Retail Industry

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.”

Your Next Read:

Natural Grocers and Rodale Institute Celebrate Earth Month With Annual Ladybug Love Campaign

Wed, 15 Apr 2026 20:16:51 GMT

To celebrate Earth Month, Natural Grocers is again teaming up with the Rodale Institute for its annual Ladybug Love campaign. Rooted in the company’s longstanding commitment to organic integrity, regenerative agriculture and environmental stewardship, the campaign encourages communities to protect beneficial insects while supporting regenerative organic agriculture.

This year’s Earth Month fundraising efforts will benefit the Rodale Institute’s farmer training, which includes highly immersive, full-time programs that prepare farmers for careers in regenerative organic crop and vegetable production by advancing organic practices and soil health.

“The Ladybug Love campaign highlights the essential role beneficial insects play in building healthy soil, resilient farms and a more sustainable food system,” says Raquel Isely, vice president of marketing for Natural Grocers. “Rodale Institute’s science-driven research and immersive farmer training programs are helping advance regenerative organic agriculture in meaningful, measurable ways. With the support of our customers, this campaign helps cultivate the next generation of organic farmers while reinforcing our shared responsibility to care for the land, protect biodiversity and nourish the planet.”

Customers can take or renew their Ladybug Love pledge online, committing to avoiding chemicals that harm ladybugs and other beneficial insects in their homes, yards and gardens while supporting 100% organic produce. Natural Grocers says it aims to raise $100,000 in April for Rodale Institute’s farmer training programs through the following in-store fundraising opportunities:

Natural Grocers will donate $1 (up to $25,000) to the Rodale Institute for every Ladybug Love pledge signed from April 1-30.
Customers can donate $1, $5 or $10 at the register to support the Rodale Institute’s farmer training programs from April 1-30.
For every Ladybug Zip Pouch sold from April 1-30, Natural Grocers will donate $2 to the Rodale Institute.
{N}power members who make or renew their pledge from April 1-15 will receive $5 off their purchase from April 22-24.
{N}power members will also receive a free limited-edition Earth Day-themed reusable bag and sticker with any purchase from April 22-24.

Through April 25, customers are invited to count the ladybugs hidden throughout the pages of Natural Grocers’ Good4u Health Hotline magazine (Vol. 105) for the chance to win a $500 Natural Grocers gift card.

Throughout April, Natural Grocers says it will continue to celebrate Earth Month by sharing regenerative living insights and resources related to food, homes, gardens and yards. The celebration is set to culminate with a three-day Earth Day event, April 22-24, featuring “Even More Affordable Earth Day” deals, giveaways and special offers for {N}power members.

Your Next Read:

A Seamless Transition: JJ Fleeman Moves from Ahold Delhaize to Lead Dollar General

Tue, 24 Mar 2026 20:04:15 GMT

In a significant move for the retail industry, Jerry W. “JJ” Fleeman Jr. is set to transition from his role as CEO of Ahold Delhaize USA to become the next CEO of Dollar General Corporation.

This transition marks the conclusion of a 36-year career with Ahold Delhaize, where Fleeman rose through the ranks of brands like Food Lion to eventually lead the company’s U.S. operations and serve on its global management board.

Timeline of the Transition

The leadership hand-off is structured to ensure stability for both major retail organizations:

June 2026: Fleeman will officially depart from Ahold Delhaize USA.
Jan. 1, 2027: Fleeman will succeed Todd Vasos as the CEO of Dollar General. On this same date, the board intends to appoint Fleeman as a director of Dollar General.
Advisory Period: To assist with the changeover, current CEO Todd Vasos will serve as a senior adviser through April 2, 2027 and is expected to remain on the board of directors thereafter.

A Legacy of Innovation

Fleeman’s move follows a highly successful tenure at Ahold Delhaize, where he was particularly recognized for his omnichannel expertise. As the former president of Peapod Digital Labs, he spearheaded the creation of proprietary e-commerce and loyalty platforms that redefined how the company’s brands — including Giant Food, Hannaford and Stop & Shop — interact with customers.

“I am grateful for the strong omnichannel foundation JJ has helped build, and I have full confidence in our U.S. leadership team to continue executing our Growing Together strategy,” says Frans Muller, president and CEO of Ahold Delhaize. “JJ’s strength in bringing teams together, developing a ‘winning together’ culture, combined with his ability to recognize talent and personal leadership, will leave a lasting legacy in our company. We have appreciated JJ’s vision and business insights as part of our management board conversations and wish him success in his future endeavors.”

“Over the past 36 years, I’ve had the privilege of working alongside extraordinary teams across the companies of Ahold Delhaize, and I’m proud of what we’ve accomplished together for our customers and communities,” Fleeman says. “As I look ahead to a new chapter, I’m grateful for the associates who bring our brands to life every day, and I’m committed to supporting a smooth transition.”

“On behalf of the supervisory board, I would like to thank JJ for his dedicated leadership and the progress made across our U.S. businesses,” says Wiebe Draijer, chair of the supervisory board of Ahold Delhaize. “We are committed to an orderly transition and to ensuring continued focus on the execution of our Growing Together strategy, serving our customers and communities in the markets our brands operate in.”

The Future of Dollar General

Dollar General is looking to Fleeman to build upon the “unrivaled growth” seen under Todd Vasos. During his tenure, Vasos oversaw the launch of DG Fresh, the expansion into Mexico and the introduction of the pOpshelf brand.

“After spending time with JJ and gaining insight into both his servant leadership approach and his eye for retail, I am fully confident in his capability to lead Dollar General into our next chapter,” Vasos says.

Fleeman’s extensive background in grocery retail — spanning strategy, operations and digital innovation — positions him to guide Dollar General as it continues to expand its fresh produce offerings and digital media network.

“On behalf of the board of directors, I want to express our deep appreciation for Todd’s many years of service to Dollar General, including his two terms as CEO. Todd’s steadfast leadership, commitment to our values and dedication to our employees, customers, communities and shareholders have shaped this company in lasting ways. He led Dollar General through transformative change, accelerated growth and a disciplined return to retail fundamentals and shaped a stronger, more resilient and strategically focused organization,” says David Rowland, Dollar General’s chairman of the board of directors.

Rowland continues: “The board is looking forward to building on this strong trajectory under the leadership of JJ Fleeman, who brings more than 35 years of experience in grocery retail across strategy, operations, marketing, merchandising and digital innovation. He has a proven CEO track record of establishing a clear strategic vision and driving measurable results. His leadership reflects a deep commitment to strengthening customer relationships, driving strong cultures that enable meaningful employee experiences and creating lasting impact across the communities he serves.”

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.

Income Divide Reshapes Produce Baskets as Shoppers Double Down on Value

Fri, 13 Feb 2026 18:25:22 GMT

After five years of inflation and ongoing economic uncertainty, produce remains a staple across income levels. What is changing is how households define value, where they shop and which items make it into the cart.

During Circana and FMI’s webinar, “Fresh Perspectives: How Income Shapes Today’s Fresh Food Behaviors,” presenters Jonna Parker, principal of Circana, and Kelly Krumholz, perimeter client insights consultant for Circana, outlined a retail environment where 2025 food and beverage sales topped $1.7 trillion, yet shoppers grew increasingly strategic in the fourth quarter. Unit volume dipped late in the year, price increases moderated and consumers showed signs of fatigue.

For produce, the data reveals both resilience and opportunity.

2025 grocery shopper trends, per FMI and Circana

(Image courtesy of Circana)

Produce Growth with Minimal Inflation

Produce posted 2% in pound growth in 2025 while average price per pound rose only about 1%. Over a five-year span, produce has seen little true same-item inflation compared to center-store categories.

Yet perception tells a different story, Parker notes. In January 2026, 80% of shoppers believed food and beverage prices were higher than a year ago. Fruits and vegetables were frequently cited in media coverage, even though fresh pricing did not drive the bulk of inflation.

The disconnect underscores produce’s ubiquity, she says. Fruits and vegetables are purchased frequently by most households, and that visibility amplifies price sensitivity.

Circana’s price decomposition analysis shows that fresh price increases were largely driven by product mix rather than true item-to-item price hikes. Shoppers are opting for different items or quantities, which shifts the average price paid.

In other words, the produce department is not broadly inflating. Shoppers are making different choices.

Income Perception Matters More Than Income Level

FMI research adds nuance by examining how consumers feel about their financial situation rather than relying solely on income brackets.

Among shoppers who describe themselves as “comfortable” or “secure,” freshness is the top attribute in produce purchasing decisions. Price does not emerge as the primary driver until households describe themselves as “struggling.”

Even at higher income levels, concern is widespread. Nearly half of households earning $100,000 still say they must make ends meet, and 77% of high-income shoppers think grocery costs are too high.

Economic anxiety is not confined to one segment. That shared concern shapes produce behavior across the spectrum, the data shows.

Struggling Households Fuel Produce Growth

Circana analyzed millennial and Gen X family households at both the top and bottom ends of the income spectrum using Experian Mosaic segments. While affluent households dedicate a higher share of their basket to fresh at 31%, struggling households are increasing their fresh spending at a faster rate.

Struggling families contributed 19% of fresh dollar growth and 28% of unit growth in 2025, outpacing affluent households in growth contribution.

Part of this shift reflects reduced foodservice spending among lower-income consumers. With fewer meals eaten away from home, more occasions move back into the kitchen.

In produce, that translates into intentional choices designed to stretch budgets.

Struggling households are leaning into items that deliver satiety and flexibility. Fresh grapes, melons, berries and potatoes are strong performers. These items can serve as snacks, sides or meal components and can be portioned across multiple family members.

Affluent households are more likely to purchase fresh berries and avocados and maintain a broader mix of produce. However, even among higher-income shoppers, some salad-related items showed slower growth, suggesting certain meal occasions are shifting outside retail.

Fresh is frequently present in shopping baskets, but to varying degrees, according to a Circana report.

(Image courtesy of Circana)

Variety Alone Is Not the Answer

Produce assortment expansion does not automatically translate into volume gains.

Fresh apples grew nearly $200 million in dollar sales in 2025 but were flat in pounds. The proliferation of varieties boosted dollars without increasing overall consumption.

Contrast that with oranges, which posted nearly 14% pound growth. Targeted marketing and strong consumer demand generation appear to have lifted category performance.

Channel Shifts Blur the Lines

Both affluent and struggling families are rewarding mass supercenters, club stores and online ordering for fresh purchases. Digital engagement is not limited to higher-income shoppers.

While struggling households shop fewer retailers overall, the mix of channels overlaps more than many retailers assume.

At the same time, traditional grocery has lost nearly six share points over four years within retail food and beverage. Holding and growing fresh share requires clear differentiation.

