef prices continue to go up, pointing to ground beef being the No. 1 growth item in retail.

“That to me is probably one of the best lessons for us as a produce industry,” she says. “Beef was always in the bull’s-eye as too bad for the environment. Is it good for my health? Because of turning that conversation around to protein, beef has gone from villain to vital, and with it, the dollars are moving.”

Roerink says tacos, burgers and more dishes using ground beef are fantastic opportunities to bring produce into the conversation.

“The more we can tie into what people still consider the center of plate, I think the better we are,” she says.

Health, though, is a big driver for fresh produce consumption, Roerink says, and the industry needs to continue to highlight the benefits of produce consumption.

“The more we can align produce and specific nutritional benefits with consumption, the more it is prioritized,” she says.

Health Narrative Shift

Roerink told The Packer that for years, shoppers attributed healthful eating to almost exclusively mean fruits and vegetables. Today, that definition has undergone a fundamental shift.

“Now, at least half of consumers bring up protein,” Roerink says. “Sometimes they bring it up in addition to their first fruit and vegetable reaction, but protein has become so important. We don’t have many fruits or vegetables that contain protein or contain levels to where we’re allowed to call that out, according to the USDA, but I would argue that fiber is important and protein in addition to fiber is important.”

This shift is why Roerink thinks the produce industry must stop viewing itself as a separate category and start acting like a strategic partner to the meat department.

“The whole idea of constantly aligning ourselves with beef, chicken, pork and what have you is so important,” she says. “And that’s really where the recipes come in, cross-merchandising comes in, and I would say the snacking occasions as well.”

AWG Partners with Relex to Boost Freshness and Supply Chain Efficiency for 3,500 Stores

Thu, 26 Feb 2026 21:39:28 GMT

Associated Wholesale Grocers Inc. has selected Relex Solutions to optimize distribution center forecasting and replenishment, including fresh optimization, across its network.

A cooperative food wholesaler to independently owned supermarkets, AWG plans to implement the Relex artificial intelligence-driven forecasting and replenishment solution to replace its legacy in-house proprietary systems and manual processes.

AWG says it works to balance freshness, availability and cost efficiency across diverse demand patterns, adding that Relex will deliver the scalability and automation needed to improve forecasting accuracy, reduce waste and directly enhance member store performance. By ensuring the right products are available at the right time, AWG says its members can provide a superior shopping experience, resulting in increased customer satisfaction and higher sales across both fresh and center store categories.

The unified platform is intended to improve visibility across the supply chain, enabling timely, data-driven decisions and closer collaboration with member stores and suppliers. AWG says these capabilities will help it adapt rapidly to business changes, lower costs and elevate member satisfaction within a more reliable and high-performing environment.

“As we continue to scale our operations, we needed a partner with deep expertise in both wholesale and fresh optimization around demand forecasting and replenishment,” says Tye Anthony, chief merchandising and marketing officer for AWG. “Relex’s unified and scalable platform provides AWG and our members with optimal in-stock positions and fresher products and a more responsive, data-driven supply chain. This partnership between AWG and Relex ultimately ensures that our members’ customers benefit from the highest quality products and a superior shopping experience.”

“We are proud to support AWG’s mission to provide independent grocers with the tools they need to compete favorably in all markets served,” says Doug Iverson, Relex Solutions’ senior vice president for North America. “Our collaboration helps AWG drive freshness and availability at the lowest possible cost, empowering their independent members with the right products in the right place at the right time.”

AWG serves 1,100 member companies and 3,500 locations across 33 states from nine wholesale division support centers. The company says it plays a critical role in supporting the success and competitiveness of independent grocers throughout the U.S.

Giant Co. to Expand in Pennsylvania With Acquisition of Local Grocers

Tue, 24 Feb 2026 19:53:47 GMT

The Giant Co., also known as Giant or Martin’s, says it has entered into a purchase agreement with Bob and Joe Appleby to acquire Everett Foodliner and Saxton Market, two grocery stores located in Bedford County, Pa. The transaction includes both the real estate and related grocery and fuel business assets. Financial terms of the transaction were not disclosed.

“Giant’s story began more than 100 years ago when two brothers opened our very first store in Carlisle, Pa.,” says John Ruane, president of The Giant Co. “We are honored that the Appleby family has placed their trust in us and chosen us to continue their legacy of serving families in Everett and Saxton.”

The Everett Foodliner is at 250 W. Main St. in Everett, Pa., and the Saxton Market is at 509 Main St. in Saxton, Pa.

“While it was a difficult decision to make, we are pleased by the care Giant has shown for our business, employees and customers,” Bob and Joe Appleby say jointly. “We know our family business is in good hands with Giant, and we can’t wait to celebrate with them when the stores reopen later this year.”