Competing Beyond the Produce Aisle

Retail is also competing with foodservice for fresh occasions. Circana’s data shows protein categories winning dollars back from foodservice, but produce does not automatically benefit from that shift.

As some shoppers seek “escape” occasions outside the home, others replicate restaurant experiences in their kitchens. Produce can play a role in both scenarios.

With fewer households hosting large holiday gatherings in 2025, retailers must think carefully about how to position produce for smaller, more strategic occasions.

The Opportunity for 2026

The data shows produce’s limited inflation, broad appeal and versatility position it well in a K-shaped economy.

Entry-level price points, visible value messaging and occasion-based merchandising can help retain price-sensitive shoppers. At the same time, premium and discovery-driven items can serve affluent households seeking variety and experience.

The income divide is real, but the data suggests that produce can bridge it. Shoppers across income levels are still choosing fresh. The challenge is meeting their motivations with precision.

From Vertical Farms to Retail Strategy: Marc Oshima’s Vision for Produce in 2026

Thu, 12 Feb 2026 21:03:49 GMT

Marc Oshima was recently named a Top Retail Expert for 2026 by RETHINK Retail, the second consecutive year he has received the accolade. The honor reflects over 15 years of experience in indoor farming and supermarket marketing to bridge the gap between industrial production and the kitchen table.

Oshima has worked across the food system, from leading marketing for supermarket chains and specialty retailers to helping scale AeroFarms into major national accounts. Most recently, he assisted Babylon in placing micro-farms directly inside retail and foodservice locations. Today, through his consulting practice, Oshima Good Food, Oshima advises companies on commercialization strategy, go-to-market planning and retail partnerships.

Breaking Through the Sea of Sameness

When asked what produce departments must rethink for the 2026 shopper, Oshima points to a lack of differentiation.

“There’s kind of a sea of sameness, and there’s a lot of commoditization,” he says.

Oshima believes retailers must lean into storytelling, clearer communication and more intentional merchandising.

“Signage, real estate allocation, communication, merchandising and product presentation is critical to create something that’s going to be visually compelling and inviting,” he says.

For Oshima, differentiation is not about adding complexity. It is about clearly communicating what makes a product unique and why it deserves a place in the shopper’s basket.

Bring the Farm Closer to the Shopper

Oshima’s work in controlled-environment agriculture reinforced his belief in transparency and connection. Through community and in-store farms, he saw firsthand how proximity to production sparks curiosity and conversation.

These installations created hands-on engagement for chefs, produce teams and customers. They also ensured year-round harvest at peak flavor, freshness and nutrition. Sustainability benefits such as reduced water use and shorter supply chains strengthened the value proposition.

At the core, he says, increasing produce consumption comes down to one simple principle: “You have to make it taste good,” adding that flavor is what drives repeat purchases and helps fruits and vegetables become part of everyday eating patterns.

Trust as the Ultimate Value Driver

As price pressure continues across retail, Oshima emphasizes value is not limited to cost per pound. Consumers want to understand the company behind the product, its mission and its growing methods.

“The biggest barometer is trust,” he says.

He encourages suppliers to work collaboratively with retailers to create a shared proposition.

“It’s not a typical buyer, vendor relationship,” Oshima says. “How do you partner closely? How do you collaborate? How do you think about creating a winning proposition?”

From a category management standpoint, he advises brands to identify white space and align with retailers whose positioning and customer base match their strengths. Clarity about target audience and retail fit increases the likelihood of success.

Policy, Sustainability and the Long View

Oshima also sees an opportunity for stronger alignment between retailers, growers and policymakers. Investments in cold chain research and preservation could reduce shrink and food waste across complex supply chains. He also highlights the need to examine water use, infrastructure costs and how externalities factor into the long-term economics of produce production.

Innovation in growing methods and closer-to-market production can improve shelf life and strengthen resilience, particularly as climate variability increases.

For Oshima, retail excellence, sustainability and smart merchandising ultimately serve one purpose. The goal is to help more people eat more fruits and vegetables more often.

Key Insights for Modern Retailers

Move Beyond Commoditization: Retailers must transition from selling “price per pound” to telling a compelling brand story that highlights unique growing methods, mission-driven founders and peak freshness.
The Power of Experience: Integrating micro-farms directly into retail environments creates “magic” by allowing customers to see, touch and taste produce harvested at its peak nutrition and flavor.
Strategic Alignment: Success requires understanding specific consumer personas and aligning brand stories with the right selling partners — whether it is the value-focused model of Aldi or the premium positioning of Whole Foods.
Sustainability as a Necessity: Industry resilience depends on tackling externalities such as water scarcity and food miles while advocating for USDA research into cold chain preservation to eliminate food waste.

Natural Grocers Releases 2025 Sustainability Report

Thu, 05 Feb 2026 20:59:53 GMT

Natural Grocers’ release of its fiscal year 2025 sustainability report comes as it marks seven decades of a commitment to building a healthier, more sustainable future for its customers, its good4u Crew and the communities it serves, the company says.

The 2025 report features Natural Grocers’ differentiated nutrition education program and highlights its elevated product standards. It also includes several vendor profiles and showcases company partnerships that demonstrate support and collaboration toward ecological sustainability.

“For 70 years, our family has believed that nutrition is the foundation of good health,” says Kemper Isely, co-president of Natural Grocers. “Our 2025 sustainability report reflects our ongoing investment in nutrition education, rigorous product standards and partnerships that strengthen communities and support environmental stewardship.”

Key Highlights

Natural Grocers says the 2025 report reflects its value-driven approach to supporting customers, crew and communities. While the report covers several pillars, this year’s emphasis is on the company’s dedication to providing nutrition education, a founding principle since 1955 and a continued point of distinction in the grocery industry.

Nutrition education — Natural Grocers says it continues to empower wellness nationwide through its differentiated, evidence-based nutrition education program. The company’s in-store nutritional health coaches offer free one-on-one coaching, nutrition education classes, recipe demos and personalized shopping support for customers and crew. The company says it invested more than $7 million in nutrition education services in fiscal year 2025, underscoring its decadeslong belief that accessible, research-backed nutrition guidance can meaningfully support individual and community well-being. Additionally, Natural Grocers’ nutrition education program earned recognition with the Sustainability in the Food Industry Award from The Shelby Report.
Product standards — Natural Grocers says it maintains some of the strictest product standards in the industry, including long-standing prohibitions on synthetic colors and problematic ingredients.
Support for regenerative agriculture — The company says it continues to prioritize vendors and farming partners committed to soil health, biodiversity and ecological stewardship.
Commitment to sustainability — Operational decisions across stores, facilities and supply chain remain grounded in sustainable practices.
Community and crew support — Natural Grocers upholds its founding commitment to community well-being and crew development through education, benefits and local engagement.

As Natural Grocers celebrates over 70 years of serving communities, the company says its commitment to a healthier, more sustainable future is stronger than ever. The company says its continued growth and industry leadership show that a sustainable, affordable food system is both possible and essential.

Giant Food Celebrates 90 Years with 90 Days of Giving

Wed, 04 Feb 2026 17:31:04 GMT

To celebrate its 90th birthday this year, Giant Food says it is donating $990,000 to local Feeding America food banks to fight childhood hunger. The Washington, D.C.-area grocer also kicked off a fundraising campaign across its 163 stores, aiming to raise nearly $1 million more for over a dozen community groups.

“At Giant Food, our commitment to nourishing our neighborhoods has always extended beyond our stores and is deeply rooted in strong community partnerships,” says Felis Andrade, director of external communications and community relations for Giant Food. “The ‘90 Days of Giving’ campaign reflects our belief that when we invest in one another, we all thrive. We’re proud to stand alongside our customers, partners and local organizations to make a meaningful difference for the communities that have supported us for 90 years. As a proud board member of the U.S. Dream Academy, one of the beneficiaries of this program, I see firsthand the critical role we play in supporting our local nonprofit partners.”

Pictured is Giant Food’s Silver Spring, Md., location.

(Photo courtesy of Giant Food)

Since the start of the company’s partnership with Feeding America, Giant and the Giant Family Foundation have donated over $23 million in monetary contributions and over 26.6 million meals through fresh food recovery programs, the grocer says.

The Landover, Md.-based grocer, set to celebrate its 90th birthday Feb. 6, says it plans to announce major gifts from its Family Foundation fund to six hunger-fighting organizations, including the Capital Area Food Bank and Maryland Food Bank, at community events next month.

The “90 Days of Giving” campaign, which began Jan. 9, will also allow Giant Food customers to round up their totals with each purchase at stores across Virginia, Maryland, Delaware and the District of Columbia. The retailer hopes to raise an additional $990,000 earmarked for 13 community groups, including the Boys & Girls Club of Greater Washington, Big Brothers Big Sisters of the Capital Region, American Farmland Trust, Building Bridges Across the River, Alliance for the Chesapeake Bay and more.

Giant Food opened its first location in Washington, D.C., on Feb. 6, 1936, on Georgia Avenue NW at Park Road as the region’s very first self-service supermarket. Today, Giant says it has 163 stores, more than 20,000 associates and an incredible legacy of charitable giving and community partnerships.

Customers can expect a spate of community initiatives and events, including giveaway contests, grant programs and more to continue throughout the year as Giant Food celebrates the milestone, the company says.

Giant Dietitians Launch New Talk & Tours

Fri, 23 Jan 2026 20:07:17 GMT

The Giant Co., also known locally as Giant and Martin’s, has launched its new Talk & Tours events.

Led by the grocer’s team of dietitians and offered monthly, these free and interactive events combine a half-hour of nutritional education with a 30-minute guided store walking tour.

“Making better-for-you food choices often starts at the grocery store, but for many, shopping for healthier items or new-to-them products can be an overwhelming or even confusing experience,” says Kilene Knitter, manager of well-being outreach for The Giant Co. “These Talk & Tour sessions are designed to inform, inspire and help our customers shop for their families with confidence.”

January kicked off with the theme, “Fueling Weight Management with Protein and Fiber.” The Talk & Tours are offered at 10:30 a.m. on the second Tuesday of each month at Giant’s Camp Hill and Willow Grove stores in Pennsylvania. February’s theme is “Heart Smart Your Cart.”

Space is limited for each Talk & Tour, and registration is required. For more details and to register, visit giantfoodstores.com/ wellbeing .

U.S. E-Grocery Sales Surge 32% YOY to Record $12.7 Billion in December 2025

Fri, 23 Jan 2026 17:32:58 GMT

Monthly U.S. online grocery sales accelerated dramatically in December, with total sales surging 32% year-over-year to finish the month with a record high $12.7 billion, according to the latest Brick Meets Click Grocery Shopper Survey.

This robust performance reflects higher order frequency, spending rates and a larger user base than December 2024, the survey shows.

“December set a record high for monthly e-grocery sales, closing out the year with a bang, although gains were unevenly distributed across formats and banners,” says David Bishop, partner for Brick Meets Click. “Structural shifts in shopping behavior drove much of e-grocery’s growth in 2025, and this will create stiffer headwinds in 2026 — especially for regional grocers.”

Order frequency, which measures the average number of orders completed by monthly active users, climbed year-over-year for the 16^th consecutive month in December, increasing 8% versus last year. MAUs completed an average of 2.9 orders during the month, and more than half of MAUs completed three or more orders, breaking the record set last month. The core 30-to-44-year-old age group posted the biggest increase, jumping 17% versus last year and completing an average of 3.2 orders during the month.

The share of MAUs that chose to receive e-grocery orders via multiple receiving methods (delivery, pickup and/or ship-to-home) rose rapidly in December, while the share that used only one method continued to contract. So, while the overall e-grocery MAU base expanded by about 10% during December, each receiving method experienced larger year-over-year gains in its specific MAU base.

The average order value for e-grocery orders across all three fulfillment methods climbed nearly 11% in December 2025 compared to last year. Ship-to-home posted the strongest gain at 14%, boosted by the continued rollout of Amazon’s same-day fresh grocery service. Pickup and delivery trailed slightly, with each gaining 9%. For delivery and pickup (combined), the mass and supermarket formats each posted 8% spending gains compared to last year.

Online share of weekly grocery spending in December 2025 was the highest since May 2020, and ended the month at 19%, an increase of 430 basis points versus December 2024. The share expansion was fueled by higher year-over-year spending rates across all age groups and market sizes with medium metros posting a significant jump due to growth in delivery. Online share of grocery spending rose for all income levels except households making $50,000 to $99,999, which reported a slight pullback versus last year. The $200,000-plus group (~16% of U.S. households) has nearly doubled its online spending since December 2023.

The Brick Meets Click Grocery Shopping Survey’s three receiving methods for online grocery orders are defined as follows:

Delivery includes orders received from a first- or third-party provider such as Instacart, Shipt or the retailer’s own employees.
Pickup includes orders that are received by customers either inside or outside a store or at a designated location/locker.
Ship-to-home includes orders that are received via a common carrier or contract courier like FedEx, UPS, USPS, etc.

New Leadership for Lidl U.S.: What You Need to Know

Thu, 22 Jan 2026 19:23:18 GMT

Lidl U.S. confirmed on Jan. 21 that Joel Rampoldt is no longer serving as the company’s chief executive officer.

Marco Giudici, the grocer’s current chief customer officer and former CEO of Lidl Romania, has been appointed to lead the U.S. division as interim CEO, effective immediately.

A Lidl spokesperson responded by email: “Joel Rampoldt is no longer serving as CEO of Lidl U.S. He will continue to support Lidl in an advisory capacity, and we thank him for his leadership and contributions. Marco Giudici, chief customer officer, will lead Lidl U.S. as interim CEO. Lidl remains firmly committed to its long-term U.S. growth strategy, enhancing the customer experience and delivering on our promise of exceptional value and quality.”

The leadership transition marks a pivotal moment for the Arlington, Va.-based retailer as it nears a decade of operations in the U.S.

Marco Giudici brings a deep well of international experience within the Lidl Group to the interim role:

Recent Role: Giudici joined the U.S. leadership team in August 2025 as chief customer officer
Track Record: He previously served as CEO of Lidl Romania (2021 to 2024), where he was credited with maintaining market leadership despite significant supply chain and inflationary pressures following the COVID-19 pandemic (per Romania Insider)
Lidl Tenure: Since joining the group in 2013, Giudici has held various strategic roles in procurement and marketing in Italy and at the group’s global headquarters

Joel Rampoldt, a former AlixPartners retail consultant, was the first American to lead the U.S. division when he was appointed in 2023. During his tenure, he focused on stabilizing the business through several key initiatives:

Assortment Efficiency: Rampoldt significantly trimmed Lidl’s U.S. assortment from approximately 4,500 SKUs to 3,250, aiming to simplify the supply chain and lower costs
Regional Density: He advocated for a strategy of “market density,” prioritizing growth in existing East Coast footprints over geographic overextension
Supplier Relations: At the 2025 Groceryshop conference, Rampoldt emphasized a shift toward long-term contracts and mutual investment with U.S. suppliers, stating that roughly 85% of Lidl’s products are sourced domestically

The move represents the latest in a series of leadership changes for the discount grocer since its 2017 U.S. launch. Despite the shift, Lidl reaffirmed its commitment to the American market, stating it remains “firmly committed to its long-term U.S. growth strategy” and delivering value to customers.

Meet the Minnesota Grown Retailer of the Year Winners

Mon, 01 Dec 2025 20:15:53 GMT

Eight retailers demonstrating excellence in promoting locally grown and produced products have been named a 2025-2026 Minnesota Grown Retailer of the Year. The honor is presented by the Minnesota Department of Agriculture’s Minnesota Grown program in partnership with the Minnesota Grocers Association .

“Minnesota grocers are leading the way in making locally grown and produced foods more accessible in their communities,” Minnesota Agriculture Commissioner Thom Petersen says in a news release. “This recognition is well deserved. These retailers are not only supporting local farmers and food businesses, they’re helping build stronger local food systems across the state.”

This year’s winners include:

Northwest — Hugo’s Family Market , Thief River Falls
Northeast — Super One Foods , Duluth Miller Hill
Central — Chris’ Food Center , Sandstone
Southwest — Wells Marketplace Foods , Wells
Southeast — Nilssen’s Foods , Zumbrota
Twin Cities — Kowalski’s Market , Excelsior
People’s Choice — Knowlan’s Fresh Foods , Maplewood
Beer, Wine and Sprits — Mackenthun’s Fine Foods, The Cove Wine & Spirits , Minnetrista

Each winner receives exclusive rights to use Minnesota Grown Retailer of the Year branding in their ads and displays and will be recognized by their peers at an Minnesota Grocers Association event in the spring.

“The Minnesota Grocers Association is proud to support partnerships between grocery stores, distributors and food producers who are showcased in the Minnesota Grown Retailer of the Year contest,” says Patrick Garofalo, association president. “The Minnesota Grocers Association invites others to join us in celebrating these Minnesota-focused enterprises who bring fresh, healthy and locally sourced products to consumers across our state.”

Awards are determined by multiple factors, including the number of local products offered and the number of Minnesota farmers and producers the grocers purchased from. The review panel also looked at use of ads, displays, social media and events to promote Minnesota-grown items to customers. More information can be found on the Minnesota Grown Retailer of the Year webpage .

“We hear from participating retailers how this contest generates increased sales and inspires them to carry more locally grown products,” says Rachel Wandrei, marketing manager for Minnesota Grown. “So, it is a triple win — for the stores, the farmers and ultimately the shoppers who can access fresh, high-quality products.”

Valent BioSciences LLC, MGK, and Valent North America Now Unified Under One Sumitomo Subsidiary

Tue, 21 Oct 2025 18:50:00 GMT

A new company will be formed as Sumitomo aligns three of its subsidiaries-- Valent BioSciences LLC, MGK, and Valent North America—under the name Sumitomo Biorational Company.

Sumitomo Biorational Company LLC (SBC) is expected to formally launch in April 2026, be headquartered in Libertyville, Illinois, and by led by Dr. Shinsuke (Shin) Shojima, who has been appointed President and CEO.

The company says its strategy is for SBC to be Sumitomo’s global center of excellence for biorational innovation. It’s expected to accelerate the company’s capabilities in providing integrated, sustainable biorational solutions (from sources such as microbials and botanicals) to its customers.

Company leaders provided these statements in the company’s news release:

“Valent BioSciences has a long and successful history of pioneering biorational technologies. With SBC, we build on that foundation by creating a Global Center of Excellence that accelerates the next wave of sustainable innovation for customers worldwide.” Salman Mir, President and CEO of Valent BioSciences
“MGK has successfully developed and commercialized botanical technologies for more than 120 years. SBC strengthens our ability to bring innovative botanical solutions to market more quickly, meeting the critical needs of our customers and communities.” Steve Gullickson, President and CEO of MGK
“Valent North America is committed to providing consistent, effective services that enable our businesses to focus on what matters most – delivering innovative sustainable solutions to meet our customer’s needs. By combining our collective strengths through SBC, we are creating a Global Center of Excellence that delivers integrated solutions to drive productivity and sustainability for our customers.” Andy Lee, President and CEO of Valent North America.

Notable, Valent U.S.A. LLC will continue to operate separately and maintain its focus on regional sales and marketing.

Are You Missing Out? What Grocers Need to Know About the GLP-1 Consumer

Mon, 06 Oct 2025 20:48:48 GMT

LAS VEGAS — GLP-1 drugs are reshaping consumer behavior, and the grocery industry needs to catch up.

That was the message from Leigh O’Donnell, who leads shopper and category insights for Kantar North America, during her session “GLP-1’s Lasting Impact on Consumer Preferences” at Groceryshop 2025 last week. O’Donnell shared new research on how these medications, used for diabetes and weight management, are creating lasting shifts in eating, shopping and wellness habits that will redefine retail strategies.

O’Donnell says the market for GLP-1 medications, projected by Morgan Stanley to reach $150 billion globally by 2030, is already influencing how Americans buy food. In Kantar’s research, households with a GLP-1 user spent about 6% less on groceries in the first six months of use compared with nonusers. As the category grows — with an estimated 20% of eligible Americans expected to be on these drugs within a decade — that shift will have broad implications across categories.

(Graphic courtesy of Groceryshop)

“This isn’t a fad,” O’Donnell says. “GLP-1s aren’t another diet trend; they’re fundamentally changing how people experience hunger, make choices and define wellness.”

She explained that many GLP-1 users report less “head hunger” or emotional eating, meaning they think more deliberately about each food purchase.

“GLP-1s make shoppers shop slowly, think slowly,” she says. “They’re reading labels, comparing nutrition and making more intentional choices.”

That shift has already begun to disrupt grocery loyalty. According to Kantar’s data, 46% of GLP-1 users say they have a new go-to retailer, often because they’re seeking stores that better support their evolving dietary needs. O’Donnell emphasized this as a major opportunity for grocers to rethink shelf strategy and in-store messaging.

“What do you want your brands to say when shoppers are thinking slowly — when they stop to look again at your product?” she says.

Another critical point, she says, is that GLP-1 users are not monolithic. While 43% report making “better choices,” many still seek moments of indulgence.

“They’re not sitting in dark rooms eating bits of cardboard,” O’Donnell says. “There’s still room for joy. Retailers should balance health-driven messaging with cues that celebrate flavor and satisfaction.”