Upon completion of the sale, Giant plans to temporarily close both stores for a remodel. Additional details on amenities, hours and opening dates will be shared at a later date. Employees of Everett Foodliner and Saxton Market will have the opportunity to interview for positions with Giant, the company says.

“Expanding in existing markets is a key element of Giant’s strategic growth plan,” Ruane says. “We look forward to working closely with Bob and Joe on the transition, welcoming our new team members and delivering value, freshness and kindness to our new customers.”

The Giant Co. currently operates four Martin’s stores in the Altoona-Johnstown market, employing nearly 600 team members.

Sonoma Roots to the CEO Suite: Jim Perkins on Why Produce is the ‘Heartbeat’ of Save Mart's Future

Tue, 24 Feb 2026 19:52:51 GMT

Few leaders understand the anatomy of a grocery store as intimately as Jim Perkins. A Sonoma native who grew up amid the rhythmic cycles of California’s harvest, Perkins has spent 40 years navigating the shifting tides of the American supermarket. Now, as he takes the helm as president and CEO of The Save Mart Cos. , he is bringing that extensive expertise back to the Central Valley — the very heart of the region that he says “feeds the world.”

Under his leadership, The Save Mart Cos. is doubling down on its identity as a Valley Proud institution. Whether he is discussing the eye appeal of a physical remodel or the meticulous training required for digital personal shoppers to pick the perfect strawberry, Perkins’ philosophy remains singular: If you win in produce, you win the customer.

In a Q&A with The Packer, Perkins shares his vision for 2026, the local crops that signal he’s finally back home, and why — even in a digital age — quality still starts in the dirt with growers.

The Packer: You’ve seen the grocery industry change immensely over 40 years, yet produce remains the crown jewel of the store. As you step into CEO role at The Save Mart Cos., what is one non-negotiable you have for your produce departments, and how does that standard shape the growth plans you have for the company in 2026?

Perkins: After all these years, quality starts with the growers and suppliers we work with — growers who know we do not cut corners when it comes to freshness. From there, our experienced teams check product at every step of the process and pride themselves on quality and in-stock throughout the day on the sales floor.

Our produce teams are trained to buy and sell the best-quality product, because nothing matters more than customers taking home fruits and vegetables they are excited to serve their families. We even guarantee it. If someone is not happy, we make it right. Simple as that.

When customers trust your produce, they trust your store. And that trust is what fuels growth. Produce really is the heart of the store, and when you get it right, everything else falls into place.

You mentioned that digital innovation is a key pillar of The Save Mart Cos.’ current transformation. Produce has historically been the final touch-and-feel hurdle for online grocery adoption. As The Save Mart Cos. expands its digital footprint, how are you ensuring that the quality and selection of fresh produce exceed convenience expectations?

Produce is the heartbeat of the store, and we know it is the part customers care about most, especially when they are trusting us to pick it for them.

That is why we train our online selectors to shop the same way they would for their own kitchen table, looking for the freshest strawberries, the crispest greens and the best bananas on every order picked. We also receive customer feedback every day, and if something is not right, we react quickly to make it right for shoppers.

At the end of the day, we want customers to feel just as good about clicking “add to cart” as they do picking it out themselves. Convenience is great, but it only works if the quality is there too.

As you look toward 2026 and the opening of new locations and remodels, what role does the physical produce department play in the store of the future?

Produce and floral are usually the first hello when customers walk through our doors, and first impressions matter. When you see bright colors, full displays and fresh product, it tells you right away that this is a store that cares about quality.

We like to say, “Eye appeal is buy appeal,” and produce gives us the perfect canvas to bring the store to life with beautiful fruits and vegetables that practically invite you in.

At the same time, we know families are busy. Fresh-cut items, grab-and-go produce and easy meal starters are becoming more important than ever. So we’re designing our departments to keep that market-fresh feel while making it faster and simpler for customers to get in, get what they need and get home to dinner.

You grew up in Sonoma and spent much of your career across the country before returning to lead a Valley Proud company in California’s agricultural heartland. Is there a local crop that truly signals you’re back home, and does it make it into your cart every week?

Growing up in Sonoma, it’s hard not to think about grapes. Harvest season was always something special; you could feel it in the air, and even now, great California grapes, like Fowler, Calif., grapes, still taste like home to me. They are in my cart every time they are in season.

And I will tell you, coming back to the Central Valley has me excited all over again about items like Van Groningen melons and Moonlight stone fruit. When peaches, plums and nectarines hit their stride out here, there is just nothing better. That is the kind of produce that reminds you why this region feeds the world.