To meet this growing segment’s needs, O’Donnell urges retailers and brands to educate themselves — and their teams — about what she called “modern wellness.” She says grocers must understand the nuances of appetite regulation, nutritional balance and even common side effects, such as digestive discomfort, that affect what GLP-1 users buy.

“There’s still so much white space in the market,” she says. “Most major retailers don’t yet have an in-store or shelf strategy that addresses GLP-1 users. It’s time to get educated.”

Modern wellness can cover a lot of things, O’Donnell says, but of those people who’ve switched retailers, the top five things they want from a retailer include:

Higher quality groceries.
Carries organic.
Unique products I can’t get elsewhere.
Has a reputation of being a health and wellness resource.
Rewards me for making healthy choices.

(Graphic courtesy of Groceryshop)

O’Donnell’s message aligns with broader shifts already visible in consumer data. According to The Packer’s Fresh Trends 2025 report, shoppers continue to prioritize foods they perceive as healthy, fresh and minimally processed — even outside of the GLP-1 audience. Even so, 84% of consumers taking GLP-1 medication indicate they have increased their produce consumption.

At Groceryshop, The Packer met up with Amanda Oren, RELEX’s vice president of industry strategy for grocery in North America, to get her take on how retailers are preparing or adapting shelf strategies.

“There are very clear preferences that are being seen,” Oren says. “From what I’ve read, 6% to 8% of the population right now are on GLP-1s, but 12% have been in the last year. That’s a really high number.

“And their habits are drastically different when they’re on it. There’s a lot of research being done on whether or not the habits stay or not, but the main habit is that more fresh produce is being purchased, a lot more proteins, so the meat and seafood departments are spiking as a result, and then obviously the salty and sweet snacks are on the decline,” Oren adds.

A new report from Sunlight finds that Americans using GLP-1 medications such as Ozempic and Wegovy are not only losing weight, but also significantly reducing their household food spending. The study, which surveyed 1,200 current GLP-1 users in September, shows average monthly food and diet-related costs fell $218 per month — nearly 30%, according to a news release.

The drop in spending was consistent across food-related categories. Respondents reported trimming their grocery bills from $351 to $282, reducing spending on restaurants and bars from $183 to $127 and cutting fast food and snack purchases from $183 to $106. Additionally, spending on diet programs declined, from $95 to $78, while fitness expenses remained virtually unchanged.

When factoring in the average out-of-pocket cost of GLP-1s, which respondents reported at $176 per month, the majority of users still came out ahead financially. On average, people netted a savings of about $42 each month, or more than $500 annually.

The survey also revealed that cost savings were part of the motivation for some patients. One in three respondents said they considered potential savings when deciding to start a GLP-1 prescription, with Gen Z adults especially likely to cite financial reasons alongside health outcomes.

“It’s certainly the new GLP-1 economy as we call it,” says Angela Tran, CEO and founder of Med-Fit Medical Weight Loss. “On average, GLP-1s can lead to 15% or more body weight reduction, and for those who have lived with obesity for years, their lives will change dramatically. GLP-1s lead to less spending on food, with users eating smaller portions, cutting unnecessary snacking, finding fast food less appealing and experiencing reduced cravings for high-sugar foods.”

O’Donnell concluded the Grocershop session by saying that retailers who act early — by tailoring assortments, messaging and education to this new health-conscious but joy-seeking shopper — will be best positioned for growth.

“Whether your brand is a headwind or a tailwind in this trend,” she says, “there’s a way to connect with GLP-1 users if you understand how they think about food, wellness and satisfaction.”

Sprouts Doubles Down on Organics, Supply Chain to Fuel Growth

Thu, 02 Oct 2025 16:17:33 GMT

LAS VEGAS — Sprouts Farmers Market CEO Jack Sinclair took the main stage at Groceryshop 2025 with a bold message: In a grocery industry crowded with sameness, Sprouts will win by putting fresh produce and food innovation front and center. From smaller, open-concept stores that spotlight fruits and vegetables to an expanding network of distribution centers that keep organics fresher, Sinclair says the grocer is doubling down on what makes it different — while aiming to grow from 450 to as many as 1,400 stores nationwide.

“Fresh produce is 20% of our sales,” Sinclair says. “And organic fresh produce is now up to 55% to 60% of that 20%. Getting speed from A to B as fast as you possibly can is critical.” To that end, Sprouts is investing heavily in new distribution centers in Florida, Colorado and southern California, with more to come, ensuring stores stay within 250 miles of fresh supply.

Since joining Sprouts in 2019, Sinclair says he has focused on what he calls the company’s “unique DNA” — open, low-profile stores with sight lines that showcase fresh produce, paired with vitamins, supplements and bulk foods. Sprouts is now on its sixth store prototype, designed to be smaller and more navigable.

“We’re pretty unique as a grocery store anywhere in the world,” he says. “You can see right through to the produce.”

A standout of the Sprouts strategy is its innovation pipeline. Each store features a rotating “innovation center,” where 30 to 40 new items debut monthly. That effort is led by the company’s chief foraging officer, tasked with scouting novel products from entrepreneurial food brands.

“We want to be the founding ground for these new, interesting ideas,” Sinclair says. “Two or three years later, they might be in every supermarket, but our goal is to launch them first.”

Even as Sprouts grows, targeting as many as 1,400 U.S. stores from today’s 450, Sinclair insists the grocer won’t try to be a one-stop shop. Instead, Sprouts is comfortable coexisting next to traditional grocers, drawing in wellness-driven shoppers who make targeted trips.

“Our customer base probably spends about 13% of their grocery dollars with us,” Sinclair says. “We don’t need 100%. We just need a few more.”

Digital sales, which surged from 2% to 15% during the pandemic, have held steady, with fresh produce still making up the same share of online baskets as in-store purchases. That trust in quality is rare, Sinclair notes, and underpins Sprouts’ new loyalty program, rolling out nationwide this fall.

Amid inflationary pressures, Sinclair struck a confident tone. “Our pricing on fresh produce will be really aggressive, and even more so on organics,” he says. “If you’re a vegan, you stay vegan no matter what the price of gas is.”

For Sinclair, the path forward is clear: lean into Sprouts’ identity, double down on produce and make the store an engine of food innovation.

“Customers are more discerning than ever about what’s in their food,” he says. “That’s an opportunity we intend to lead.”

Lidl U.S. CEO Joel Rampoldt Outlines Key Strategies at Groceryshop 2025

Wed, 01 Oct 2025 21:08:27 GMT

LAS VEGAS — Groceryshop 2025 captivated attendees with a keynote address from Lidl U.S. CEO Joel Rampoldt, who reflected on his first two years leading the discount grocer and laid out the company’s priorities for growth and customer engagement in the U.S. market.

“When I walked in, it was pretty clear pretty quickly that we had four main priorities we needed to work on,” Rampoldt says. “The first was our talent … making sure we had the right people in the right roles, but also we had the right career pathing and training and investments in people.”

The other three vertical priorities, he says, were commercial excellence, operational excellence and financial transformation.

“If you mean to be a price leader, you have to be a cost leader. Otherwise, it’s not going to last,” he says.

A key move was trimming Lidl’s U.S. assortment.

“When I walked in, we had about 4,500 SKUs in our core assortment … we’ve cut that down to about 3,250 in the core assortment,” Rampoldt says. “If we’re really smart about it, we can meet all of our customers’ needs with that small number of SKUs.”

Alongside assortment changes, Lidl refreshed its brand identity.

“We launched our branding of Lidl: The Super-Est Market, which has been very effective,” Rampoldt says. “And we tied that with getting behind some of what we call our Lidl legends, or our hero products, the No. 1 being our fresh-baked croissant.”

On supplier partnerships, Rampoldt acknowledged challenges in the past but emphasized a shift in approach.

“We want to be every supplier’s first choice … predictability, long-term contracts, mutual investment, are all at the heart of that,” he says.

I think consumers are more demanding about fresh than ever … the consumers’ expectation just keeps going up and up and up.

Joel Rampoldt, CEO for Lidl US

Rampoldt describes Lidl’s guiding principle as being as global as possible, as local as necessary. That includes focusing on market density.

“We all felt that our stores were too spread out across the country. We didn’t have enough local density and scale,” he says. “Part of our strategy is to invest in the markets where we already have a good foothold, densify those markets and really get those distribution centers humming.”

Efficiency, Rampoldt says, is cultural at Lidl.

“What we do at Lidl is we make everything as simple as possible so we can do it as quickly as possible,” he says. “We’re constantly looking at the business, saying: ‘What is more complicated than it needs to be? What can we simplify? Where can we take a minute out of the process?’”

Technology is central to that effort.

“We’ve rolled out electronic shelf labels everywhere across all of our stores now, and that’s a huge labor savings,” Rampoldt says. He also highlighted investment in self-checkout. “Our customers are asking for it … when I’m in our stores where we haven’t deployed self-checkout yet, it’s always one of the first things the customers ask me.”

To enhance customer experience, Lidl zeroes in on the first 90 feet and the last 90 seconds, Rampoldt says.

“The first 90 feet in our stores is fresh when you walk in … we want those areas of the store to be in great shape,” he says. “And the last 90 seconds … leaves an impression as you’re leaving the store.”

Looking ahead, Rampoldt points to consumer trends shaping Lidl’s strategy.

“Consumers are incredibly focused on value,” he says. “And also, I think consumers are more demanding about fresh than ever … the consumers’ expectation just keeps going up and up and up.”

On loyalty, Rampoldt says Lidl’s myLidl app is already a leader within the group.

“We’re No. 1 at the percentage of our customers that use our myLidl app,” he says. “We’re going to strengthen that next year. We’re going to be rolling out a lot of improvements to it.”

As for growth, Rampoldt confirms steady expansion.

“We’re going to open four stores next month, for October,” he says. “We have a plan to continue to open stores for the next 10 years. We’re growing at what I would consider to be a modest pace for now, because we want to make sure that the business is stable and operating exactly the way we want it.”

Some key strategies Rampoldt shared during his keynote address:

Four Strategic Pillars

When Rampoldt took the helm in 2023, he says he identified four key priorities:

Talent — building the right team, career paths and training to strengthen Lidl’s foundation.
Commercial excellence — refining the assortment and price architecture to deliver “the right product at the right price.”
Operational efficiency — simplifying processes to maintain Lidl’s position as a cost leader.
Financial transformation — cleaning up the balance sheet, exiting unproductive assets and ensuring the business is fit to compete.

Supplier Relationships

Acknowledging challenges with past perceptions, Rampoldt stressed Lidl’s renewed commitment to being suppliers’ first choice. With 85% of products sourced domestically, Lidl is moving toward long-term contracts and mutual investment, similar to its European model. The company remains firmly private-label led, but branded products — about 20% of its range — play a complementary role.

Global Model, Local Adaptation

Lidl’s principle of being as global as possible, as local as necessary, in practice, means adapting U.S. operations (such as direct-to-store deliveries) while maintaining efficiencies from Lidl’s global operating system. Rampoldt highlights the need for local store density: Lidl will densify existing markets to maximize distribution center efficiency rather than spreading too thinly nationwide.

Efficiency and Technology

Efficiency is central to Lidl’s DNA. Rampoldt described a culture of simplification — removing unnecessary steps and reinvesting savings back into the business. Technology is key to this, with electronic shelf labels now rolled out chainwide, saving dozens of labor hours per store each week, and advanced self-checkout systems being piloted in the U.S. in response to strong customer demand.

Customer Experience

Lidl is focusing on the first 90 feet and the last 90 seconds of the shopping trip:

First impressions with fresh flowers, bakery, produce and proteins at the entrance.
Final impressions at checkout, ensuring speed and friendliness — whether via staff or self-checkout.

The non-food “middle aisle” is also evolving, Rampoldt says, moving from rotating special buys toward six core own-brand families with changing assortments within those brand umbrellas.

With 190 U.S. stores today, Rampoldt says Lidl plans to continue expanding at a measured pace, opening stores steadily over the next decade while maintaining operational stability. Rampoldt underscores that growth will come after ensuring the business model is firmly locked down with the right mix of efficiency, customer experience and commercial discipline.

Corteva's Bold Move: What Splitting Crop Protection and Seed Businesses Means for the Future

Wed, 01 Oct 2025 18:27:19 GMT

Global agriculture technology company Corteva announced plans on Wednesday to separate into two independent, publicly traded entities: “new” Corteva, which will continue to sell crop protection products – herbicides, fungicides, insecticides and biologicals – and SpinCo, which will focus on the seed genetics business.

SpinCo will include Pioneer, the company’s legacy seed brand established in 1926, as well as Brevant and regional seed brands, including Dairyland Seed.

Upon separation of the companies, Greg Page, current Corteva chairman, will lead new Corteva, while Chuck Magro, current Corteva CEO, will become CEO of SpinCo.

In announcing the decision by Corteva, Magro said the farmer-centric organization appreciates that its customers want and need choice across their input decisions.

“The best way, maybe I can even say, the only way for this company to preserve and expand that choice and keep putting innovative, effective, sustainable solutions into the hands of farmers around the world is to give both businesses the freedom to operate without having to look out for the other,” said Magro, during an online presentation primarily focused on company investors.

He added that the separation of the company into two entities will allow both businesses to maximize long-term value for farmers, customers, employees and shareholders.

Magro described SpinCo – with expected net sales of $9.9 billion in 2025 (56% of current Corteva sales) – as “a classic growth compounder” that will pursue opportunities in out-licensing, hybrid wheat, biofuels and gene editing.

“The continued success of our SpinCo business will be predicated upon sustained investment in advanced genetics and further capitalizing on our unique route to market,” Magro said.

As a pure-play crop genetics company, Magro predicts SpinCo could go beyond its corn and soybean core into other row crops, even expanding into other areas like fruits and vegetables.

“Spinco will also look to expand on new opportunities in wheat, cotton, rice and other products, where genetics can play a transformative role,” he said. “In other words, we could see SpinCo playing in a vastly expanded addressable market.”

Corteva Crop Protection Business Is Future-Focused

For new Corteva, Magro characterized the crop protection industry as competitive and tough, but that company leaders anticipate the market will return to growth in the near future.

“At new Corteva, success will be built upon an optimized supply chain, a new level of operational excellence and the ability to invest in the next generation of sustainable, differentiated innovation, including biologicals and other nature-based products,” he said.

Magro said as company leaders weighed the pros and cons of separating the two companies, they made the decision with the future in mind.

“This is not about today, and it’s not certainly about the last six years. This is about what we see coming,” he said. “We’re in a market that we need to look out 10-years plus. That’s just the research and development and the timeline it takes to bring technology into the marketplace. So this is a long-term decision that we are making.”

Corteva’s 2025 net sales for its crop protection business are estimated to be $7.8 billion (44% of the current company’s total).

During Magro’s remarks, he gave no indication of where the two companies will be based. Corteva’s global headquarters is currently based in Indianapolis, Ind., while Johnston, Iowa, is home to its seed business.

The transaction separating Corteva and SpinCo is expected to be completed in the second half of 2026.

Corteva was formed in 2018 as the agriculture-focused subsidiary of DowDuPont, following the merger of the two companies. Corteva was spun-off as its own entity in 2019.

Your next read: Fertilizer Decisions: Balance Costs, Yields and Sustainability

Simbe for Merchants to Bring Real-Time Shelf Visibility to Produce and Beyond

Tue, 30 Sep 2025 12:20:43 GMT

LAS VEGAS — Simbe Robotics unveiled Simbe for Merchants at Groceryshop 2025, a new suite of tools designed to give merchandising teams unprecedented visibility into what’s happening on store shelves. The rollout marks Simbe’s first purpose-built solution for a specific retail team, reflecting the growing pressure retailers face to execute flawlessly in a hypercompetitive environment.

Caitlin Allen, senior vice president of marketing for Simbe Robotics, explained in an interview with The Packer that the launch helps solve for real-time visibility in high-volume, high-velocity categories like produce.

“Today, 60% of planograms have inaccuracies,” Allen says. “Our product reads the shelf and gives merchants the ability to look at what we call a ‘realogram’ — basically what the shelf actually looks like — instead of waiting days for field teams to send pictures. That’s not just efficiency; it’s sustainability, too, since it cuts out all those unnecessary car trips.”

“Retailers win or lose at the shelf, yet actual shelf visibility has always been limited to spot checks and occasional store visits,” says Tom Gehani, vice president of product for Simbe. “With Simbe for Merchants, teams have access to the daily insights they need to ensure the right products are where they belong, displays are set right and vendors are aligned on execution.”

Why It Matters Now

The timing underscores a critical industry challenge. Recent Coresight Research shows retailers lose 5.5% of sales and 5% of margin to in-store inefficiencies, while shoppers consistently cite empty shelves and pricing errors as their top frustrations, the company says. With fresh produce playing an outsized role in driving grocery trips and brand loyalty, the implications for produce departments are especially strong.

Allen notes that fresh is where these gains may be most visible.

“Fresh is a big draw for shoppers into traditional grocery stores in a world where online incumbents matter so much,” she says.

By combining robot-powered scans with fixed sensors, Simbe captures critical details several times a day, including whether produce is available, properly priced and stocked at peak demand.

“Let’s say bananas tend to run low around 5 p.m. Our system can flag that in real time so store teams can replenish before customers walk away disappointed,” Allen says.

“Retailers win or lose at the shelf, yet actual shelf visibility has always been limited to spot checks and occasional store visits,” Gehani says. “With Simbe for Merchants, merchandising teams have access to the daily insights they need to ensure the right products are where they belong, displays are set right and vendors are aligned on execution unlocking measurable sales and margin gains.”

Simbe Robotics unveiled Simbe for Merchants at GroceryShop 2025, a new suite of tools designed to give merchandising teams visibility into what’s happening on store shelves.

(Photo: Jill Dutton)

Expanding the Platform

Simbe also revealed Simbe Mobile 2.0, a redesigned app built with store associate feedback. The update promises streamlined navigation, smarter task management and instant store health snapshots. It will be available in app stores next month.

For produce leaders, the launch signals a sharper set of tools to fight margin erosion and shopper frustration. With perishables among the highest-turnover items — and central to how grocers differentiate themselves — timely execution can mean the difference between loyalty and lost customers. By digitizing the shelf, Simbe aims to make produce execution not just measurable, but predictable.

“Solutions like Simbe’s can’t just live with store operations,” says Sean Spillane, former senior vice president of strategy and real estate for Stop & Shop and a strategic adviser for Simbe. “Reflecting on my experience, I recommend bringing merchants into the shelf digitization program early. They have so much to gain from this data, and the value is undeniable.”

The announcement of these new apabilities reflects the growing maturity of the shelf digitization space, Simbe says. Building on milestones such as Simbe’s Strategic Advisory Board and advanced capabilities for fresh departments, Simbe for Merchants leads the way as the first in a series of tailored, team-specific solutions designed to extend store intelligence across the retail organization as foundational data infrastructure that powers modern artificial intelligence initiatives, the company says.

Ahold Delhaize USA Unveils Proprietary Edge Ad Platform at Groceryshop 2025

Mon, 29 Sep 2025 17:15:27 GMT

LAS VEGAS — Ahold Delhaize USA’s retail media arm, AD Retail Media, revealed the launch of Edge, a proprietary advertising technology platform designed specifically by grocers, for grocery retail. The news broke at Groceryshop 2025 in Las Vegas, marking a significant shift in how consumer packaged goods (CPG) companies and fresh produce marketers will engage with shoppers across physical and digital grocery channels.

Edge, a new proprietary advertising technology platform, is slated to go live in January 2026. Powering on-site display, sponsored search and in-store digital screens, Edge is custom-built for the grocery sector. The platform creates new opportunities for consumer-packaged goods (CPG) partners to reach the more than 26 million customers who interact with Ahold Delhaize USA brands each week with a transparent, intuitive and measurable way to unlock faster speed-to-market and optimize ad performance across physical and digital channels.

Unlike other grocers that rely on third-party providers, Ahold Delhaize USA developed Edge entirely in-house, an industry first among major U.S. grocers, according to Bobby Watts, senior vice president of ad retail media, digital merchandising and marketing for Ahold Delhaize USA.

“Edge isn’t just a platform; it’s the ‘One Stop Ad Shop’ that gives our partners a smarter, easier way to grow their businesses while strengthening the bond between shoppers and the brands they love,” Watts says. “With real-time insights guiding strategic decisions, Edge empowers brands to navigate the most effective path forward. It’s powerful because it’s built by grocers, for grocery — bringing together customer loyalty, past purchase trends and e-commerce connectivity in a way that is a true reflection of what’s possible when deep industry expertise meets innovative technology.”

A Produce Industry Game-Changer

For the produce industry, Edge represents a timely opportunity to reach shoppers in the most frequented departments of the grocery store. Watts explains how the system will directly support fresh categories:

“So whether it’s in produce, any fresh department or even center store, it’ll power our sponsored search products as well as our on-site display and in-store digital screens,” Watts says. “We do have some digital screens in our produce departments in-store as well, and it’ll power those … whether it’s someone like the avocado board or somebody like that, this will be the ad server that powers the advertising.”

The move is especially relevant as produce brands, from commodity boards to major growers, seek more effective ways to connect with consumers at point of purchase, both online and in-store, Watts says.

Why Now?

Retail media has exploded in grocery over the past three years, but most networks rely on third-party ad tech companies and pay revenue shares. Watts says Ahold Delhaize USA saw an opportunity to build something more tailored to grocery.

“For years, retailers like us partnered with global tech players … but those platforms had to serve multiple industries like automotive and electronics,” Watts says. “We asked ourselves: Are we really getting the best relevancy for grocery? By building Edge ourselves, we control the road map, we optimize for grocery and we capitalize on the richness of grocery data.”

“Over the past several years, we have built an industry-leading retail media team and capabilities,” says Keith Nicks, chief commercial and digital officer for Ahold Delhaize USA in a press release. “Through this pioneering technology, which was developed in collaboration by in-house tech teams and leverages a proven platform used by several of Ahold Delhaize’s European brands, we continue to bolster our retail media offerings and enable CPGs to leverage both the scale and local connections of Ahold Delhaize USA brands and experience additional value through more seamless customer engagement.”

With more than 26 million weekly omnichannel customers, Ahold Delhaize USA expects Edge to give CPGs and produce partners both transparency and efficiency in how they invest in retail media. The platform will expand beyond search and display to include off-site display, fuel media and more unified customer engagement opportunities.

Ultimately, Watts framed Edge as part of a bigger reorganization at Ahold Delhaize USA. “It goes beyond the technology,” he says. “We believe in customer engagement reimagined. That means aligning our teams — digital merchandising, digital marketing, category management — so that we’re not just working in silos. At the end of the day, the customer just knows we’re communicating to them in-store or on our app. Edge enables that seamless experience.”

In addition to management of on-site advertising and in-store digital screens, Edge enables seamless monitoring across both on-site and off-site advertising for participating CPG brands. By viewing both display and sponsored ad purchases in the same place, CPGs can easily understand and adjust their investments, make data-driven decisions and maximize return while adapting dynamically to how shoppers engage across each touchpoint.

More information about the new platform will be shared this fall, ahead of the anticipated January 2026 launch. With full ownership of the platform and road map, Ahold Delhaize USA will continue to develop the platform over time to further enhance the customer and partner experience.

With today’s announcement, Ahold Delhaize USA positions itself as a pioneer in grocery-specific ad technology, setting the stage for how fresh categories like produce will engage shoppers in 2026 and beyond.

Market 32 Kicks Off ‘10 Years Fresh’ Initiative with Savings for Shoppers, Commitment to Local Growth

Thu, 25 Sep 2025 19:29:06 GMT

Market 32 and Price Chopper are celebrating a decade since opening the doors to the first Market 32 store with a “10 Years Fresh” campaign.

The Market 32 concept started as a bold idea to create a more modern grocery shopping experience to meet the changing needs of customers. The new store design would be so different, the grocer says, that it called for an entirely revamped brand, beginning with its name, which pays homage to founders Ben and Bill Golub, who opened their first grocery store in 1932. The new brand identity emphasized a fierce commitment to giving back, providing fresh, locally grown and made products and delivering excellent value every day.

“Produce is at the very heart of Market 32’s 10 Years Fresh story,” says Christina Stipe, director of produce for Market 32 and Price Chopper. “We continue to differentiate ourselves with expanded and unique varieties, a growing organics footprint and by working closely with the industry to bring fresh offerings and promotions at the peak of their season to give our guests the best possible eating experience — true quality and value.”

The grocer is committed to supporting local growers, Stipe says: “Supporting local growers has been a steadfast commitment since Market 32 and Price Chopper’s founding almost 95 years ago, and today that means year-round partnerships with farmers and suppliers who bring us everything from apples and mushrooms to herbs, dips and packaged salads. Many of these programs are sourced directly within our six-state footprint, reducing miles on the road and strengthening regional economies. We’re proud to highlight our partners in stores and online, so guests know that when they shop with us, they’re not only getting the freshest fruits and vegetables, but also supporting their neighbors and communities.”

To help families stretch their grocery dollars, Stipe says the grocer offers incentive programs.

“We’re also committed to increasing accessibility to fresh fruits and vegetables through incentive programs like Double Up Food Bucks NY, which helps families stretch their grocery dollars and encourages buying decisions that contribute to improved overall wellness,” Stipe adds. “And beyond affordability, we see produce as the hero of the food world: nourishing, versatile and central to a healthier lifestyle. It embodies the idea of food as medicine, with the power to positively impact the way people feel and live. At the same time, we work to ensure accessibility and sustainability, balancing value for our guests with the realities of farming in the Northeast, which isn’t for the faint of heart. That balance — superior quality and value, an exceptional customer experience and deep community connection — is exactly what 10 Years Fresh is all about.”

In the 10 years since the company launched its new brand, communities have come to rely on Market 32, and customers’ input and preferences continue to guide the brand’s local offerings and strategies.

“The last 10 years have been about evolution, impact and enduring freshness,” says Blaine Bringhurst, president of Market 32 and Price Chopper. “But this anniversary is not just about the age of our stores; it’s about the customers who choose to shop with us, every devoted team member and the community partners and local vendors who deliver something special to our shelves. We’ve grown together for a decade, and this is just the beginning of our story. The Market 32 concept was shaped by and for our customers, and we’re committed to the important work of listening and adapting to ensure this remains true for decades to come.”

Now celebrating 10 Years Fresh, the multifaceted initiative will provide customers with extra savings to stretch their grocery dollars and showcase the company’s commitment to serving local communities, the company says.

Rolling out over the next 10 weeks, customers can expect:

The opportunity to win free groceries for a year.
Special savings thanks to the company’s plans to give away an additional 32 million AdvantEdge Rewards points — customers have already saved over $19 million so far in 2025; now Market 32 is helping shoppers save even more.
Free weekly PICS product giveaways and celebratory sampling events.
The option to purchase an anniversary flower bouquet in Market 32 stores for $10, with $1 from every purchase supporting local food banks.
e-coupons on signature items dropping weekly.
Details about expanded multicultural offerings.
Exciting updates about even more ways Market 32 plans to serve its communities in its stores and outside of them.

On Sept. 7, customers, employees, community partners and elected officials gathered at Market 32’s location in the Clifton Park Shoppers World Plaza to reflect on 10 years of impact and toast to the future. This Market 32 location was one of the first three proof-of-concept stores that the company opened in 2015. Free sampling stations from over 20 local and national producers offered guests a chance to savor some of the products and flavors synonymous with the innovative spirit of the brand. Additional sampling events will take place during the 10-week initiative across several Market 32 locations.

“This milestone is a testament to the power of what it means to truly listen to the needs of customers,” says John Persons, CEO of Northeast Grocery, Inc., the parent company of Market 32 and Price Chopper. “Since inception, Market 32 has built meaningful and longstanding partnerships, grown its loyal customer base and consistently delivered when our communities needed us most. At Northeast Grocery, we’re thrilled to see our teammates, shoppers and neighbors come together in support and to be a part of the journey.”

Today, the Market 32 brand has firmly established a fresh-forward, food-focused identity and people-first commitment. The company’s impact can be measured in the employment opportunities it provides, the local families it feeds, the generous donations of food and funding given to local nonprofits, and the local businesses and farms it supports, the company says.

Over the past 10 years, Market 32 and Price Chopper have contributed over $11.7 million in financial donations for charitable causes, raised over $17.3 million through in-store fundraisers and donated over 21 million pounds through its Fresh Recovery program, which donates unsold fresh food to area food banks. The company has successfully converted and opened 51 Market 32 stores across its six-state footprint, in addition to its 78 Price Chopper locations and Market Bistro. With over 15,500 employees and partnerships with hundreds of local businesses, the company says it remains deeply rooted and committed to growing in the communities it serves.

While the anniversary serves as a celebration of Market 32’s past, the company is also looking ahead to its future, with plans to continue investing in store renovations and customer experience, as well as ambitions to accelerate expansion efforts throughout its geographic footprint. Market 32 is inviting customers — old and new — to stop by stores and be part of the next decade and beyond.

Aldi Joins Uber Eats to Offer On-Demand Grocery Delivery Coast to Coast

Thu, 25 Sep 2025 18:07:44 GMT

Uber Technologies Inc. and Aldi are collaborating to bring Aldi’s selection of fresh produce and more to Uber Eats.

With more than 2,500 Aldi locations nationwide joining the app, consumers can enjoy affordable groceries delivered straight to their doorstep, on-demand or scheduled, at the tap of a button, according to a news release.

Starting Sept. 25, Uber Eats users can shop a curated assortment of high-quality, Aldi-exclusive products directly through the app. From organic fruits and vegetables and gluten-free snacks to trendy items like prebiotic soda, and even wine and beer at select locations, customers can stock up on everyday essentials faster than ever, the company says. Shoppers using SNAP-EBT can use their benefits at Aldi through Uber Eats, making Aldi the first retailer on the app to accept SNAP payments nationwide from day one.

To celebrate the launch, Uber Eats is offering 40% off Aldi orders of $30 or more (up to $25) using the code AldiUBER25. Uber One members enjoy zero delivery fees on eligible orders and other exclusive savings. These promotions extend to weekly Aldi Finds, now also available on Uber Eats.

Plus, foodies in New York, Miami and Chicago can visit Uber Eats x Aldi pop-ups throughout the month of October for a chance to sample, and order for delivery, exclusive Aldi products before they hit shelves, making these events a true first-taste celebration, the company says.

Aldi says it is an intentionally different grocery store built for today.

“At Aldi, we continually strive to make shopping easier and more affordable for the communities we proudly serve, which has helped us cultivate a devoted fan base of millions of shoppers across the nation,” says Dave Rinaldo, chief operating officer for Aldi USA. “Our partnership with Uber Eats is making grocery shopping even more convenient, allowing customers to enjoy the exceptional value and quality they love — whenever and wherever they need it.”

This collaboration marks another step in Uber’s commitment to expanding beyond meals, giving consumers access to more of what they need, faster. With the addition of Aldi, Uber Eats significantly expands its footprint in the grocery category, providing an unmatched combination of speed, affordability and selection for households nationwide.

“Aldi is beloved for its unique combination of value and quality, and we’re proud to welcome them to the Uber Eats app,” says Hashim Amin, head of grocery and retail, North America for Uber Eats. “Now, millions of customers can enjoy seamless access to their favorite Aldi products they know and love, whenever they need them. We’re especially excited that Aldi is our first retail partner to offer SNAP-EBT payments nationwide at launch, making grocery delivery even more accessible for more people.”

AWG, Decorworx Form Strategic Relationship to Enhance Design Services for Independent Grocers

Thu, 25 Sep 2025 16:55:42 GMT

Associated Wholesale Grocers, Inc., cooperative food wholesaler to independently owned supermarkets, and Decorworx, a design and production firm specializing in grocery store environments, have formed a strategic relationship to provide enhanced store design solutions to AWG member retailers.

This move marks a pivotal step in AWG’s commitment to optimizing operations, enhancing member services and positioning the company for long-term success in a rapidly evolving marketplace, according to a news release.

As a part of this new collaboration, AWG has discontinued operating the Design and Decor Source Group department. For over 30 years, DSG provided interior design, production and installation services to AWG members. This decision was made as part of the company’s ongoing, comprehensive strategic review focused on aligning AWG’s resources with the evolving needs of its members and investing in areas that offer the greatest potential for innovation and impact.

Decorworx is widely recognized for its cutting-edge design solutions, advanced production capabilities and deep expertise in the grocery store decor space, the release says. Through this relationship, AWG and Decorworx will combine their strengths to deliver enhanced design services and expanded capabilities to AWG members across the company’s footprint. Decorworx will work directly with AWG’s store design and equipment services (formerly store engineering) department to ensure seamless collaboration and top-tier project execution.

“Decorworx has always believed design is more than décor — it’s a way to help independent grocers grow and thrive,” says Jeff Dansie, owner of Decorworx. “This relationship with AWG allows us to expand that mission, combining our creativity and expertise with AWG’s reach to bring meaningful solutions to more retailers.”

“Together, we’ll make it easier for AWG members to access innovative design, seamless execution and the kind of collaboration that turns ideas into results,” says Tenia Wallace, president of Decorworx. “Our passion is helping independents compete and succeed, and this relationship gives us a stronger platform to do just that.”

“This marks a new chapter for AWG and our members,” says James Neumann, senior vice president of sales and support for AWG. “We are grateful for the valuable contributions of the DSG team over the past three decades. This relationship with Decorworx aligns with our long-term vision and will empower our members with innovative design solutions that elevate the in-store experience and drive competitive differentiation.”

AWG says this strategic move will position the company for future growth and success and fulfill AWG’s mission of providing member retailers with all the tools, products and services they need to compete favorably in all markets served. This includes top-quality supermarket merchandise and support services, all at the lowest possible cost, the company says.

Aldi Rolls Out Largest Packaging Refresh to Date, Elevates Store Brand Identity

Wed, 24 Sep 2025 16:56:52 GMT

In a bold rebrand move, Aldi is unveiling its largest packaging refresh to date, by putting its name on every product and launching its first-ever namesake brand to make its trusted private labels even more recognizable for shoppers.

“While we can’t private-label a majority of produce, fresh produce like apples and salads will sport the new packaging with Aldi branding, so it’ll be even easier for shoppers to spot our quality and freshness,” according to an Aldi spokesperson.

In direct response to customer feedback, Aldi-exclusives will now carry either the Aldi brand or a bold “an Aldi Original” endorsement, giving fans a clear signal of the quality they already count on, according to a news release.

“The new look and feel of our products is the next step in our journey to modernize our simpler, quicker shopping experience. Now, it’s easier than ever for shoppers to instantly spot the value and quality only Aldi can deliver,” says Atty McGrath, who began her role as CEO of Aldi Sept. 1 . “After nearly 50 years of setting the standard in private label, our updated packaging will give shoppers yet another reason to reach for our products first.”

More than 90% of Aldi products are private label, and while the quality items shoppers know and love won’t go anywhere, they will get a fresh new look, the company says. Several brands will be replaced with the Aldi name, while iconic brands like Clancy’s, Simply Nature and Specially Selected will remain on shelves with modernized branding and the bold “an Aldi Original” endorsement. Other items like “Red Bag Chicken” will adopt shopper-given nicknames — a playful nod to show fans just how much Aldi values their opinion.

“As we worked on this refresh for the past few years, we drew so much inspiration from our fans. Our customers already call our private labels ‘Aldi brands,’ and we’re excited to officially recognize them with a name they can see and trust,” says Scott Patton, chief commercial officer for Aldi. “Our research shows customers associate Aldi with affordability, value, quality and convenience. Now, they can feel confident knowing our trusted name is behind every exclusive product in their cart.”

The company says every Aldi-exclusive product is free from certified synthetic colors, a move the low-price grocer made more than a decade ago. What’s more, every product is rigorously tested and tasted up to five times to ensure only the best make it to Aldi shelves. From fresh meat and produce to better-for-you beverages, Aldi offers an affordable assortment of high-quality, on-trend products and everyday essentials, the grocer says. In fact, shopping at Aldi can save a family of four nearly $4,000 every year, according to the 2025 ALDI Price Leadership Report .

Shoppers will already begin to see the new packaging rolled out to store shelves. Over the next few years, every product will be refreshed to feature the Aldi name and a modernized look that they’ll be proud to stock in their pantry, fridge or freezer.

C&S Wholesale Grocers Completes Acquisition of SpartanNash

Mon, 22 Sep 2025 22:43:20 GMT

C&S Wholesale Grocers LLC has completed its acquisition of SpartanNash Co.

The combined company employs more than 30,000 team members and operates almost 60 complementary distribution centers covering the U.S. It serves close to 10,000 independent retail locations, as well as military commissaries and exchanges, with more than 200 corporate-run grocery stores, according to a news release.

“The combination of these two great companies creates a platform for future success. As ONE, we bring the best team in the industry to provide advanced solutions to ensure braggingly happy customers and feed our communities for generations to come,” says Eric Winn, CEO of C&S Wholesale Grocers.

The industry continues to evolve at a rapid pace, the company says in the release, “and both our customers and our own businesses must evolve at or ahead of that pace, to compete effectively and win. The integration of two industry-leading companies will drive an even better service experience for chain, independent and military customers across the nation, with the right products at the right prices to support tailored assortments.”

SpartanNash President and CEO Tony Sarsam, who will now serve as an adviser for a transitionary period with the combined company, says, “We are grateful to our associates, customers and partners who have supported us throughout this process. Our combined capabilities will create meaningful new opportunities for our people, customers and shoppers as we continue to deliver the ingredients for a better life.”

“Our goal is to build a company that will redefine our industry and drive future growth for the next phase of our collective legacy as the best food solutions company in the industry,” says Rick Cohen, executive chairman.

The South Proves ‘Powerhouse of Opportunity’ for Produce Sales

Fri, 19 Sep 2025 12:15:48 GMT

Florida is on fire. A look at Circana total U.S. produce sales shows Florida and the Southeast markets have far outperformed the rest of the country over the course of the past three to four years.

Florida is also the fastest growing state in the country, according to the 2024 U.S. Census, and earlier this month, the Sunshine State was ranked No. 1 for attracting and developing a skilled workforce for the third consecutive year by Lightcast.

These and other favorable business conditions have continued to attract companies like the Oxnard, Calif.-based Mission Produce, which recently expanded its operations and distribution to Miami. Mission, which sources, produces and distributes fresh hass avocados and mangoes, says its Miami expansion is part of its focus on growth in “high-potential markets.”

“Florida, in particular, is ripe for growth. It’s the fastest-growing state in the country, has a strong Hispanic demographic and already boasts avocado and mango sales that are above the national average,” says Brooke Becker, Mission Produce senior vice president of sales, pointing to Numerator Insights Shopper Metrics for the 12 months ending July 31. “That’s a powerful consumer base paired with a dynamic retail landscape. By expanding in Miami, we’re putting high-quality fruit closer to customers and helping them capture that upside.”

Brooke Becker of Mission Produce discusses company’s strategic expansion to Miami.

(Photo courtesy of Mission Produce)

But Becker sees considerable room for growth in the region’s avocado and mango sales.

“When you look at the numbers, the South is a powerhouse of opportunity…yet the region under-indexes on avocado sales by about five points,” she says, citing Numerator data. “That gap represents nearly $184 million left on the table.Closing even part of that gap — just one more avocado shopping trip per household — could add more than $100 million in sales. That’s meaningful growth for retailers, wholesalers and foodservice alike.”

Florida by the Numbers

According to Circana data (Integrated Fresh, MULO+, Total U.S.), U.S. produce dollar sales percentage change versus a year ago has consistently risen for the Southeast region and Florida markets for the latest 52 weeks, and in Florida metro areas, including Jacksonville, Miami/Fort Lauderdale, Orlando and Tampa/St. Petersburg for the last four years.

Circana data shows that while total U.S. produce sales are up 18.4% versus four years ago, the Southeast’s total produce sales are up 26.1% versus four years ago, Jacksonville is up 28.2%, Miami/Fort Lauderdale is up 27%, Orlando is up 30.6% and Tampa/St. Petersburg is up 25.9%.

Circana, Integrated Fresh, MULO+, Produce Sales Total U.S., Southeast region and Florida markets, latest 52 weeks:

Total U.S.: $95.05 billion
Southeast: $14.95 billion
Jacksonville: $702 million
Miami/Ft. Lauderdale: $2.6 billion
Orlando: $1.5 billion
Tampa/St. Petersburg: $1.6 billion

Mission Produce sees opportunity to grow avocado and mango sales in the South.

(Photo courtesy of Mission Produce)

Thriving Retail, Strategic Position

Mission Produce has also cited the Southeast’s more than 18,000 retail outlets as an additional boon to its expansion into Miami, as well the city’s strategic location as an import hub.

“Mission Produce is already on the shelves of roughly 20% of retail stores across the Southeast, so our new Miami location positions us to better serve these existing customers and opens the door to new business opportunities,” says Becker citing Circana, Southeast region data for the 52 weeks ending Sept. 7. “We are now importing avocados and mangoes directly into Florida, enabling us to streamline logistics and reduce transit times. By operating in Miami, we’re now able to leverage additional entry points into the U.S. to move product seamlessly across our network.”

Another benefit to Miami is that it serves as a strategic import hub for product sourced from Mexico, Peru, Colombia, Ecuador, Chile and other offshore origins, which Mission Produce says provides an additional value.

“Mission imports product to the U.S. from Mexico, Peru, Colombia, Ecuador, Chile and several others to provide a reliable, year-round supply of avocados and mangoes,” Becker says. “By operating in Miami, we’re now able to leverage additional entry points into the U.S. to move product seamlessly across our network.”

The Hispanic Shopper

Florida represents one of the strongest growth markets for both avocados and mangoes. In the past 12 months, 76% of Florida shoppers purchased avocados and 46% purchased mangoes — well above the national average of 71% and 40%, respectively, says Mission Produce, pointing to Numerator Insights Shopper Metrics for the 12 months ending July 31.

What’s more, the state’s strong Hispanic demographic is important to the increased consumption of avocados and mangoes.

“Hispanic shoppers are central to the continued growth of the avocado and mango categories,” Becker says. “Nearly 90% of Hispanic households buy avocados and 60% buy mangos — and [according to Numerator, Shopper Metrics] they spend significantly more on both than the average shopper.These buyers greatly value ripeness and quality, and our Miami location enables us to deliver both at an even higher standard.”

Nuts Are Breaking Out of the Baking Aisle

Thu, 18 Sep 2025 16:18:54 GMT

Many shoppers associate nuts with holiday baking and pantry staples. Now, suppliers and retailers are working to change that perception by spotlighting nuts as nutrient-dense snacks, plant-based protein sources and versatile additions to any meal.

To understand how the category is evolving, The Packer spoke with five nut suppliers for their input on retail strategies and consumer education.

Part of what makes Wonderful Pistachios so magnetic is that vibrant pop of green, the company says.

(Photo courtesy of Wonderful Pistachios)

Wonderful Pistachios

“Pistachios aren’t just having a moment, they are owning the year,” says Diana Salsa, vice president of marketing for Wonderful Pistachios . “It’s not just a trend and the cornerstone of our business; it’s a full-blown movement. Consumer awareness is a big factor in why pistachios have grown in demand in terms of purchasing behavior: Pistachios are at the intersection of taste and health.”

Part of what makes Wonderful Pistachios so magnetic is that vibrant pop of green, Salsa says.

“It’s naturally eye-catching, which makes it perfect for visually driven platforms like Instagram and TikTok,” she says. “Beyond the aesthetics, pistachios also deliver on flavor, nutrition and versatility, and Wonderful Pistachios dedicates entire advertising campaigns to educating consumers on the health benefits of pistachios. Whether they’re being used in upscale desserts, savory sauces or as a better-for-you snack, pistachios are meeting the moment.”

The brand takes a 360-degree marketing approach to educating consumers on the snacking and nutritional benefits of Wonderful Pistachios.

“This includes a mix of traditional channels, such as television and print advertising, alongside other digital efforts including paid and organic social media campaigns, social media partnerships, podcasts, event sponsorships and enhanced e-commerce and affiliate marketing strategies,” Salsa says. “By reaching consumers across multiple touchpoints, we highlight Wonderful Pistachios as both a delicious and nutritious snack option .”

For retailers, Wonderful Pistachios provides resources to help communicate these benefits in-store and online. POS signage, packaging callouts and promotional materials emphasize Wonderful Pistachios’ health attributes and versatility, resonating especially with health-conscious shoppers, Salsa says. Online, Wonderful Pistachios supports retailers with digital content, recipe inspiration and nutritional education assets that can be integrated into e-commerce platforms or retailer websites.

Blue Diamond’s new visual identity features a refreshed logo, streamlined color palette and updated brand elements that highlight almonds as the champion superfood.

(Image courtesy of Blue Diamond)

Blue Diamond

“We’re fully committed to sharing the health story of almonds year-round,” says Michael Schaefer, sales and category manager for Blue Diamond. “On the packaging, you’ll see clear callouts around protein and heart health, which are really important to today’s snacker — especially with how big the protein trend is right now. And for retailers, we provide point-of-sale materials all year long. Some are evergreen, some are seasonal, but the goal is always the same: making sure consumers see and understand those benefits.

Blue Diamond is also launching into the future with a new logo and brand persona intended to evoke energy and excitement, aiming to capture the attention of more consumers seeking healthier options in their diet. This new visual identity features a refreshed logo, streamlined color palette and updated brand elements that highlight almonds as the champion superfood.

“We believe that Blue Diamond almonds are the GOAT [Greatest of All Time] of snacks, and our Almond Breeze is the obvious choice in nondairy beverages. Almonds allow you to show up and be mighty in your life, fueled by protein, fiber and flavor. This refresh connects this almond identity to the brand identity, breathing color, energy and excitement into the brand,” says Maya Erwin, vice president of marketing and innovation for Blue Diamond. “This is a refresh, not a revolution. That means we’re staying true to our roots, keeping our identity that people know and trust, but with a bold edge that shows the way people enjoy our amazing products every day.”

“A redesign like this is really about getting two things right,” says Miles Marshall, executive creative director for Turner Duckworth, the design agency that worked with Blue Diamond on the initiative. “First, the edit — chipping away at the elements until what’s left are the features that can only be the brand — the truly unmistakable stuff. In this instance, that edit gets us to the iconic blue diamond, which we have redesigned in a way that is both respectful and striking.”

“Because Black Walnuts are wild-harvested, yields can also vary from year to year,” Jacob Basecke says.

(Photo courtesy of Hammons Black Walnuts)

Hammons Black Walnuts

To educate consumers on the nutritional and culinary benefits, as well as providing tools to retailers to communicate this both in-store and online, Jacob Basecke, executive vice president of Hammons Black Walnuts, says the company provides retailers with POS signage, recipe cards and seasonal promotional materials that showcase both the health benefits and culinary uses of black walnuts.

“Online, we support retailers with digital assets, social media content and access to our extensive recipe library,” Basecke says. “We also work with chefs and influencers to highlight black walnuts in recipes and the sustainability story, which helps inspire consumers with new ways to incorporate them into their meals.”

When it comes to challenges shaping the nut market currently, Basecke says the company is seeing rising input costs including labor, materials and supply chain pressures.

“Because black walnuts are wild-harvested, yields can also vary from year to year,” Basecke says. “We address these challenges by focusing on long-term sustainability, working with our grower network of thousands of harvesters across the Midwest, and setting pricing structures that allow us to maintain stability for our retail and ingredient partners. At the same time, we are investing in innovation and consumer education to ensure continued growth and awareness of black walnuts.”

(Photo courtesy of California Walnut Board and California Walnut Commission)

California Walnut Board

“We are on a mission to break out of the baking aisle and be featured in the produce department and snack aisle,” says Robert Verloop, executive director and CEO of the California Walnut Board and Commission . “In produce, cross-merchandising is key: Pairing walnuts with other produce items means retailers end up getting a higher basket ring. Research shows 76% of shoppers are more likely to purchase walnuts when displayed alongside fresh fruits and vegetables.”

Verloop says successful merchandising pairs them with complementary produce items, positioning walnuts as a versatile, nutritious staple for meals and snacks.

“Our retail merchandising directors are working individually with retailers to capture sales through creative merchandising and by using category management data to drive walnut sales in the produce department year-round,” Verloop says.

The California Walnut Board continues to see a focus on offering a range of packaging sizes, from grab-and-go packs to larger bags for use in meals and as ingredients, making walnuts easy to enjoy for any eating occasion.

“Walnuts are also moving beyond the baking aisle into snacking and meal solutions,” Verloop says. “Trail mixes, spiced clusters and yogurt-covered varieties give consumers convenient, flavorful ways to enjoy them, while innovations like skinless walnuts, walnut cream, walnut butter and walnut ‘meat’ expand their use in cereals, bars, plant-based sauces and protein-rich dishes.

“Skinless walnuts provide a smoother texture and milder flavor; walnut cream and milk create versatile, plant-based bases; walnut butter adds moisture and binding in snacks and granolas; and walnut ‘meat’ delivers texture, umami and protein for plant-based ground meat alternatives,” Verloop adds.

For retailers, the California Walnut Board offers year-round programs to help merchandise and promote walnuts in the produce department, including customized promotional material that can be used in-store, online and via social media, Verloop says.

“By combining science, approachable messaging, and retail support, the campaign positions California walnuts as a nutritious, versatile, everyday choice for health-conscious, plant-forward and convenience-minded consumers,” Verloop says.

Wild Fox products feature nutrition benefits that the consumer is already looking for.

(Image courtesy of Wild Fox)

Wild Fox Foods

“Nuts like almonds and cashews have long been a part of a healthy diet because they are a convenient, whole food that is naturally low-glycemic and loaded with good fats and fiber,” says Kevin McCray, co-founder of Wild Fox Foods . “Therefore, nuts align with the consumer’s general desire to eat better. The challenge with the nut category is how conventional manufacturers are processing raw nuts to try and make them taste better.”

Many of the most popular roasted nut and trail mix options on the shelves today are roasted in highly processed seed oils, seasoned with highly processed ingredients and paired with inclusions that are packed with refined sugar, McCray says.

“At Wild Fox, we are bringing the bold flavor shoppers are looking for in a snack, but without the problematic ingredients. Our nuts are roasted in avocado oil, our seasonings are made with natural ingredients and none of our products contain refined sugar — even the chocolate and dried fruit in our trail mixes are free of refined sugar and seed oils,” he says.

Consumers are seeking the nutritional benefits of nuts, McCray says.

“Wild Fox products feature nutrition benefits that the consumer is already looking for. Our job is to highlight the relevant nutrition attributes and get the word out that there is a brand in these categories that is listening,” he says. “Our playbook for this is to start with a hyper-disciplined package design focused on the most important nutritional information as clearly and transparently as possible. Additionally, we will have a heavy presence where many consumers go these days for nutrition information — social media.”

As a founder of the popular Kevin’s Natural Foods, McCray says of the new venture: “Although it’s a separate company, myself along with the other co-founders from Kevin’s (Dan and Kelsie Costa) view Wild Fox as a continuation of the mission we started when Kevin’s was born: Empowering even the busiest people to eat clean without sacrificing flavor. The main difference is that now we are focused on the food people eat [in] between meals.

“Some estimates show that a quarter of the calories people consume come from snacks,” he adds. “With this in mind, I feel that by giving people clean on-the-go snack solutions, we can make a significant and positive impact on society that will complement the progress we made at Kevin’s.”

IGA, SHOPtoCOOK Partner to Empower Independent Grocers

Wed, 17 Sep 2025 16:35:18 GMT

The Independent Grocers Association has formed a strategic partnership with SHOPtoCOOK , a provider of customized websites, mobile experiences and accessible in-store interactive media integrated to the top loyalty/digital coupon programs and designed for today’s shoppers.

This collaboration brings SHOPtoCOOK’s full suite of customer engagement tools directly to IGA member stores, according to a news release.

A highlight of the partnership will grant IGA member stores access to the SHOPtoCOOK kiosk, which facilitates easy-to-use, in-store accessibility to a retailer’s digital media platform. Shoppers can use the kiosk to enroll in a retailer’s loyalty program, check rewards balances, clip digital coupons, print additional offers, browse a library of over 6,000 kitchen-tested recipes available for print and text and more, the company says.

“Independent grocers are the heartbeat of their communities, and we want to give them every competitive edge,” says Michael La Kier, vice president of brand development for IGA. “SHOPtoCOOK delivers an easy-to-use in-store retail media platform that meets today’s shopper expectations and helps local stores grow their digital presence.”

“We’re excited to be partnering with the IGA organization and their retailer members,” says John Thompson, president and CEO of SHOPtoCOOK. “SHOPtoCOOK’s interactive digital media platform is uniquely positioned to help independent grocers succeed, and we are looking forward to helping more IGA retailers win in the digital space.”

As part of this partnership, IGA members will have access to exclusive pricing, hands-on onboarding and marketing support from SHOPtoCOOK’s retail experts.